personality typologies

DISC CLASSIFICATION

Roots of DISC

In 1928, the American psychologist William Marston published The Emotions of Normal People. In it, on the basis of his research conducted since 1920, he describes four variants of behavioral reactions, which he first (previously used other terms) named so that the first letters of the names subsequently formed the abbreviation DISC: Dominance (dominance), Compliance (consent ), Inducement (motivation) and Submission (submission). Over 400 pages, he explores these reactions in depth, as well as the relationships between them.

So many "DISC experts" refer to this book. But, judging by the fact that they “quote” from it what is not written in it, few people read it. And, in fact, reading Marston's book requires good thoughtfulness and a certain culture of thinking, in particular, because of the rather specific and even specially invented terms he uses.

Speaking in a more understandable language, but without losing too much accuracy, then:

D is the reaction of the stronger to a hostile stimulus,
I - stronger for a friendly stimulus,
S - weaker to a friendly stimulus and
C - weaker to hostile stimulus.

D: ego - emotions; aggressiveness; rage; rabies...
I: persuasiveness; attractiveness; the charm; seduction...
S: readiness; obedience; pleasantness; good nature...
C: fear; fear of expressing one's will; fear of some more powerful force, person or object; timidity...
On the other hand, unity with nature; the joys of nature; look at the hills from where help will come to me; setting to infinity...

Basic reactions according to Marston (inner circle)

Original drawing from the book Emotions of Normal People.

Various questionnaires were developed based on Marston's ideas, but it was the American psychologists John Geier and Dorothy Downey who in 1970 proposed the already classic questionnaire for determining a person's profile using DISC and the Personal Profile System report form. And, having received a measurement tool, DISC walked around the planet.

Now, more than 1 million people are tested annually using the most common Wiley DiSC questionnaires in the world alone.

What's wrong with the original DISC?

As a researcher, Marston did not think about creating a commercial product.

Therefore, he could afford to be “politically incorrect”. Well, how could one of the reactions be called “submission” (S)! What business customer would be willing to pay for their DISC report with a high “submission” score! Therefore, a set of names, as in the book - Dominance, Inducement, Submission and Complience - now you will not find a single provider of DISC questionnaires (although there are several decoding options). Submission (submission) is changed, for example, to Steadiness - stability. True, for some reason they mislead customers, arguing that Marston had already used this term in 1928.
With translations into Russian, even more inconsistency. For example, I use my own names:

Another moment. To speak of a person, as Marston did in The Emotions of Normal People, as "stronger" or "weaker" can offend him. But, thank God, in 1931, in his next book "Integrative Psychology" (Integrative Psychology), written with co-authors, Marston already talks about activity: reactions D and I - with an increase in activity, and S and C - with a decrease. Almost everyone uses the term "activity" now. True, the misconception that it was introduced in the first book is widespread. With the new book, the DISC model has become even more focused on human behavior.

The word "DISC" cannot be registered as a trademark due to its general usage. Therefore, anyone can refer to "The Emotions of Normal People" and claim that he offers training and questionnaires on "DISC".

True, there are businessmen of a different kind. They take the DISC model as a basis, but come up with other names and pass off as their original designs. Who classifies by colors: red, blue, etc. someone for animals: a lion, an owl, etc., who else will come up with some names: Motor, Analyst ... The third option is when the author offers something very specific (like, for example, Ichak Adizes (Ichak Adizes) PAEI classification of functional roles in management) , but still describes reactions according to DISC. This is understandable: you can describe using DISC much more, and much more exciting.

DISC as a management tool

It has long been known that the saying: "Do unto others as you would like to be done unto you," which is sometimes presented as Kant's categorical imperative, is categorically wrong. If in a work situation you want to achieve something from another, then you need to treat him as he wants it. (The case when in a work situation you are a cannibal leader with absolute power over fellow tribesmen is not considered.)
In fact, this is what you need

determine what kind of person is in front of you and how to behave with him.
And here it is extremely important that in his book Marston describes reactions by DISC, that is, external
That is, the "definition of a person" according to DISC situationally. DISC is not a typology, that is, it does not assign a person tightly to any “type”. I'll explain with an example. Perhaps the most famous division into personality types is extrovert and introvert. It occurs in a variety of typologies and is carried out in different ways.
For simplicity, we will assume that the "extrovert" talks a lot and

communicates with people, and the "introvert" spends time in silent solitude. But there are no normal people who either only communicate, or are only silent. Therefore, it turns out that an “extrovert” is one who communicates more often than is silent. Now suppose that I have an employee whom I want to motivate to complete a complex task, or a client to whom I want to sell some complex service. And I know he's an extrovert. That is, in most life situations, it must be listened to and brought to the opinion I need in a lively and not very structured dialogue.

