Why, in an atmosphere of budget cuts and staff cuts, some employees are loudly indignant, while others are quiet? Does this mean that the former began to work worse? How demotivated are the “quiet ones” who are completely withdrawn into themselves? This article briefly describes W. Marston's DISC, a little-known but very effective for business model of personality differences, explains why different people react and behave differently in a crisis, and provides recommendations on individual motivation for representatives of different personality types.

History and goals of DISC

There are quite a few typologies of individual differences, for example, one of the most popular typologies among psychologists is the Myers-Briggs typology. Basically, these typologies were developed by psychologists of various directions. On their basis, many tests were created, using which, you can understand what type the person under study belongs to. Often, these tests can only be used by professionals with special education. And they are rarely used by business structures, executives, managers, employees who interact directly with customers.

But one of these techniques was created by a person with practical business experience specifically for business. This is the DISC typology. “We know, we heard. These are tests,” you say. We would immediately like to separate those diagnostic tools that were created 20-40 years later on the basis of the DISC model and the William Marston model itself. By the way, testing and diagnostic tools are quite widespread in Russian HR consulting. But today we will not talk about tests, but about their primary source - the Marston model, and also about how it can help in working with personnel in a crisis.

What is W. Marston's model of individual differences DISC.

Marston's model is based on the description of observed behavior, i.e. how a person acts and contains two very useful tools:

1. Express diagnostics of a person during the first 10-20 minutes of communication,
2. an explanation of the basic motivators of a given person and, consequently, his preferences, likes and dislikes, patterns of behavior.

Marston chose 2 criteria based on which he built his model:
how a person perceives the world in which he acts (as favorable or hostile);
How a person acts or reacts in specific situations (actively or reactively).

If we represent these criteria in the form of axes, then when they intersect, 4 basic types are obtained:

Dominance
* quick in actions and decisions
* impatient, persistent and tireless
* openly say what they think
*willing to take risks
* competitive, loves a challenge and knows how to take it

Influence
* openly express their feelings and emotions, attract the emotions of other people
* have high creative potential and out-of-the-box thinking
* talkative, charming, have increased charisma
* easy to trust people, very friendly, easy to make friends
* inattentive to details, impulsive, little punctual

Constancy
* able to listen carefully and hear the interlocutor
* touchy - subtly feel falsehood and deceit
* love peace, regularity and methodicalness
* uphold the established order of things
* the team will try to maintain the harmony of relations
* sympathize and empathize, will try to help

Constancy (Compliance)
* emotionally buried
* demonstrate self-discipline and high self-organization
* carefully prepare in advance, like a systematic approach
* analyze, weigh, plan, provide
* think about the bad and prepare for it
* willing to give in to avoid direct conflict

Some simplified idea of ​​these types of behavior can be obtained through the following comparison. Imagine four football team captains:

The first. For this captain, victory at any cost is important, people are just tools to achieve this victory; this is a fast, energetic, strong-willed captain.
Second. This captain infects the team with personal example and enthusiasm, it is important for him to score a key goal in the match and score it beautifully.
Third. For this captain, it is important to rally a real friendly team that will fight for a common victory.

Fourth. For this captain, his personal achievements are not so important, it is important that the work be as efficient as possible, they won, following his clear plan to achieve victory.

Behavior of basic personality types according to DISC in a crisis and recommendations for working with them

How will these four captains behave in a crisis?

First, D.

Budgets are cut, salaries are reduced. “What have these idiots brought the company, the country to!” thinks D. His natural reaction is aggression, attack, accusation, active struggle for a place under the setting sun. And not necessarily just for yourself. D can sincerely wish the best for all people, as, for example, Vladimir Ilyich Lenin. He just has such ways of achieving the common good. So, the first person you will hear and see when starting anti-crisis measures in your company or division will be D. He will be loudly indignant, insist on his own anti-crisis plan, and take actions that are not agreed with the management. How to curb it?

1. Show your confidence and strength. D respects strength. If you convince him that you have everything under control, you are in control of the situation, you know what needs to be done, then he will become your active ally in anti-crisis measures, will drag chestnuts out of the fire for you.
2. Tightly control all of D's actions until you are sure that he has finished panicking. Otherwise, he can break a lot of firewood.
3. Give D a responsible and difficult task that will occupy his mind and time, channeling his irrepressible energy into a useful channel.
4. In an irritated and demotivated team, D is a wick in a powder keg. Due to its natural characteristics, it can bring even a very calm person to a boil, without even wanting to. In a crisis situation, he becomes an unwitting provocateur of conflicts. They should be dealt with in the first place, trying to win him into your allies, or, if this is not possible, minimizing his communication with the team.

Second, I

The star in shock is about I. You probably noticed that subordinates usually learn all the news of the company either at the same time or before their bosses. The backbone of the wireless telegraph is I. They carry the news around the company, sometimes embellishing it. In a crisis, embellishment develops into alarmism. Unfortunately, I's natural response to stress is obsession, so rumors will spread faster and more distorted than usual. What to do with his violent emotional energy?

1. Talk. I requires attention, sympathy, understanding, a long sincere conversation. It is not necessary to talk about the crisis and ways out of it, talk better about I himself.
2. Do not forget that I is most often the informal leader of the team. By dragging it to your side, you will receive a powerful tool for controlling the general mood of the team. You can make I your ally by emphasizing his importance and significance in the company, showing special attention to him.
3. I - everyone's favorites. Use them to mend shaky relationships both inside and outside the company, with business partners, suppliers, the tax office.

Third, S

And so we got to those very "quiet people", the silence of which is wonderfully described by Pushkin in the tragedy "Boris Godunov" with the words "the people are silent." This is the most destructive silence to be feared. D and I will openly tell you how they feel and what they want. At least you will know what to work with. S will quietly nod his head to all questions, pretend that he is doing something, and maybe really do something. Who will take it apart, this S! Quiet, executive, obligatory, but terribly touchy. In stress, he tends to agree, which should not be confused with consent. From which side to approach it?

1. The most dangerous thing is that managers and personnel officers usually simply do not have time for S. During a crisis, the amount of work of the manager increases many times, and then there are these active D and I, which need to be paid attention. And S sits quietly, does not climb anywhere. Visibility is deceiving. Make time for S!
2. S needs a calm, detailed conversation, an explanation of what is happening, a detailed description of the next steps and management plans. Explain to S what you expect from him, what actions he should take and in what sequence.
3. S - ideal listeners, many open their souls to them. They know more about the employees and the company than anyone else. Take advantage of their knowledge.

Fourth, C

1. Firstly, here the same danger awaits leaders as with S - the danger of missing out on C, not finding time for it. Here it is even more, because C must also be persuaded to talk for a long time. You can’t just approach him without warning and, sitting on the edge of the table, call him to frankness. We'll have to make an appointment, look for a secluded quiet place to talk.
2. However, you can also communicate with C by e-mail. It might even make him more comfortable.
3. Communication should be built around plans for overcoming the crisis. C - Your indispensable assistant in working with figures and facts. At the same time, a person who has poor knowledge of figures and facts immediately loses his trust and is not perceived as a worthy boss. Prepare for such a conversation with C so as not to lose his favor.

Of course, this article is only a simplified idea of ​​an individual personal approach to employees in a crisis. Within the framework of a short article, it is impossible to describe all the nuances, for example, to describe mixed personality types. However, I hope that these notes will at least slightly facilitate your work with a team that is under stress as a result of the crisis.

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Have you faced similar situations? An employee whose salary is above the industry average again asks for a raise, another leaves the company where he worked for several years and mastered his job “from scratch” to competitors who offered a slightly higher salary, the third is offended when he accidentally learns about the size of the colleague’s annual bonus, and picturesquely talks about the advantages of another company. Financial motivation - in our relatively young labor market, it is still the dominant species. And often the only one, because, as one well-known aphorism says, - "... but you always want to eat."