But I see that in this particular situation, my interlocutor is in no hurry to speak out, asks me clarifying questions, makes long pauses, thinking over my words and carefully preparing his answers. That is, he behaves like an "introvert". What should I do, arrange “dances with a tambourine” for him, as for an “extrovert”? God forbid! I don't care what exactly is happening to him now. Maybe something happened to him at home, maybe this particular task/purchase is especially difficult or significant for him….

In order to establish contact with him, in order to be convincing to him, I must adapt to him as he is here and now, and not to his “type”. For example, slow down speech, provide more information in writing. And if after some time he "as usual" becomes an "extrovert", then I will change my behavior.

After all, typologies are good for career guidance, when I have a choice of what I should do better. If, for example, I'm an "introvert" type, then I probably shouldn't go to the bartenders. But in a managerial situation, there is not often much choice about which employee to assign a particular task to. This is usually determined by their functional responsibilities. And in sales, I don't usually think about whether I'd be better off selling a particular service to an "introvert" or "extrovert." I work with a specific employee, and I work with a specific client in a specific situation here and now. Therefore, I do not need to bother with who he is by "type". I need to understand where he is now style and choose the appropriate style way of influencing it.

And again, it is crucial that in his book Marston describes reactions by DISC, that is, external manifestations at a particular moment in time, not feelings, thoughts, inclinations ...

It is known that it is impossible to manage what cannot be measured. Style by DISC is determined precisely by behavior man - by what and how he does and says. In some typologies, for example, they are guided by the "preferences" or "inclinations" of a person. But let's go back to the example of an employee or client that I want to influence in a particular situation. Why should I know, for example, that he has a tendency to be more silent than to speak, or that he would prefer to spend more time in solitude, if I see that he easily and naturally comes into contact with everyone around him, appropriately jokes, shares advice? I will also adapt to his style of communication. And what do I care about where he realizes his "inclination-preference" to retire

and be silent? Whether at home with his wife or once a year on a fishing trip!
Again. If I need to understand something about a person in the long term (for example, I want to marry a person, have children), then, of course, I will be actively interested in both his “type” and “inclinations-preferences”. I will be interested in all this even if he behaves somehow out of hand inappropriately, and I can’t part with him quickly (for example, an employee who has information unique to the business began to incapacitate with his emotional attacks colleagues and subordinates). But, I'm afraid, no typology will help me here either - I need a normal human dialogue and, perhaps, with the support of a good psychologist, or even a psychotherapist.

But in the vast majority of managerial and business situations, it is enough classification of behavioral styles, which is DISC.

Any person at different times can be in different DISC styles. Yes, some more often, some less. But I'm interested in what style he is in right now - and I adapt to it. His style will change - I will adapt to the next one.

You can reproach DISC for a small number of styles - only 4. But from my experience of practice: both managers and salespeople rarely learn and actually use classifications for more than 4-5 elements.

DISC is a basic tool for any practitioner that will effectively (and sometimes effectively) take into account the human component of any business interaction and achieve the desired result. Whoever wants something more complex can easily make the necessary “add-on” on DISC.

Questionnaire quality by DISC
The original Guyer-Dorothy questionnaire, developed in 1970, asked each of 24 quadruples of adjectives to choose the one that fits you the most and the one that fits you least. Based on the positive, negative and total choices of a person, three variants of the profile of style combinations according to DISC are built. The stronger a style is expressed in a profile, the more often a person uses it. Also, the authors of the questionnaire identified 15 basic profiles as combinations of the severity of various styles, which made the test results more visual and practical.

As a commercial product, the Personal Profile System was first published in 1977 by Guyer's Performax Systems International. Thanks to the overwhelming success of the tool, more and more new entrepreneurs were ready to invest in its development. He (together with the business) was consistently bought out by the Carlson Company (Carlson Learning Center), The Riverside Company (Inscape Publishing), and, finally, in 2012, by the largest international educational holding Wiley www.wiley.com
It is important to understand that all these investments help to keep the DiSC â questionnaire (this way, by a small "i" you can distinguish the original questionnaire from all other versions) at the highest

level of accuracy, reliability and validity. In particular, back in the mid-1990s, the number of fours in the questionnaire was increased from 24 to 28.
After all, as I said, neither the name nor the DISC model itself is protected by copyright. Therefore, it is easy to make a “DISC questionnaire” on your knee. For example, you take 10 adjectives related to D: strong-willed, decisive, courageous, going ahead, result-oriented... and 10 each related to other styles. Next, ask the client to choose those that describe him. If he chose 8 D style ( Achieving) and only 6 related to C ( constructor), does this mean that the style Achieving(D) he uses more than style constructing(C)?

It turns out not. First, you also need to check what words you included in your questionnaire. On the one hand, it is bad if all the words on some scale are very close in meaning. Then clients will choose either all of them or none. The scale will be extremely miserable - you will not learn anything about the severity of the corresponding style. On the other hand, it is bad if all the words are far from each other in meaning. Then there is no guarantee that on this scale you measure exactly the severity Achieving(D) style, and not, for example, also aggressiveness, and self-confidence, and much more in one bottle.

All these possible errors are caught in no way by the “method of careful scrutiny” and “serious reflections”, but by special “stupid” methods of statistical data processing, when on a large sample of subjects it is calculated which words they choose from the proposed ones and in correlation with which ones. And then the test results are discussed with each other and compared with the results of his assessment according to already proven methods and with his real behavior.

Secondly, it still depends on the cultural environment in which a person lives. For example, in the United States, characteristics describing Achieving(D) style, socially desired and encouraged. And not always in Russia. Therefore, it is quite possible that a Russian who has chosen 6 characteristics of style D will have it much more pronounced than an American who has chosen 9 characteristics. Therefore, for each language, the questionnaire should be specially calibrated on the corresponding national sample using statistical data processing methods.
The same applies to temporary changes. Say, in Soviet times, the style constructing(C) was over

The main condition for a reliable result of this test is your sincere answers.

Never take this test in front of other people!

Answer sincerely, not from the position of who you would like to be. Answer as you usually do (if you have been in such a situation) or as you really want to do (if you are not familiar with the situation). After all, no one sees you, this is your big secret.

1. You came to visit, where more than 10 people have already gathered. Your reaction:

• A) Great! I love noisy companies, you can have fun, make new friends.
• B) I like to be in companies, I often find myself in the spotlight. Either I will be able to light it up well, or, at worst, I will meet useful people.
• C) I hope that I will meet some acquaintances here, it will be a pleasure for me to talk with them. If everyone is strangers, then I will be uncomfortable.
• D) I don’t really like noisy companies and go to parties only to make or maintain useful acquaintances. I like to sit and talk with one or two people in peace and quiet.

2. At the same party, you were asked to make a toast. Your reaction:

• A) I do not like to draw attention to myself, I hate toasting. I will neither agree nor refuse, but simply somehow evade.
• B) I am a good storyteller and I know a couple of cool toasts. Everyone will be delighted.
• C) I am not afraid to make toasts, I even enjoy it, I will say something smart and to the point.
• D) I will most likely refuse under a convincing pretext. But if I need to make a good impression for the good of the cause, then I can make an appropriate elegant toast.

3. Your boss gave you and your co-worker a task, but didn't assign someone responsible for it. You both relied on each other and forgot about the task. Now your boss scolds you for not completing the task. Your reaction:

• A) Negative emotions that do not manifest outwardly. I am able to control myself, but now I know what to expect from these people, I will be more careful in working with them in the future.
• B) A very emotional reaction, the girl may have tears. Well, yes, I am an absent-minded and not very punctual person, but I am not the only one to blame. I will complain about them to all my friends and acquaintances.
• C) resentment against a colleague. How could he set me up like that! Resentment against the boss. I will worry about this for a long time, most likely in silence.
• D) Anger at the boss because he is an illiterate leader, and / or at a colleague because he set me up. Outburst of aggressive emotions. I'll probably say something to one of them.

4. You have been given an important task. The deadline is in a month, but it can be completed in two weeks. Your reaction:

• A) I’d better complete the task as soon as possible and hand it over. And in the eyes of the authorities I will look good, and I will have time for other things.
• B) First I need to think about how best to approach this work. Even if I do it in advance, I won’t hand it over right away. Let it lie down, then I will correct the mistakes again. Maybe I'll hand it in the day before the deadline.
• C) I'll get to work right away. But, most likely, I will quickly get tired of this work, and I will get carried away with another task. I will abandon this work until the deadline comes. Then I will urgently finish everything, maybe I will even be late with the change.
• D) I would like to start doing it right away, but I know that it will not work out that way. There are always more urgent or important things to do, there is always something distracting. Most likely, I will carry out the task until the last minute.

5. Long weekend ahead. You decide to go somewhere. What will you choose:

• A) Go to visit relatives or otherwise spend the day with family, spouse (m).
• b) Go to the park or to a party with friends.
• C) Go karting or play football (cards) with friends.
• D) You can go to a concert or exhibition, alone or with a loved one.

6. If you decide to jump with a parachute, for what reason:

• A) I met very interesting people (person) who are engaged in parachuting. They persuaded me to join.
• B) I need to go through this to achieve an important goal for me.
• C) I generally like risk, adrenaline. I want to know what I'm capable of.
• D) I am considered quiet. I'm always in the shadows, silent. I want to prove to myself and others that I am not a coward and not a rag.

7. What comments do you hear more often (both at work and at home) addressed to you:

• A) "Can't you go faster?" "You're stalling again!" "How much can you discuss the same thing."
• b) Please slow down. “You are rushing everyone again, we are not late anywhere!” Everything is clear to you, but not yet to me. Let's take our time discussing everything."

8. You found out that they decided to promote you. What will you do first:

• A) Tell your family and friends about the promotion, arrange a cozy home holiday.
• B) Buy yourself some expensive thing in order to arrive in a decent form at the place of work on the first day in a new position (watch, suit, car).
• C) Share the joy with your friends, throw a big noisy party.
• D) Wait to rejoice, overspend and ring for a raise until you start working in a new place. After all, the order has not yet been signed.