The need for material motivation is undeniable. You can talk as much as you like about the loyalty of the company's employees, inspire them with non-material rewards (such as the title "best employee of the month", Honor Boards, etc.). If people get too little, it will all be ineffective. But if the salary of your employees corresponds to the industry average, and there are no other motivating factors, a wide springboard is created for the situations from the first paragraph to arise. What to do? What measures to take to not only retain your employees, but also motivate them to achieve maximum results? There are no universal answers here, just as there are no two identical people. One will be happy if his work is celebrated at a general meeting of employees, while the other will only experience embarrassment (especially if we are talking about a large team and some kind of return speech is required from him). Someone will keep the image of the Hall of Honor with his name “for history”, the other will bypass it, because he does not like to be photographed at all.

An individual approach to motivation undoubtedly gives the best result. But how much time will have to be spent thinking about the top motivating factors for each employee. At the same time, it’s good if your company’s staff does not even reach 10 people, then when developing individual motivational programs, the game is worth the candle. And if more? It is not known how many employees you will lose while you are looking for the best individual approach through trial and error.

For more effective motivational work, you can use any of the existing psychological typologies. After all, by planning motivation options for each of the types, you will reduce the amount of work by several times. The motivational options below are based on the DISC typology.

Reference: The founder of the DISC theory is Dr. Marston, who published the book “Emotions of Normal People” in 1928, in which he described the theory of behavioral (personal) evaluation. He placed the behavior of people on two scales, dividing their actions into active and passive, depending on the individual perception of the environment, which can be antagonistic and friendly.

Placing these axes perpendicular, Marston received four squares, each of which described a behavioral model (personality):

DOMINANCE (Dominance)- active positive behavior in an antagonistic environment. The desire to achieve goals in spite of the opposition of the environment.

INFLUENCE (Influence)- active positive behavior in a favorable environment. Influencing others to get a positive response.

STEADINESS (stability)- passive understanding behavior in a favorable environment. Stability in performing tasks to maintain the "status quo".

COMPLIANCE (Adaptiveness)- passive adaptive behavior in an antagonistic environment. Actions to high standards to avoid problems or mistakes.

It would be reasonable to remark that all people at some point in their lives exhibit all of the four qualities mentioned, and also that each individual develops his own way of life, preferring certain forms of behavior and giving less attention to other forms.

How to recognize these types in life? And how can this knowledge be used to motivate employees? Let's use simpler formulations.

Factor D- always strives to be the first, assertive leader, results-oriented, not afraid and does not avoid conflicts. He likes to do everything quickly, sharp, aggressive if necessary. If his work involves the achievement of a specific result (and he will be hopelessly bored on another), then, as a rule, he really has something to praise for. Noting his results in the presence of colleagues, you will be able to significantly increase the efficiency of his work. Factor D is very fond of superlatives - the first, the best, the most, the fastest, etc. However, motivating it, it is necessary to operate with concrete achievements. Praise not him himself, but his work in the key of “best sales performance”, “first to complete KPI”, etc.

This person also has a desire for competition. That is, if you mention him among the best employees, you will kindle in him the desire to “catch up and overtake”, to become the best of the best, for which he is ready to redouble his efforts, no matter how difficult it may seem. Factor D generally loves complexity. A task that at first glance seems impossible will serve as the best motivator for him. It is also important for this person to feel their career progression. Even if, while maintaining existing responsibilities, you designate his career growth with the prefix "senior specialist", he will perceive this as a powerful impetus for further development.

Factor I- a speaker, very fond of public speaking, knows how to convince, influence people, ignite them, lead them. This person is often referred to as the "soul of society", he is, as a rule, very popular in the team, he always has his own informal group around him, and he is its ideological inspirer. This person is an idea generator. Need to find a ton of snow in July? You already know who to go to. If you celebrate his success during the meeting, then it is better to do it in the vein of "tell us how you did it." Let him speak - he will appreciate it. True, be prepared that the story of how he achieved success can be very long.

If your company has a Hall of Honor or you can post a photo of this employee on the company's page on a social network, do not neglect this. The more you talk about his success in every possible way, the more he strives to achieve more.

S factor- stability, this is a person who often literally keeps your company. He usually does not achieve outstanding results in negotiations, does not bring you millions of transactions, but at the same time provides your company with administrative support, allowing others to achieve their goals.

You may find it difficult to motivate him by voicing the numbers he has achieved, as they are often within the normal range, but not higher. If, noting his successes, you try to give him a response, he is also unlikely to approach this with enthusiasm. The S Factor usually dislikes public speaking. It is better to motivate such an employee in a private setting, one on one. At the same time, it is not necessary to operate on the results in numbers, you can note how responsive he is, how his work helps clients, how his colleagues value him. Such an employee will also appreciate the company's concern for him. Ask more often if he has everything for work, how you can help him, what prevents him from achieving his goals. And most importantly, give him time to speak. It is necessary to listen to him, because he rarely addresses you himself.

You can take care of him in other ways. For example, to make his workplace as comfortable as possible. The S factor is tied to things and personal space more than anyone else, so it is very important that he is happy to come to work in the morning.

Factor C- neat, organized, clear, pedantic, methodical. If you don't know where to find any document, ask him. This person feels himself in the world, papers, documents, instructions, orders, etc. like a fish in water. He is a born analyst, loves and knows how to operate with facts and figures. Factor C likes to be indispensable and it is extremely important to constantly celebrate this quality in him. If you periodically say that without him, you would never have figured it out, you would not have prepared, you would not have coped, he will appreciate it much more than an official speech in the style of "NN is an excellent worker and just a good person." With a minimum of specifics and a maximum of words, this person will talk something like Winnie the Pooh about bees: “This is no accident!” and try to find out what purpose you are pursuing with such generous praise. Be more specific: if you celebrate the success of factor C, talk about something specific, for example, how he managed to achieve high KPIs, close a deal on extremely favorable terms for the company, successfully solve a problem in any area. If this employee is confident in his professionalism, an excellent result will not be long in coming.

By adhering to these simple principles, you can motivate employees much more effectively. But only if we are talking about pronounced D, I, S and C. It often happens that a person has two factors equally expressed and then it is not possible to determine the preferred type of his behavior “by eye”.

In this case, psychometric tests based on the DISC typology can help you. Using these tests, you can avoid mistakes in determining the type of personality, and detailed text reports will help you find out which motivation option is right for this employee. In addition, you get the opportunity to immediately determine the behavioral model of a new employee, and this saves time, helps to avoid mistakes and fruitless efforts when using standard motivation.

Use different ways to assess employees and applicants to determine the type of personality. Find out in the article about what the DISC test is and what are the features of its implementation.

From the article you will learn:

Features of the DISC technique

The foundations of the technology for assessing behavior were laid by the psychologist U.M. Marston. He was interested in the definition of lies by psychological profile. In the course of regular research, Marston discovered a way to distinguish between personalities by type of behavior. The description of the method is set out in the book "Emotions of Ordinary People", which served as the theoretical foundation of the DISC test.

In subsequent years, the DISC system has been refined. There are varieties of tests that are published in 40 languages ​​of the countries of the world. The popularity of the technique is associated with its reliability, ease of use. To interpret the results, you do not need to involve experts - the HR manager is able to process them on his own.

The DISC Personality Test is intended to assess:

• style of behavior;
• communication and personal skills;
• motivators;
• competencies potential;
• roles in the team;
• emotional intelligence.

Application of technology rationally when evaluating external applicants. It helps to choose training or retraining programs, skills development trainings. Based on the results, evaluate the type of personality and aspirations of a person. After that, make decisions about what qualities to develop, whether career growth is required, and so on.

note

A properly developed plan based on the results of the DISC test will help to avoid staff turnover and maintain a favorable psychological climate.

The answer was prepared jointly with the editors of the journal

Daria Kolesnik answers
Director of the Department of Human Resources Management, CB "GO!"

Something went wrong in the recruiting department of a manufacturing company. Performance is deteriorating. Heads of departments for HR managers: sometimes they look for newcomers for a long time, sometimes they select the wrong ones. In addition, two recruiting managers left within two months. One - to a recruitment agency that offered to engage in executive search, the other to a larger company - to select financial specialists. The HR director began to understand what was the matter, and quickly realized: recruiters do not have development and growth ...