9. You have an exam tomorrow. Your behavior:

• A) It is better to quickly review the material so that there is time for other things that are important to you.
• B) It’s better to repeat everything slowly again, even if it takes all night.
• C) It is better to sleep well before the exam in order to come to it with a fresh head. You prepared for the exam in advance.
• D) Before death you will not inhale. It is better not to think about the exam at all, but to go have fun.

10. What do you think is the main thing for winning, for achieving success:

• A) Personal efforts of each. Each person must be responsible for himself, give his best, not hide behind the backs of others.
• B) The main thing is teamwork, people can achieve something only together, helping each other, supporting each other.

11. If you decide to open your own business (success and the same profitability are guaranteed), what would you choose (abstract from your profession):

• A) A financial consulting firm or a pest control firm.
• B) A security firm or gun store.
• C) Restaurant or nightclub.
• D) Medical center or good offices.

12. You have a new spacious office. How do you decorate its walls:

• A) Your photos with famous people or bright modern paintings.
• B) A photo of your spouse and children or group photos of your colleagues at a corporate party.
• C) Diplomas or neutral pictures.
• D) A portrait of the president or an old saber.

13. What do you value most in clothes?

• A) The clothes must have some kind of zest, courage.
• B) Clothes should look expensive and cool.
• c) Clothing should be comfortable.
• D) Clothing should be of high quality and appropriate, so as not to be conspicuous.

14. You need to choose a competition in which you will be most comfortable participating and where you have the best chance of winning. What do you choose?

• A) Individual competitions, where intelligence is evaluated, and not the speed of reaction (chess, billiards, poker).
• B) Individual competitions for speed and courage (skydiving, auto racing, alpine skiing).
• C) Team competitions, preferably some unusual ones (football in the mud, all sorts of corporate fun starts).
• D) Team competitions where mutual support is required, the interaction of the whole team (university competition to create the best robot, curling).

15. You need to choose a hotel in St. Petersburg. What will you choose?

• A) Some decent hotel in the center, so as not to be ashamed.
• B) Some cool unusual mini-hotel.
• C) A hotel where you have stayed before or which friends will recommend.
• D) A hotel with an ideal price / quality ratio. Maybe in an old house in retro style.

Calculation of results:

Circle (bold) all of your answers, divided into four sections:

D: 1b, 2c, 3d, 4a, 5c, 6c, 7b, 8b, 9a 10a 11b 12d 13b 14b 15a

I: 1a, 2b, 3b, 4c, 5b, 6a, 7b, 8c, 9d 10b 11c 12a 13a 14c 15b

S: 1c, 2a, 3c, 4d, 5a, 6d, 7a, 8a, 9b 10b 11g 12b 13c 14g 15c

C: 1d, 2d, 3a, 4b, 5d, 6b, 7a, 8d, 9c 10a 11a 12c 13d 14a 15d

Count the number of circles (highlights) in each of the four sections and fill in the table:

-	-	-	-

Your dominant behavioral style is the one with the most points. If there is another style that scored the same or 1-2 points less, then this is your secondary style. If all other styles scored significantly less points, then they are not peculiar to you. For example,

This is the behavioral style S.

• You can read with a brief description of behavioral styles. From it you will learn in general terms about your strengths and weaknesses.

Four factors of human behavior are assessed, namely:

• How do you respond to problems and difficulties. (D Domination)
• How do you influence others. (I Influence)
• How do you react to changes. (S Persistence)
• How do you respond to the rules and procedures set by others. (C Compliance)

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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 spread 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 a leader 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 the leaders as with S - the danger of losing 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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Considers 4 main behavioral types of people and their combinations. It allows you to diagnose the behavioral type of a person during the first 10-15 minutes of communication, and then select the tools of communication and influence that are most suitable for this type of people. DISC is relatively easy to learn and can be used effectively by people without special psychological education.

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 - environment(hostile and favorable) and behavior(active and reactive), - we get four behavioral types:

On the upper half of the scheme, the behavioral types of those people who treat the world around them as unfavorable, unfriendly and resisting - "Man is an enemy to man." These are the types D FROM(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(Induction) - influence and S(Steadiness) - constancy, which are conditionally located on the lower half of the scheme.

Some people (their behavioral type is shown on the left half of the figure) tend to believe that they weaker 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 the types S(Steadyness) - constancy and FROM(Compliance) - compliance. Other people (their behavioral type is reflected, respectively, in the right half of the figure) feel stronger 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 the types D(Dominance) - dominance and I(Induction) - influence.

So, we got four options for people's behavior. For convenience, let's color these types in different colors: D - red, I - yellow, S - green, C - blue.

Let's consider each behavioral type separately:

"D" (Dominance, that is, superiority), Red:

• Description:
  • "D" behave confidently and energetically, it is very important for them to demonstrate their status.
  • Decisive, strong-willed and purposeful people. The key motivator is victory, the demotivator is defeat.
• Strengths:
  • Strong will, efficiency, perseverance.
  • They like to take on difficult tasks, they feel comfortable in difficult, changeable conditions, they love outdoor activities.
  • Quickly make decisions, quickly navigate the situation.
  • Very passionate, competitive.
• Weak sides:
  • Short temper, harsh, rude manner of communication. "D" can assign himself a penalty for each time he flared up in a conversation. With penalty money, you can buy cakes for your team, for those on whom he, in fact, broke down.
  • Inattention to details. "D" is very useful to cross-check his reports and the information on which he acts.
  • Haste, haste. Quick response is D's strength, but it also has a downside. "D" often does not listen to the interlocutor, ignores written instructions and, as a result, gets into trouble. "D" would be useful to count to three before making a decision or starting to do something.
  • "D" lacks patience, diplomacy, it is difficult for them to get along with people.
  • Under stress, "D" prone to aggression.
• Characteristic representatives: classic images of Peter the Great and Catherine the Great, Timur from "Timur and his team", Experienced (Morgunov's hero) from the famous trinity "Vitsin-Nikulin-Morgunov", Zhukov performed by Menshov in the series "Liquidation", D'Artagnan.

"I" (Influential, that is, "influencing"), Yellow:

• Description:
  • Representatives of the behavioral type "I" strive to stand out among others due to bright and unusual accessories, original clothes, they have rich facial expressions and gestures.
  • The main motivator of "I" is recognition. They need the attention and approval of other people.
• Strengths:
  • Enthusiasm, optimism.
  • Persuasion and communication skills.
  • They like to be among people, they are good storytellers, the soul of the team.
  • Positive and friendly.
  • They have unconventional thinking, they are creative, they love everything new.
• Key WeaknessesI":
  • Emotionality, prone to exploitation and opposition.
  • Late, lack of punctuality. "I" should challenge myself to arrive at each meeting half an hour early. This will increase the likelihood of arriving on time.
  • Impulsiveness. "I" is an addictive nature. Sometimes this can take the "I" very far from the task at hand. Self-control is something that "I" must constantly learn.
  • Disorganization. "I" is very useful to keep a diary, regularly clean your workplace.
  • Dislike for written communication, inability to work with papers and numbers. "I" should always double-check your written reports at least twice. It will still be faster and more useful than fixing them when the boss returns them for revision.
  • Under stress, "I" become obsessive.
• 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.

"S" (Steadyness, that is, "permanent, stabilizing"), Green:

• Description:
  • Representatives of the behavioral type "S" behave modestly, dress comfortably and conservatively, love order and comfort.
  • The main motivator of "S" is predictability, the demotivator is change.
• Strengths:
  • Reliability, warmth.
  • They are very attentive and sensitive to people, they are natural psychologists.
  • They keep their affairs and belongings in perfect order.
  • Enjoy doing routine work.
  • "S" is very difficult to say "no" to another person, in stress they are characterized by conciliation, a tendency to cooperate.
  • "S" is quite difficult to diagnose, as they tend to adapt to the interlocutor.
• Key weaknesses of "S":
  • Compliance, dependence, humility.
  • Fear of change, everything new. The world is inevitably constantly changing, whether these changes will be for the worse or better - it depends only on us. "S" should often remember the positive changes in your life.
  • Touchiness. Sensitivity and natural psychologism "S" have a downside - they are very sensitive to the negative behavior of other people. "S" must understand that not all people are as attentive to the feelings of other people as they are, and make allowances for this.
  • Secrecy, unwillingness to pronounce problems. “S” can set themselves the task of once a month to initiate a meeting with their boss to discuss the results of their work: tell the boss about their successes, about needs, suggest ways to improve work.
  • The inability to say "no". "S" would be useful to write down how many times they didn't say "no" when they should have, and try to keep such cases as few as possible.
• 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.

"C" (Cautious - "cautious", and Сonscientious - "conscientious"), Blue:

• Description:
  • Representatives of the behavioral type "C" choose things for themselves on the basis of the "price-quality" ratio, they have very restrained facial expressions and gestures.
  • The main motivator of C is the desire to be right. Most of all, they are afraid of making mistakes.
• Strengths:
  • Problem solving oriented. Accuracy, methodical, organized.
  • They have a gift for noticing and analyzing details and facts.
  • "S" is hard to fool, they don't trust anyone.
  • Cautious and accurate, often overly scrupulous.
• Key weaknesses "C":
  • Critical, judgmental.
  • Closure, preference for written communication over oral communication. “C” is useful to force yourself to speak at meetings, participate in public events.
  • Intolerance to one's own and others' mistakes. C needs to constantly remind himself that people make mistakes and that only those who do nothing do not make mistakes.
  • Perfectionism to the detriment of deadlines. “C” should not try to do the job perfectly, you just need to turn it in on time or as soon as possible if the deadline is not specified. The quality of the work of the "C" due to their consistency and accuracy in the use of numbers and details is in any case quite high. “C” should be concerned not with quality, but with whether this work will be needed at all if it is delivered very late.
  • Lack of flexibility, unwillingness to compromise. Much to the regret of "S", they do not live on a desert island, around them are people who must be reckoned with. "C" should often put himself in the place of his opponents, look at the problem through their eyes.
  • “C” react to stress by withdrawing into themselves, becoming isolated.
• Characteristic representatives of this behavioral type: Vladimir Putin, Stirlitz, Sherlock Holmes, Owl from Winnie the Pooh, Athos.