DISC Testing Questions

Use any test option to evaluate staff or applicants. Do not choose complex questionnaires that require a lot of time and effort to complete. People get tired, start answering without thinking about the essence of the question. As a result, the manager gets unreliable results that do not reveal the personality type.

	Questions for the DISC test	Answer options
	If you find yourself in a large team with more than 10 people, what will be the reaction?	A) I like to make friends B) I normally treat new acquaintances, I try to prove myself C) I will look for friends among people to join them D) I will try to leave the event due to discomfort
	If asked to speak to strangers, what would you do?	A) I do not like to attract attention, so I will try to evade B) I will try to interest the audience C) I have a store of stories that are useful to others, so I will speak D) I will refuse under a convincing pretext if the performance will not be professionally beneficial
	The boss gave you and another person a task. Both of you forgot about him, which caused the wrath of the leadership. What is your reaction?	A) I will experience negative emotions, but I will not show it B) I will show emotions, complain to friends C) I will be offended by a colleague who forgot about the assignment D) I will express everything I think to the boss and colleague
	You were given a task with a deadline of 1 month, but you can do it in 2 weeks. How do you do?	A) I will do it as soon as possible B) I won’t delay the execution, but I won’t hand it over right away in order to check for errors again C) I will immediately start work, but then I will switch to another. Always working on multiple projects at the same time D) I will postpone the task, I will start it in the last days
	Weekend ahead. What will you do?	a) Spend the day at home with my family B) I go to the park or visit C) Go to a horse club, bowling alley or other place to actively spend time D) I go to the cinema, theater, exhibition
	If you decide to skydive, why?	A) For company with friends B) Need a shake-up to achieve an important goal c) I like risk D) I want to prove to others that I am brave
	What kind of comments do you hear about yourself?	A) I am rushed, forced to do something faster B) Colleagues are asked not to rush, as they do not keep up with me
	You found out about your promotion. Your actions?	A) Tell the family, arrange a quiet home holiday B) Buy expensive things to look more presentable on the first day in a new position. D) Postpone celebrating until you've worked for a while
	You have an exam. Your behavior?	A) I will quickly repeat the material B) Slowly study the information C) I will rest, I prepared in advance D) I will not prepare
	What is considered essential for success?	A) personal effort B) teamwork
	If you open a business, what will you choose?	A) Consulting B) Security activities B) Restaurant, nightclub D) Medical Center
	How will you decorate your new office?	A) Photos where I am with famous people B) family photos B) diplomas, certificates D) a portrait of the president
	What do you value in clothes?	A) personality B) Expensive appearance B) convenience D) Quality
	You have to participate in competitions. Which ones will you choose?	A) for intelligence B) Courage, speed C) something out of the ordinary D) Team competitions in which mutual assistance is required
	You need to choose a hotel. Where will you stay?	A) In a decent hotel in the city center B) In an unusual mini-hotel C) To the institution that was recommended D) In ​​a hotel where the value for money suits

Print out the DISC test to determine your personality types. It is inconvenient to ask questions orally - a person analyzes for a long time answers, gets confused. For speedy processing of results, hand out answer forms that provide fields for entering personal data.

Read the latest information in the electronic magazine " »:

The DISC typology helps the manager to form a team. If you decide to do mass testing to understand who needs to be moved horizontally or vertically, do it in stages. Use additional techniques to help identify professional and personal qualities of people.

Deciphering the results of the DISC test: determining psychotypes

When processing the results, rely on the keys to the test. For each answer that matches, give a point, if not - put 0. Calculate the results on the scales, calculate what DISC typology is, study its description. If a person has approximately the same number of points for several types at once, his behavior differs in different situations.

Keys to the DISC Test: Personality Typology

DISC system: characterization of types

D - leaders, leaders. They know what they want and how to get it. Differ aggressiveness, ruthlessness, rigidity. The strengths are the ability to make decisions, independence, perseverance.

I - sociable personalities. Such people easily make new acquaintances, expand profitable connections, and are able to adapt to any situation. They are full of enthusiasm and optimism. Weaknesses are also distinguished: emotionality, a tendency to counteract and exploit, self-confidence.

The main components of behavior:

deeds;

Verbal component: words, meaning of words, manner of speech, intonation;

Non-verbal component: body language (gestures, gaze, gait);

The way you dress and choose accessories.

What defines behavior? “Colin Powell once said that a man's greatest strength lies in his character. Character, in turn, is influenced by a person's individual values. Values ​​are expressed not by words, but by the constantly repeated actions of a person. Consequently, behavior is only a superficial reflection of some hidden components of the human personality. Behavior is the tip of the iceberg of human personality. And by the tip of the iceberg, having some skills and knowledge, one can judge its underwater component, the character of a person, his motivation and values, his personality.

2.1.2. Principles on which the DISC model is based

Exploring the complex system of interactions between the mental "I" and mental stimuli of a person, having conducted multiple clinical and sociological studies, Marston identified four primary emotions that underlie the motivation and behavior of people. These four emotions are characteristic of all people without exception, but they manifest themselves to different degrees in different people. Usually one or two primary emotions dominate in a person, and the rest are less developed. Which primary emotion dominates determines the character of a person, his motives and behavior. For simplicity, we will refer to the dominant primary emotion as a "behavioral type", although this is not an entirely accurate name. As we said earlier, primary emotions unite similar people based on their behavioral characteristics, motivations and preferences, but do not take into account how stupid or smart a person is, how good or evil he is, how honest or deceitful he is. This refers to only one of the factors of human personality.

In simplified terms, the DISC model is based on two main criteria:

How a person perceives the environment in which he acts (as favorable or as hostile);

How a person acts or reacts in specific situations (actively or reactively).

Accordingly, characterizing a person according to two criteria - the environment (hostile and favorable) and behavior (active and reactive), - we will get four behavioral types, schematically shown in Fig. one.

Rice. 1. Behavioral types according to the DISC model

Let's take a look at the two key parts of this scheme in turn. So, the nature of the perception of the environment.

On the upper half of the diagram shown in Fig. 2, the behavioral types of those people who treat the world around them as unfavorable, unfriendly and resisting are conditionally reflected - "Man is an enemy to man." These are types D (Dominance) - dominance and C (Compliance) - compliance. Other people, on the contrary, perceive the world around them as favorable, friendly and "helping" - "The Universe is favorable to me." These are behavioral types I (Inducement) - influence and S (Steadiness) - constancy, which are conditionally located on the bottom half of the diagram.

Rice. 2. Behavioral types according to the DISC model: perception of the environment

In the diagram shown in fig. 3 reflects a person's perception of himself in the world around him. Some people (their behavioral type is reflected in the right half of the figure) tend to believe that they are weaker than their environment. Therefore, they are more likely to demonstrate reactive behavior, to adapt to what is happening, rather than trying to control events or try to remake them. They are characterized by reflection and slowness - "Measure seven times, cut one." These are types S (Steadyness) - constancy and C (Compliance) - compliance.

Rice. 3. Behavioral types according to the DISC model: the nature of behavior

Other people (their behavioral type is reflected, respectively, in the left half of the figure) feel stronger than their environment - "To be afraid of wolves - do not go into the forest." Therefore, their behavior will be more active and persistent. They tend to have more control over circumstances and influence them. These are types D (Dominance) - dominance and I (Inducement) - influence.

So we got four options for people's behavior (“primary emotions” - as W. M. Marston called them), which we agreed to call behavioral types.

D(Dominance) - dominance;

I(Induction) - influence;

S(Steadyness) - constancy;

FROM(Compliance) - compliance.

Let's look at these four behaviors in more detail using examples from our business practice.

2.2. Description of behavioral types

A well-known DISC expert, Evgeny Vuchetich, came up with a wonderful figurative description of these behavioral types. Imagine four football team captains.

The first. For this captain, victory at any cost is important, people are just tools to achieve victory; this is a fast, energetic, strong-willed captain.