In real life, in addition to people in whom one dominant behavioral type manifests itself very clearly, there are those in whose behavior two behavioral types of DISC are manifested almost equally clearly. 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. As a rule, "bordering" colors are combined in a person. Let's look at these types in more detail.

"DI-ID", Red-Yellow and Yellow-Red, Mastermind:

• 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.

"IS-SI", Yellow-Green and Green-Yellow, Messenger:

• 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.

"SC-CS", Green-Blue and Blue-Green, Coordinator:

• 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 ...".

"DC-CD", Red-blue and Blue-red, Artist:

• 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.

"IC-CI", Yellow-blue and Blue-yellow:

"DS-SD", Red-Green and Green-Red:

• This is the most complex and controversial behavioral type. Such people are very rare. People with this behavioral type 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.

3. Diagnostics of behavioral types:

What can be paid attention to in order to determine the behavioral type of a person? Here are some simple examples:

• Clothes and accessories:
  • "D" may look different. After all, the main thing for him is victory at any cost. The main thing is the goal that must be achieved, and he can change his appearance depending on the conditions set by the struggle. But unchanged for "D" is the desire to show their status. At the beginning of his career, "D" tries to look cooler than he really is, spends more money on clothes and accessories than he can afford. But having risen to the very top, in order to stand out, he can, on the contrary, change into ordinary clothes, such as jeans, a T-shirt, etc.
  • "I" dress fashionably. If it doesn’t turn out fashionable, then catchy! Others will definitely pay attention to his orange tie with green cucumbers, a "gold" watch the size of Big Ben or a sports car, albeit not a new one, but still eye-catching.
  • "S" does not stand out externally. Wears discreet unobtrusive tones of clothes. It seems to fit into the environment and does not stand out from it, becoming one with it, and does not violate harmony.
  • "FROM" very afraid of making a mistake. From this point of view, he can wear clothes of very famous, “right” brands, because this allows him to be sure of the right choice. Looking at "C", we see a belt exactly matched to the color of the shoes, pressed trousers and always clean shoes.
• Office or workplace:
  • Office or workplace "D" first of all emphasizes his status: a large table, a high "director's" chair, a portrait of the president on the wall. On the walls you can often see weapons, diplomas.
  • At work "I" you will definitely see something that should emphasize its uniqueness. Also, the “I” office will be distinguished by a rather serious mess, stickers will be pasted everywhere, papers can lie on the windows, on the floor. There can be a lot of cool but useless knick-knacks on your desktop.
  • On desktop "S" we see a photo of the wife, separate photos of children and a dog. There is a flower nearby, and various pleasant little things around. The workplace is well organized, and there is a feeling that everything is in its place and somehow at home.
  • At work "FROM" order reigns. Each thing performs its function. We will not see photos of friends, relatives and relatives on the wall. Most often, there will be the necessary working information: graphs, diagrams. Personal information is hidden from the eyes of strangers.
• Facial expressions, gestures, gait, look of a person:
  • Meeting with "D" you will feel a firm handshake, see a direct look, hear a loud voice. "D" often gives the impression of hurrying somewhere. It is typical for him to talk to several people at once, unceremoniously cut off the conversation or interrupt the interlocutor. Therefore, sometimes he can be perceived by others as a daring, rude or reckless person. "D" has a constant readiness for competition. He seeks to dominate and can provoke conflict.
  • "I" is distinguished by violent gestures, emotional speech, saturated with original slang words, bright facial expressions.
  • "S" usually calm, friendly and gentle.
  • "FROM" in communication, he carefully shows feelings - after all, the world is hostile! This is expressed in his gestures, which are restrained and functional. The "C" handshake will be "sparse and brief", or he will try to avoid tactile contact altogether.
• Communication, behavior:
  • When expressing your opinion "D" usually open and straight. He says what he thinks, harsh and even sarcastic, but not vindictive. May "explode" and disagree with colleagues, managers and subordinates.
  • in behavior "I" He is very friendly and looks interested in communication. He quickly reduces the distance, sometimes, by telling his stories and jokes, he can reduce the distance to an uncomfortable one. These are the type of people whose appearance enlivens those around them - stories, stories gather the audience necessary to satisfy their need for recognition.
  • Communicating with "S", you will meet calm attention and goodwill. May appear to agree. Sometimes "S" gives the impression of a person who has his own opinion, but did not voice it. By making an "S" new unexpected offer, you may feel some resistance. He will ask questions in order to probe the situation and will defend the already established order of things.
  • When interacting with "C" you will feel their accuracy and punctuality. Working with such a person, you will see that the plans for him are not only on paper - they are his life. He strictly adheres to established rules, standards and procedures. If you see him walk by and offer to discuss your new idea, expect him to invite you to meet later after finding out how long the discussion will take. Then the day and time will be agreed. But be prepared for a serious conversation - it needs calculations, numbers, arguments.
• Summary:
  • Representatives of the behavioral type "D" behave confidently and energetically, it is very important for them to demonstrate their status.
  • Representatives of the behavioral type "I" strive to stand out among others due to bright and unusual accessories, original clothes, they have rich facial expressions and gestures.
  • Representatives of the behavioral type "S" behave modestly, dress comfortably and conservatively, love order and comfort.
  • Representatives of the behavioral type "FROM" they choose things for themselves on the basis of the “price-quality” ratio, they have very restrained facial expressions and gestures.