Second. This captain infects the team with personal example and enthusiasm, it is important for him to score a key goal in the match and score it beautifully.

Third. For this captain, it is important to rally a real friendly team that will fight for a common victory.

Fourth. For this captain, his personal achievements are not so important, it is important that the work be as efficient as possible, they won, following his clear plan to achieve victory.

Now let's talk about these four personality types in more detail and seriously.

2.2.1. Dominance - "D"

Marston designated the first behavioral type with the letter "D" from the English word dominance. The verb "dominate" in Marston's interpretation means:

1) exercise control over something or someone;

2) dominate.

Choosing the ideal term for each primary emotion, Marston asked several hundred people about the image that a given word creates in their minds. Introspectively, the people he interviewed associated the word dominance with the superiority of a certain "I" over a certain hostile environment.

Let's look at the top left square in Fig. 1. Describing this behavioral type, we are talking about a person who perceives the world around him as unfriendly, possibly hostile, does not trust anyone, relies only on his own strength. And there are many of these forces, because the life position “D” is an active impact on the environment. How can one call in simple words “active influence on an unfriendly environment”? This is a fight. For "D" all life is a struggle. What is the most important thing in wrestling? Victory. Victory at any cost. Winners are not judged. The main motivator of "D" is victory. And this explains a lot in their behavior, in their likes and dislikes. The thirst for victory makes "D" reckless and fearless. Even on vacation, they prefer activities related to the release of adrenaline: auto racing, skydiving, etc.

Once, when I was working as a sales director in a western company that had a plant in Nizhny Novgorod, all the heads of departments and divisions went to the plant for an annual meeting. At the end of it, a corporate event was organized for us - a game of paintball. The event looked like this: Winter, January, temperature minus twenty, it gets dark early. In deep darkness we were brought to a huge abandoned unheated factory, we put on light protective suits, split into two teams, and we were given weapons. As soon as we started playing, we realized that the paint balls had frozen and turned into real bullets. Any hit, even from a long distance, is very painful. Very soon, most of the participants gathered at the table with hot tea in the hope of leaving this nightmarish place as soon as possible. And then four of our colleagues, of different ages, different nationalities, but equally happy and excited, burst into the relaxation room. They express great delight about the game to the organizer, who was already mentally prepared for the fact that he would be beaten for the failure of the event, but they express dissatisfaction with the fact that the game was a team game, and they did not find out which of the four of them was the real winner. They also feel that hiding from bullets is unmanly. So they came up with new rules of the game. They will go out into the open with carbines full of bullets and fire at each other, running but not hiding, until the last one left is the one who is able to withstand this hellish pain from being hit by balls. He will be the real winner. Since among these four was the head of our company, no one began to argue with them. No sooner said than done. It is also indicative that the winner was by no means our boss. When the "D" gets excited, they forget about everything, including political correctness.

People with the behavioral type "D" are most motivated by victory, respectively, they are most afraid of losing. This is an important negative D motivator that you can and should work with when you are trying to influence them.

Marston in his book gives the following example of dominant behavior in business.

“If a businessman learns that his competitor is beating him in the struggle for a certain market, he will immediately use all his enormous energy and financial power to achieve superiority over the rival and regain control of the market. For example, it was widely reported in the press that Henry Ford, faced with the threat of losing the market for cheap cars, completely reorganized and retooled his factory, spending about one hundred million dollars on this (a huge amount for the 1920s - Note. authors), in order not to lose control of the automotive market. This is a classic example of a dominant response."

W. M. Marston. Emotions Of Normal People. - Kegan Paul, Trench, Trubner & Co, 1928. - P. 134.

Since "D"s hate to lose, it means that they are very gambling, they love to compete and compete. They are easy to "take on the weak." Competing with anyone, they will fight to the end, seek revenge in case of defeat.

Once on television they showed a program about a very successful American entrepreneur, a millionaire. This man went bankrupt eight times in his life. In his interview, he said that it is impossible to become a rich person without going broke at least once, that each failure only tempered him, made him stronger and more experienced. This is a bright representative of the behavioral type "D".

The perception of life as a continuous struggle gave "D" another important quality - the speed of reaction. "D" very quickly assess the situation, make a decision. You probably noticed that at the end of a meeting or a planning meeting, when secondary issues or details of completing a task begin to be discussed, someone will definitely get up and say: “Well, since we discussed the main thing, I went. I have a lot to do." This is a typical "D". The dynamism of the "D" is sometimes their strength, and sometimes their weakness. In a hurry, they may miss important details. For example, "D" never read instructions. As a result, the trial-and-error process may take longer for D than if they had taken their time to think and prepare everything.

Occupying an active life position, "D" do not like undercover games, any insincerity. They prefer an open fight, an open showdown. In combination with high dynamics, this makes them sharp, rough and quick-tempered. But they are also quick-witted, quickly forgetting about skirmishes. "D" can in the morning yell at a subordinate, threaten him with dismissal, and in the evening, if the subordinate or he himself achieves a result, victory, call this subordinate for a glass of beer.

Related to this is another feature of the "D": they are always heard. They openly and actively express their opinion, defend their position, interrupt the interlocutor. Given their need for dominance, their assertiveness can provoke conflict. And they are not afraid of conflicts, they feel comfortable and confident in them, because this is their favorite state of struggle.

"D" is not afraid of responsibility, risk, work in a rapidly changing environment, which makes them indispensable allies in crisis situations. These qualities have positive and negative sides. On the one hand, they are able to perform very complex tasks, on the other hand, "D" is difficult to control, they do not like to obey.

Before we move on, I would like to note the following important circumstance. Of course, there are people who behave as they would like to behave, do not hide their likes and dislikes. But most of us have learned to hide our true desires and motives, learned to behave according to generally accepted rules. Most often, in the workplace, representatives of different behavioral types behave very similarly. How to determine who is in front of you? We will devote the entire next chapter to answering this question. In the meantime, let's touch on only one of the ways to determine the dominant behavioral type of a person. The fact is that people drop their masks when they find themselves in a stressful situation. Behavior under stress is very revealing. "D", having got into an uncomfortable situation, being subjected to pressure, show aggression. For them, the best way to defend is to attack.

At one time we worked with a man with a very high level of self-control, which was necessary for him in his profession. He was always polite, affable, a little slow, and spoke in an even, calm voice. However, as soon as his interlocutor did not agree with him, he always tensed up for a second and blushed a little. This happened in situations where a representative of a different behavioral type would not pay attention to the resistance of the interlocutor. This man was a pronounced "D", and he had to suppress his outbursts of aggression many times during the day.

Favorite questions "D": What to do? Who is guilty?

classic images of Peter the Great and Catherine the Great, Timur from "Timur and his team", Experienced (the hero of Morgunov) from the famous trinity "Vitsin-Nikulin-Morgunov", Zhukov performed by Menshov in the series "Liquidation", D "Artagnan.

SUMMARY

"D" are determined, strong-willed and purposeful people. The key motivator is victory, the demotivator is defeat.

"D" like to take on difficult tasks, feel comfortable in difficult changing conditions, love outdoor activities.

"D" quickly make decisions, quickly navigate the situation.

"D" are very reckless, competitive.

"D" lacks patience, diplomacy, it is difficult for them to get along with people.

Under stress, "D" prone to aggression.

Exercise 1

Think of two people you know who fit the D behavior. What traits of behavioral type "D" are most noticeable in them?

2.2.2. Influence - "I"

The second behavioral type is called "I" from the English word Induction. The verb "to induce" in Marston's interpretation means:

1) influence in order to cause a certain action;

2) lead, lead.

People interviewed by Marston introspectively associated the word with the process of persuading someone in a friendly manner to do something proposed by the subject. Later, the followers of Marston renamed this behavioral type "Influential", that is, "influencing".

"The subject's focus on the 'friendliness' of a belief is very important for understanding a given primary emotion."