4. Interactions with people of various behavioral types

So, we learned what behavioral types of people exist, learned how to diagnose them. Now let's see how to most effectively interact in life and at work with representatives of each of the considered behavioral types.

• Significance of the meeting arrangement:
  • "D" they value their time very much, strive to organize it, again, a preliminary arrangement for a meeting raises their status. True, because of their high dynamism, they are not always punctual.
  • Concerning "I", then these are the same people with whom it is useless to negotiate a time frame. Punctuality is their weakest point. In addition to the fact that you will be annoyed by their lateness, they themselves may be upset because they were late for a meeting with you, start to complex about this, which will derail all negotiations. It is best to call them just before the visit with the words: “Will you be there in fifteen minutes? When can you? I will call you before leaving and specify the time of the meeting"
  • On the one hand, an agreement to meet with "S" reduces the overall level of uncertainty that scares them. On the other hand, people are very important to them. They are ready to listen to other people at any time.
  • "FROM" very much appreciate orderliness, preparation, actions according to a plan. If they are forced to discuss any issue with a swoop, taking them by surprise, the result is guaranteed not to be achieved. This "C" can only anger and unbalance.
• Establishing and developing contact:
  • Be careful when composing compliments for "D". Not having time to start a conversation, you can immediately lose their trust and interest in you. Lady "D", like the man "D", does not really trust people, so she is unlikely to believe in the sincerity of your compliment. Being direct and sharp people, they are intolerant of platitudes and insincerity. If you want to praise "D", then find something that is really worthy of praise. "D" - people motivated for a career, achieving a certain status. They are enterprising and acumen in business. Therefore, it is best to praise some of their business achievement, especially since most often there is a real reason for this. Quoting “D” will be perceived positively, as this strengthens his status in this business communication, but it is also important not to overdo it here, because “D” respects a worthy opponent who is able to confront him on equal terms, and not a sycophant and a compromiser. Useful information "D" will also perceive favorably, as well as an anecdote told to the point. In this case, "D" will evaluate the joke "on the verge of a foul", politically risky or obscene.

  All the banal compliments you can save for "I". Firstly, they most often really monitor their appearance, and secondly, they tend to have bright eye-catching accessories. Both they consider worthy of praise. And, frankly, their ability to stand out from the crowd, while remaining natural and harmonious, is worthy of sincere approval. At the same time, “I” is nice when they are talked about, they are praised. So don't be afraid to overdo it. Quote "I", as well as everything that others have said about "I", to the maximum. But to provide useful information or tell an interesting story, you, most likely, simply will not have the opportunity, because the “I” themselves are very good at it and love to do it very much. Again, do not interrupt "I" or intercept the laurels of an interesting storyteller from them.