W. M. Marston. Emotions Of Normal People. P. 109.

Let's look at fig. 1. We see that "I" perceive the world around us as benevolent, friendly. The world is beautiful, and the active position of "I" is expressed in taking a central place in this world, shining in it, being in the center of attention. The main thing that motivates these people is recognition. And they are most afraid of indifference. These are bright, sociable people, seeking to attract to themselves, to attract other people.

Marston figuratively compares the nature of this attraction with the gravitational force that arises between large and small physical bodies:

"This attraction experienced by the small body can be called 'influence', because the large attractive force is gradually strengthened by forcing the weaker attractive force to submit to dictate, but at the same time the large force remains in alliance (friendly interaction) with the weaker force" .

W. M. Marston. Emotions Of Normal People. P. 245.

Among the "I" even more often than among the "D", there are charismatic personalities, leaders. But people follow “D” because they know that behind them is like behind a stone wall, that they will definitely lead everyone to victory. And people follow “I” because it is interesting with them, because “I” is lit with their enthusiasm, they turn every day into a holiday. "D" is most often a formal leader, and "I" is an informal one.

Another very characteristic feature of "I" is impulsiveness. "I" easily light up with any idea, light up everyone around, develop violent activity, but very quickly cool down and switch to something else. The strength of this quality is the ability to get the ball rolling, to start a business. Weak - inability to bring it to the end.

One of the authors of this book had to deal with a lady, a bright "I", at work. Her name was Hope. She owned a small factory for the production of frozen seafood, was engaged in their sale. When one of our employees went to negotiate with her employees, everyone was looking forward to his return and stories about the eccentricities of this lady. But one of her eccentricities exceeded all expectations. Once, a serious delay in payment was discovered behind the company of Nadezhda. Our employee went to a meeting with her commercial director. This man looked very gloomy. He announced that he was leaving the company of Nadezhda, and explained why. One fine morning, Nadezhda, a plump forty-year-old blonde, decided to become a pop star. She hired musicians and a film crew to film the music video. All this required huge amounts of money, which Nadezhda extracted from the company's turnover. As a result, serious debts arose, production volumes and its quality began to decline, the company lost its best employees and partners. Fortunately, thanks to the same impulsiveness, after six months she got tired of this idea, and Nadezhda was carried away by the idea of ​​\u200b\u200bgrowing mushrooms in the basement of the plant.

"I" are very sociable, which is directly related to their main motivator - the desire for recognition. They like to be around a large number of people, for example, spend their free time at parties and clubs. They are wonderful storytellers, although they are often too talkative. But this is not necessarily annoying, because they are great at entertaining, making the audience laugh.

"I" are positive, friendly to people, do not like to compete. They see others not as rivals, but as partners. After all, they are sure that they are still the best. They don't doubt themselves. If someone does not understand them, then this is the problem of this person, and not "I". They will sympathize with him, offer help. In business, they think first of all about people, and then about the result.

In general, they regularly have problems with the results. Their impulsiveness, focus on relationships, desire to do everything beautifully often take them far from the task at hand. "I" has its own "ai" logic, which is very difficult to understand. The following example from the private life of one of us illustrates their logic.

One fall, I had the following conversation with my eighteen-year-old daughter. “Polinka, the cold is coming, and you don’t have a down jacket. Let's go shopping today to buy you a winter jacket,” I said. "Great! my daughter replied. “I just found the address of a carnival store on the Internet, let’s go and buy me a mask for Halloween!” “Polina, did you even hear what I told you? What's with the mask?" “Of course, Mom, I heard you perfectly. I was just thinking logically. What is a shopping trip? It's fun, entertainment. And which store do you enjoy the most? From a fancy dress store. That's why I suggested we go there."

The special logic of "I" is associated with their non-standard thinking. "I" are creative, inventive, they love everything new, original. But at the same time they hate routine papers, figures.

Impulsivity is the cause of one major “I” flaw – lack of punctuality. "I" is simply not able to keep schedules, do anything on time. Here is Polina's comment about this, which we talked about above.

“I just can’t come to classes at the institute on time, because I will ruin my image. Other girls, when they are sometimes late, crawl into the audience like gray mice, quietly apologize and come up with excuses. They beg to be reprimanded and the teachers scold them. I come regularly after everyone, well dressed, with a beautiful hairdo and make-up, in a good mood, I say hello loudly, cheer everyone up. The teachers are happy to see me, they exchange jokes with me.”

How do representatives of this behavioral type behave under stress? Under stress, their sociability turns into obsession. If something happens to them at work or in their personal lives, they will quit what they were doing and will move from one person to another, tear them away from business, talk about their problems, hang on the phone for hours, calling acquaintances, retelling their story dozens of times. Another example from Polina's life illustrating the behavior of "I" in stress:

Polina cut her hand badly. While I was treating the wound, she told me: “Well, now I will be limping for two days.” "Why? You hurt your hand, not your leg." “And so that everyone would ask what was the matter with me. And then I will show them my wounded hand.”

Favorite questions "I": Who? Where? When? With whom?

Characteristic representatives of this behavioral type: Tigra from the fairy tale about Winnie the Pooh, Prince Florizel from the film of the same name, Mironov's hero from the film "The Diamond Arm", Aramis.

SUMMARY

The main motivator of "I" is recognition. They need the attention and approval of other people.

"I" like to be among people, they are good storytellers, the soul of the team.

"I" are positive and benevolent.

"I" have out-of-the-box thinking, they are creative, they love everything new.

"I" are impulsive, do not like to delve into details and numbers.

The big drawback of "I" is the lack of punctuality.

Under stress, "I" become obsessive.

Exercise 2

Think of two people you know who fit the "I" behavioral type. What traits of behavioral type "I" are most noticeable in them?

2.2.3. Persistence - "S"

The third behavioral type is called S from the English word Steadiness. True, the original name for this behavioral type, coined by Marston, was Submission (submission). The verb "to submit" in Marston's interpretation has the following meanings:

3) be obedient.

“The introspective perception of this word is the following: voluntary obedience to the orders of an authority figure. The women interviewed added mutual warmth of feelings between the subject and the one to whom he submits, implying the relationship between mother and child, people of different sexes. Most of the men interviewed did not express such an introspective understanding of the word. Which is very sad, because the female understanding of this term is more accurate. Unfortunately, I couldn't find a better term for this primary emotion."

W. M. Marston. Emotions Of Normal People. P. 110.

Marston's followers tried to find a more suitable name and renamed this behavior type Steadiness, that is, "permanent, stabilizing."

As can be seen from fig. 1, these people are characterized by a positive attitude towards life, the perception of the environment as favorable, friendly. But at the same time they are passive about life, they want to adapt to it, and not change it. If a person believes that the world is beautiful and there is no need to change it, then he will strive with all his might for stability, constancy, will appreciate and protect what he has, and those who surround him. Therefore, the main motivator for "S" is predictability, and the main demotivator is change.

"S" are sensitive and attentive to people, their relationships with family, colleagues, friends are very important for them. They are natural psychologists. They are ready to listen to anyone, try to help, sympathize. Often they become "vest" in which you can cry.

As a child, I was lucky to meet Yuri Nikulin. My mother and I were backstage at the circus on Vernadsky Avenue shortly before the start of the performance, visiting a familiar acrobat. When we passed Nikulin's dressing room, our friend said that she would introduce me to him. Mom objected that it was inconvenient, the person is preparing for the performance. “Nonsense,” said a friend. “He loves having children brought to him.” She opened the door, and Nikulin was sitting by the dressing-room mirror, very serious and concentrated. But when he turned around and saw me, a seven-year-old girl, he was completely sincerely delighted, smiled, and spoke to me. It is impossible to deceive a child, Nikulin's joy was completely sincere.

Sensitivity and psychologism make "S" a cementing part of the team. They want everyone to live together and peacefully, and in every possible way contribute to this.

The desire for predictability makes "S" the only one of the four behavioral types who enjoys doing routine work. After all, repetition leads to predictability.

Dislike for surprises and changes is the reason for another very useful quality of "S" - they are very neat, they always have perfect order in their affairs and things, they can even perceive putting things in order as a pleasant leisure.

If we talk about the negative aspects of "S", then this is slowness and indecision, resistance to any slightest innovation. Fear and rejection of any change, reorganization is the weak side of people of this behavioral type. It is especially difficult for them in times of crisis, when in order to survive, they must be very flexible.

“Clinging to a stable job all your life is much riskier than taking risks to learn how to build a business. One risk is temporary, while the other lasts a lifetime.”

Robert Kiyosaki

In stress, the indecisiveness of "S" develops into hushing up problems, conciliation. Even in a normal, non-stressful "S" state, it is very hard to say "no" to another person. And when "S" is under stress, you have to make a huge effort to understand what "S" really thinks.

In general, "S" is more difficult to diagnose than any other behavioral type. Their behavior in stress is not indicative. After all, it may be that the person communicating with you really agrees with you. "S" are silent, quiet, but a person with another predominant behavioral type can behave quietly. Suddenly he was just tired. "S" have one more property - they often adapt to their interlocutor, mirror his emotions. This also makes diagnosis very difficult. When reading the chapter on diagnostics, pay special attention to the characteristic features by which "S" can be determined.

Favorite questions "S": How? How?

Characteristic representatives of this behavioral type: Semyon Semenych from "The Diamond Hand", Basilashvili's hero from the film "Autumn Marathon", Piglet from the fairy tale about Winnie the Pooh, Porthos.

SUMMARY

The main motivator of "S" is predictability, the demotivator is change.

"S" are very attentive and sensitive to people, they are natural psychologists.

"S" are happy to perform routine work.

"S" is very difficult to say "no" to another person, in stress they tend to agree.

"S" is quite difficult to diagnose, as they tend to adapt to the interlocutor.

Exercise 3

Think of two people you know who fit the S behavior. What traits of behavioral type "S" are most noticeable in them?

2.2.4. Compliance - "C"

The fourth behavioral type - FROM from the English word Compliance. Marston offers the following two interpretations of the verb "to comply":

1) act in accordance with something;

2) be courteous, respectful.

The followers of Marston called this type both "cautious" - "cautious" and "conscientious" - "conscientious".

“Introspectively, most of the several hundred people I interviewed associate the word Compliance with the fact that the subject behaves in accordance with the instructions of some higher power.”

W. M. Marston. Emotions Of Normal People. P. 108.

Let's look at fig. 1: for people of this type, the world is hostile and not ideal, but this is his problem. "S" are not going to change the world for the better, they prefer to stay away from it. For C, adapting to a hostile world means learning to deal with it as little as possible.

As a result, we see people who are closed, reserved, who do not like to express their emotions and open their souls. They like to spend time alone or in a calm, quiet environment, laconic. These are not team players, individualists. They try to keep contact with other people to a minimum. In general, people mean very little to them.

Marston describes a prominent representative of this behavioral type as follows:

“This young man was a student in one of my courses, which required active participation in discussions. He listened attentively to lectures, but stubbornly refused to integrate the material he received into his way of thinking, into his belief system. Periodically, he muttered a surprisingly interesting critique or commentary, but once he had expressed his idea, it was impossible to engage him in a general discussion with other students. His speech was extremely slow and so quiet that at times he could not be heard. Often he seemed to fall asleep in the middle of a sentence, his eyes closing, his body folded up in a chair. But it was only an appearance, because he always finished his thought to the end.

W. M. Marston. Emotions Of Normal People. P. 155.

"S" stand aside, watching other people swarm around. They observe, analyze, calculate all possible moves of opponents, build complex multi-way plans. These are gray cardinals. They have a unique ability to notice the smallest details and details. What others ignore is their key to success. This is their unique talent. But sometimes their perfectionism develops into excessive pettiness.

One of our familiar photographer told the following story. He was commissioned to photograph a group of lawyers for the site. Before shooting, he received a letter detailing the requirements for photography: in what order the lawyers should stand, on what background, how many pixels, many more small requirements, among which there was even this: the ears of the photographed must be visible in the photograph.

Just like "D", "C" is result-oriented. Combined with their individualism and propensity to analyze, this forms their main motivator - the desire to always and in everything be right. And, therefore, most of all they are afraid of making a mistake.

The fear of making a mistake makes them calculate everything down to the last detail, which leads to excessive scrupulousness, but it also has a positive side: in addition to Plan A, “C” always has both Plan B and Plan C. Their favorite question is: “What if?”

"C" is very difficult to deceive. They do not trust other people's opinions, they try to double-check everything, they do not trust the media. It is important for them to understand the ultimate goal, who and what will benefit from the task.

Often "S" outwardly show pessimism and a negative attitude. But this is not necessarily their inner conviction. Most of the time it's a disguise. In their hearts, they are sure that they will win thanks to their caution and analytical talents.

Separately, I would like to say about the caution of "C", which makes them play it safe and defend themselves against a non-existent threat.

In one company where I worked, the CFO was a pronounced "C". He had a strict rule of work with all questions, which he was happy to voice to everyone. He accepted all requests and questions only in writing. He put the received paper on a special shelf to lie down for a week. He explained it as follows. If the issue can be resolved without his participation, then in a week it will already be resolved. If not, then all passions and emotions will subside in a week, and the issue can be discussed calmly. It was the Spanish financial director. I heard a similar story about the Russian chief accountant. This financier followed the rule of three nails. He hung all the papers given to him on the first nail. If during the day he was called and reminded of the question, then he outweighed the corresponding paper on a nail higher. If there was another reminder, then the paper moved to the topmost nail. He read papers only from the top nail.

Under stress, these already closed people are completely closed. Their reaction is withdrawal. They try to stay as close as possible. If this is not possible, then they completely withdraw into themselves.

Favorite questions "C": Why? Why? Who will benefit from this? What if?

Characteristic representatives of this behavioral type: Vladimir Putin, Stirlitz, Sherlock Holmes, Owl from Winnie the Pooh, Athos.

SUMMARY

"C" - closed and reserved people.

S's have a gift for noticing and analyzing details and facts.

The main motivator of C is the desire to be right. Most of all, they are afraid of making mistakes.

"S" is hard to fool, they don't trust anyone.

C's are careful and careful, often overly scrupulous.

“C” react to stress by withdrawing into themselves, becoming isolated.

Exercise 4

Think of two people you know who fit behavior type C. What traits of behavioral type "C" are most noticeable in them?

2.3. Professions and behavioral types

We often say: "This person was created for this profession" or "He is clearly not doing his job." A person can succeed in his profession only if his professional activity is comfortable for him, and ideally, it is a pleasure. Consequently, different professions require people of different behavioral types. Let's see which professions are most comfortable for the four basic behavioral types.

Where can strong-willed, energetic, purposeful people with a quick reaction come in handy? In Russian business, you will say, and you will be absolutely right. There are quite a few representatives of this behavioral type among successful Russian entrepreneurs and leaders. I want to make a reservation right away: according to a study conducted in the West, among successful leaders and top managers, people of all behavioral types are equally represented, none of the types is preferable for a leader. Some excess of behavioral type "D" among business owners and top managers in Russia is associated with the youth of our market. In the context of the ongoing redistribution of property, an unstable legal environment, and a changeable monetary and financial situation, strong-willed leaders are required who are able to make decisions independently and quickly.

People of this type achieve great results in sports, especially in individual sports. They are comfortable in sales, where persistence and responsiveness are required, as well as their love to bargain. Sales and sports suit Ds also because they like piecework, not hourly pay, they are interested in getting rewarded for the result, and not sitting out their pants. Quickly did the job - quickly freed. Therefore, any piecework work is very motivating for them.

The perception of life as an "eternal battle" often leads "D" to power structures - the army, the police, the fire department. Except for intelligence. This is not their line of work at all.

Also, for people with behavioral type "D", surgery is very suitable. There is a risk in this profession, it requires the ability to make independent decisions, speed of reaction, lack of scrupulousness.

People with the behavioral type "I" are attracted to self-expression, creativity and / or communication with people, influencing people. All this is combined in creative professions: actor, artist, musician, cinematographer, artist.

"I" quite often become salespeople, because this work is connected with communication with people, it requires certain acting skills. There are quite a lot of “I” among designers, advertisers and marketers. Their out-of-the-box thinking and creativity are very useful for these professions. Also "I" suits journalism, public relations.

Chief "I" is the informal leader of the team, people follow him not on duty, but at the behest of the soul. In times of crisis, restructuring of the company, such a boss is indispensable. Problems begin when everything settles down and only routine work is required from the manager.

Working with people is the main vocation of "S". The work of a general practitioner, a social worker, a teacher is perfect for them. They are good psychologists, show sincere attention to people, are patient and conscientious.

Careers that involve accurate data processing are also very suitable for "S", because they know how and love to keep things in perfect order. Accounting, order processing, customer service, logistics, civil service. The latter is also very suitable for "S" because the stability and reliability of the place where they work is very important to them.

"S" are ideal personal secretaries and assistants, they know how to find an approach to people, they are also characterized by a love for routine work.

From "S" excellent bosses are obtained, as they are accurate in business, attentive to subordinates. They are great at running a stable, well-established business or non-profit enterprise.

Analytics, planning, working with data - the main vocation of "C". Therefore, the professions of a financier, planner, analyst, accountant, lawyer are perfect for them. There are many representatives of this behavioral type among computer scientists and programmers.

"S" do not like and do not know how to communicate with people, so any profession that is not related to communication is suitable for them, with the exception of the profession of an interpreter. The translator, even being in the lenses of television cameras, still remains in the shadows. Interpretation and translation is an ideal occupation for "C". Also, "C" suits the profession of the organizer of public events, speeches, allowing them to remain in the shadows, while controlling the situation.

Quite a lot of "C" can be found among personnel departments, because this profession is again close to the position of the "gray cardinal", it allows you to control people, remaining in the shadows. But communication with employees, so necessary in this profession, is their weak point. Therefore, it is often said about HR that "the circle of these people is narrow, they are terribly far from the people." But any personal shortcomings can be overcome if they are recognized and started to work with them. One of the last chapters of this book is devoted to working on oneself.

S's are results oriented, striving to win, albeit in their own way. They are suitable professions associated with behind-the-scenes struggle: intelligence officer, criminalist, politician. Our previous President Vladimir Putin, a characteristic "S", was successfully involved in both intelligence and politics.

"S" often become leaders due to their analytical skills. They are able to effectively lead huge organizations. Although they are not people-oriented, but by perceiving people as an important tool for achieving results, they create optimal working conditions for them.

Exercise 5

What behavioral types are most suitable for professions:

- trolley bus driver;

- truck driver

- astronaut?

SUMMARY

For "D" professions of the military, surgeon, business development manager are most suitable.

"I" is the most comfortable to work as a seller, marketer, designer, to be creative.

For “S”, the professions of a doctor, teacher, social worker, customer service employee, accountant are optimal.

For "C" the professions of a lawyer, financier, architect, intelligence officer or forensic specialist are suitable.

2.4. Nations and behavioral types

Is there a certain correlation between behavioral types according to DISC and belonging to a particular nation or nationality? The answer to this question should be approached with extreme caution. Of course, there is a correlation of behavioral types according to DISC with the images of nations and nationalities that have been formed in the international public consciousness. But these images are not always true. However, there is no smoke without fire. Perhaps some national features are exaggerated, but to a certain extent they exist if other nations have paid attention to it. And these characteristic national features are associated with belonging to one of the national cultures.

For example, Russians are often presented in the West as rude and aggressive. Most of us are not like that. However, in our national culture, of course, the "D" is more prominent than in Asian or southern cultures. This is due to the fact that for many centuries we had to survive in the harsh conditions of the north, surrounded by hostile tribes and states. The German nation also developed under the same conditions, so they also have an excessive "dishance". The same behavioral type dominated for several centuries among North Americans. After all, those who were not afraid to leave everything, to rush into complete obscurity, to risk their lives for the sake of success, gathered on this continent. It's hard to tell how "dishna" modern American culture is, as they've been living in hothouse conditions for quite some time now. In my opinion, the dominant "D" was replaced by "DI" or even "ID" (we will talk about mixed types in the next chapter). It is indicative of the fact that initially the American dream was to get rich, now it is to achieve fame and recognition.

The dominant "I" is inherent mainly in the southern peoples: Hispanics, Italians, French, Spaniards, Africans. Pay attention to the bright clothes of representatives of the southern nations and peoples, the abundance of accessories. Hispanics and Spaniards love colorful festivities and shows. The Spaniards have twice as many public holidays in the calendar than we do. Remember the excessive gesticulation and expressiveness of Latin Americans and Italians. These are the characteristics of the "I".

Indians most likely combine the characteristics of "I" and "S". "S" brings into the national culture the high significance of the family, clan, close family ties, unwillingness to change, traditionalism.

Many peoples of Asia belong to the "sish" cultures: Chinese, Japanese, Koreans. A characteristic feature of their culture is the absolutization of traditions and rituals. Remember the tea ceremony, popular traditional health practices, adherence to national dress. Cultures with a dominant "C" are characterized by restraint in the manifestation of feelings, secrecy. Characteristically, the way the Japanese rebuilt their economy after the Second World War. Where did their world-renowned auto industry come from? They brought the best examples of cars from all over the world to themselves, disassembled them, determined the most successful models or parts of models and compiled them. This is an absolutely “sish” approach to the problem.

I would like to repeat once again: we are not talking about individual representatives of nations and nationalities, but about the general characteristic features of national cultures or about the prevailing idea of ​​​​these national cultures.

Exercise 6

Determine the dominant behavioral type of the Ukrainian nation.

SUMMARY

The characteristic national features noted by foreigners are associated with national cultures. National cultures, like individuals, have a certain dominant behavioral type of DISC.

Russian national culture gravitates towards the behavioral type "D".

2.5. Mixed Behaviors

We have reviewed the basic behavioral types of DISC and provided examples of their prominent representatives. But Marston's model is much more complicated than dividing all people into four groups. Marston argues that in each of us all four behavioral types are present to one degree or another, only one or some of them appear more clearly, while others are present in our personality in an embryonic state.

In real life, in addition to people in whom one dominant behavioral type manifests itself very clearly, there are also those in whose behavior two behavioral types of DISC are manifested almost equally clearly. It is very rare to find people who equally manifest three behavioral types. In this chapter, we will look at combinations of the two behavioral types. Each of the behavioral types can manifest itself in a person equally or one of them a little more, but the main thing is that they are both noticeable in the behavior of a given person and determine his values ​​and basic motivation.

The DI-ID combination is one of the two most common behavioral combinations.

Key features and motivators. Such people seek to charm people, to influence them. It is very important for them to lead through personal charisma and/or persistent persuasion. They know how to achieve results in negotiations, to convince other people of their point of view. They are very comfortable in a highly competitive work environment. However, they have a tendency to manipulate other people, putting pressure on them, especially when they are under stress. Most of all, they are afraid of losing control of the situation. Their aggressive style of behavior often causes hidden resistance in people.

Examples: many stars of show business, such as Alla Pugacheva, Munchausen from the film "The Same Baron Munchausen" (ID), James Bond (DI), Boris Yeltsin (DI).

Preferred Professions: sales, show business, sports.

Behavioral type SC-CS is the second most common combination of behavioral types.

Key features and motivators. Such people are usually reliable and diligent when performing tasks. They think for a long time before making a decision or agreeing, but then they can be relied upon. They combine the ability to critically analyze and the ability to cooperate with other people. They feel most comfortable in a stable, predictable environment. Most of all, they are motivated by the desire to do everything right and maintain a harmonious atmosphere. They are afraid of surprises and irrational thinking. They are not very flexible and not very ambitious. In stressful situations, they withdraw into themselves and suffer from the question "What if ...".

Examples: Shurik from the comedies of Gaidai, Colombo from the series of the same name, "Coward" - the hero of Vitsin from the famous trinity.

Preferred Professions: work with numbers and papers, finance, jurisprudence, industrial production.

DC-CD is the third most popular combination, we note that it is this combination that is most typical for oligarchs.

Key features and motivators. These people tend to be aggressive when they strive to achieve excellence in everything they do. They feel most comfortable in rapidly changing, unstable and unpredictable conditions. They have a talent for critically evaluating existing systems and finding ways to improve them. They are always at the forefront in the development of new concepts, the implementation of innovations. The danger is that sometimes they start fixing things that haven't broken yet. They are characterized by excessive criticality and exactingness in relation to other people. In stressful situations, these qualities grow to unreasonable pickiness.

Examples: Count of Monte Cristo (DC), Müller from 17 Moments of Spring (CD).

Preferred Professions: strategic management, investment, business development manager, construction.

This combination of behavioral types in a business environment is quite rare.

Key features and motivators. These people are easy to communicate with. They treat others with great consideration, warmth and understanding. They are hospitable and devoted to friends. Although they are most comfortable working in a stable environment, they can be quite flexible. Their weak point is excessive gullibility and forgiveness. Maintaining peace and harmony in the team is their top priority. With an "S" dominant, they will seek to avoid conflict at all costs.

Examples: Don Quixote.

Preferred Professions: PR-manager, client service, organization of public events.

This is a contradictory combination of opposite behavioral types. In a word, such a behavioral type is characterized as follows: “Sausage!” Remember the king from the Ordinary Miracle, in which the traits of all his ancestors woke up in turn? This and the next behavioral type behave in much the same way. However, in the business environment, people of this type are quite common.

Examples: Poirot of Agatha Christie.

Preferred Professions: business coaches, directors, architects, designers.

This is the most complex and controversial behavioral type. Such people are very rare.

Key features and motivators. People with the behavioral type DS-SD tend to develop violent activity. They are enterprising, stubborn and persistent in any task, so they often succeed. They strive to achieve results in everything they do. They focus too much on their personal tasks rather than on the tasks facing the team, but at the same time they have a deep attachment to the people with whom they work. When stressed, they are irritable and take the lead. In general, these are people with uneven behavior, sharp mood swings.

Examples: King from Schwartz's Ordinary Miracle.

Preferred Professions: scientific research, project launch, construction.

Exercise 7

Determine the behavioral types of the three main characters of the film "Enjoy Your Bath" Eugene, Ippolit and Nadezhda.

SUMMARY

Behavior is only a superficial reflection of some hidden components of the human personality, its basic motivation, motives, dominant primary emotions.

Marston's model is based on two criteria: 1) how a person perceives the environment in which he acts (as favorable or as hostile); 2) how a person acts or reacts in specific situations (actively or reactively).

The combination of these criteria forms four primary emotions, which we agreed to call behavioral types.

Most often, two different behavioral types are clearly manifested in people almost equally or one slightly more than the other. Slightly less common are bright representatives of one behavioral type, and very rarely - people who noticeably manifest three behavioral types at the same time.

Representatives of mixed types DI-ID and CS-SC are most often found, followed by DC-CD, then IS-SI and CI-IC. The least common combination of SD-DS behavioral types.

Knowing the behavioral type of the interlocutor, you increase your chances of achieving success in the communication process.

DISC&MOTIVATORS® Behavioral Assessment Technology

Certified specialists of the "Association of Business Excellence" conduct a comprehensive study and coaching session based on the results of DISC testing to draw up an individual development plan (IDP).

More about the tool

The DISC behavior assessment model is based on fundamental theoretical research of many generations. Throughout history
Humanity, scientists have observed similarities in human behavior and tried to classify them. With the advent of statistics and computers, the technology of fast and reliable diagnostics appeared. Success Insights® DISC Personality Indicators assess a person's behavior.

Considering the personality as a whole, we can distinguish several areas:
Behavior and emotions: how do I act?
Intelligence: what are my intellectual abilities?
Education, knowledge: what do I know?
Abilities and skills: how developed are my personal competencies?
Values, beliefs: how do I perceive the surrounding reality and what motivates me?

Human behavior is the "visible segment" of a person's personality. It manifests itself in everything: how a person interacts with other people, how he makes decisions, how he organizes his work, how he manages his subordinates. Visible behavior reveals what results from our values, beliefs, abilities.
Awareness of our features helps us to understand ourselves, our strengths and limitations. Helps to understand and accept others with THEIR strengths and weaknesses and adapt our behavior to the behavior of others in such a way as to ensure cooperation, mutual understanding, personal success in the long run, since our success and career largely depend on how we interact with people.

The founder of the DISC theory is Dr. William Moulton Marston. Developing Jung's ideas, William Marston published in 1928 the book Natural Emotions of People, in which he theoretically substantiated the classification of human behavior into four functions: Dominance (D), Impact (I), Constancy (S), Compliance (C).

Bill Bonstetter, founder of Target Training International, Ltd. (TTI) has been creatively developing the theory of DISC for twenty years. Continuing intensive research into the theory and practice of DISC, TTI has become the undisputed leader in the development of SUCCESS INSIGHTS - DISC tools. The Association of Business Excellence is the official distributor of TriMetrix Solutions® (a representative of the American company TTI Success Insights® in Russia).

As a result of many years of research, which was constantly accompanied by testing and verification of the results, a group of scientists led by B. Bonnstetter expanded the number of possible combinations of the main behavioral factors to 60 and described in detail the behavioral characteristics for each combination.

According to the DISC theory, people are divided into four types depending on how they react to problems and difficulties, how they influence others, how they react to changes, how they follow the rules. The main four types are usually denoted in Latin letters, from which the abbreviation DISC is formed. In addition, the model "SUCCESS INSIGHTS - DISC" designates their "colors" - Red, Yellow, Green, Blue.

Distinctive Features of DISC Behavioral Types

(D) Dominance

How does a person react to problems and difficulties?

People whose behavior belongs to this type prefer to act and make decisions. They are quick to respond and focus on the most important and urgent issues at the moment. As a rule, they say what they think, sometimes in a very authoritarian manner. People of this type are energetic by nature and tend to control the situation. They are very demanding and willingly take on difficult tasks in order to test themselves, to demonstrate their strengths in practice.

(I) Influence

How does a person interact and influence others?

People belonging to this type are cheerful and full of optimism. They love meeting new people, are creative and strive to make their dreams come true. They like to talk "for life" before getting down to business. In the course of a conversation, such a person can jump from one subject to another without any apparent logical connection and sometimes gives the impression of a superficial person. The solutions he proposes are often original, although at the same time they can be difficult to implement.

(S) Persistence

How does a person react to change?

People of this type have a great need for reliability and stability. They pay great attention to relationships between people. They are distinguished by the ability to establish good relationships with others. In the process of interaction and communication with colleagues, they show tact, attention and cordiality. They perfectly control the process of execution of the decisions made, you can always rely on them.

(C) Compliance

How does one follow the rules?

A person of this type always carefully analyzes every detail of the issue under discussion before making a final decision. He acts in accordance with a detailed and well-thought-out plan. He is often a recognized expert in his field. He knows every detail and can answer any question regarding his professional area. However, he often gives the impression of a cold person, devoid of emotions, because he does not seek personal contact.

MOTIVATORS

What is motivation analysis?

Motivation is the internal forces that lead to success when directed in the right way.
Why do people sell, manage, consult, serve clients in this way and not otherwise? What makes them enthusiastic: a satisfied customer, a big contract, solving a complex problem? What can you do to channel their enthusiasm in the right direction, revealing their unique talents?
Motivation analysis provides answers to these questions.

Just as the Behavioral Diagnosis (DISC) helps us understand how people will behave in the workplace, our Personal Attitudes, Interests & Values ​​(PIAV) Diagnostics shows why they behave the way they do.
Diagnostics of motivators from TTI Success Insights evaluates the relative severity of six basic worldview types (or motivators - life values):
theoretical - the search for truth
utilitarian - money and everything useful; return on investment
aesthetic - form and harmony
social - sincere concern for people; helping others
individualistic - personal power, power and recognition
traditional - a system of rules for everyday life