  • "S" it will be very nice to hear a question about their family, friends, team. Praise the comfort and order in their workplace, in the house or the well-groomed car. Most likely, in this case, you are not being disingenuous. "S" are very sensitive to falsehood and slyness. Don't even try to be insincere when giving a compliment. "S" will definitely mark it. But, unlike "D", they will not besiege you with a caustic remark. It's just that everything else that you said at the beginning will be passed through the prism of distrust and devaluation. And you will not know at what point you lost contact with them. An interesting story will also work, because the "S" are great listeners, and at the same time they are not very fond of "pulling the blanket over themselves", telling jokes themselves.
  • The most difficult, of course, is the establishment of the first contact and in general contact with "FROM". These people are very distrustful and withdrawn. Any compliment will be taken with skepticism by them. Any praise "C" should be woven into the fabric of communication very imperceptibly and naturally. You can praise his report or plan, but only in the context of the conversation. Perhaps, in communication with "C" it is worth skipping this part altogether and immediately proceed to discuss the meeting rules. Quoting "C" is also not easy, because if you make even the slightest inaccuracy in quoting them, you will annoy them. Most likely, they will positively evaluate useful information.
• Offer presentation:
  • Presentation for "D" should be clear, dynamic, confident. If the "D" feel that the interlocutor doubts, is not sure what he is saying, they will never accept such an offer. Even if it is obviously beneficial, they will suspect a trick. No need to prepare a lot of figures and evidence. "D" do not like to delve into the details. It is better to concentrate on the minimum number of the strongest arguments. They make decisions pretty quickly. The main rule is the main arguments at the beginning of the presentation.
  • Presentation for "I" should be visually rich, bright and figurative. The context, the atmosphere in which the presentation is held, is very important. It is also important to emphasize the role and meaning of the "I" in connection with your proposal. For example, how "I" would look like if he bought what you offer. Or what a prominent role is assigned to "I" in the implementation of the proposed project. Avoid excessive numbers and calculations. It is more effective to “paint a picture of the future”, where “I” with your product is already gaining “universal recognition”.
  • Presentation for "S" should be clear, logical and calm. Just tell them what you have to offer in layman's terms, show slides or documents to support your presentation. Remember that “S” is convinced by precedents, that is, what has already been implemented and the effectiveness of which has already been confirmed. Also pay special attention to the sequence of actions that should be taken in connection with your proposal, the procedure for its implementation. Take your time and do not press, pause, ask if there are questions, if there is anything in doubt.
  • Presentation for "FROM" requires very careful preparation. Recheck all numbers and calculations. Collect as much material as possible to support your proposal, prepare it all in writing in several copies without typographical errors, with neat design.
• Work with objections:
  • "D"– may raise objections to test your position. First of all, in no case do not succumb to the provocation of "D". They also like to conflict and provoke others to conflict. "D" are sure that a "good quarrel" is better than a "bad peace" contrary to the well-known saying. As we have said many times, the optimal form of communication with "D" is calm, but tough. One good thing is that they won't "hide" their objections.
  • "I" the world learns not through books and product manuals, but through people. He may raise objections not because he is not satisfied with something in your product, but to draw attention to his person. For the same reason, he may begin to drag you into discussion of minor and, in fact, unimportant details of the agreement for him. Therefore, when dealing with the "I" objections, do not try to return to the numbers and calculations again, if you did so at the beginning of the presentation, but refer to the potential buyer's personality and emotions.
  • "S". Objections to begin with still have to draw from them. Not wanting to cause tension in the relationship, "S" prefer to remain silent. After all, the world is so good, and there is no need to waste energy to change it! They will most likely voice their objections in a soft interrogative form. But this does not mean that these objections can be easily overcome or simply ignored.
  • "FROM" as well as "D", focused on the result, not people. Therefore, working with them can be quite difficult, and at the same time terribly boring. "S" are very corrosive, they will bring a thousand objections on the most insignificant issues. The main thing in dealing with them, as in dealing with "D", is to control yourself, not to let "C" piss you off.
• Motivation:
  • Motivation "D"- to achieve results, for career growth. "D" must himself list the mistakes made in the work. He is aware of them only if he is sure that he himself thought of them. It is useless to teach "D". It is necessary to use the natural tolerance of "D" to change, his ability to take action in new conditions.
  • Motivate "I" can be in their desire for active communication, to influence people, their need for recognition from other people.
  • Use the persuasiveness of precedents to "S". Through slow, unhurried analysis, bring "S" to the idea that he often resists any changes in life. Recall times when it hurt him in life. Show that it harmed not only him, but also those around him.
  • Motivate "FROM" that he did everything right. Recall all the times in life when he made the right decisions. To push "C" to implement his plan, to accelerate his actions.
• Written communication:
  • Written communication with "D" important for securing verbal agreements.
  • Written communication with "I" should be kept to a minimum.
  • Written communication with "S" may slow down the issue.
  • For "FROM" Written communication is the priority and most comfortable form of communication.

Let's now see what are the characteristics of communication with representatives of mixed behavioral types, keeping in mind communication, support and preferred partnership:

"DI-ID"

• How to communicate: These mixed personality types should be approached in a friendly manner, focusing on the actions that need to be taken within the framework of the work. Communication should be short. You should be prepared in advance for the fact that representatives of this behavioral type can behave emotionally, jump from topic to topic. Better not to stand in the way of these people.
• How to provide support: First, listen to them and help them sort out the problem. Such people need to be made clear that they do not have to win every argument, sometimes they just need to relax and let go of the situation. They are very encouraged by a reminder of their social status, of what they have achieved.
• Preferred partners: SC, SCD, SI, CS.

"IS-SI"

• How to communicate: Such people should not be rushed, they should not be pressured. Be rational and logical, patiently answer questions. Useful non-verbal displays of friendliness.
• How to provide support: Respect their desire to be alone, to think things through. They are more receptive to non-verbal, silent support. You should be very careful and without pressure to inspire them with faith in their strength.
• Preferred partners: I, IC, DI, IS, ISC, SC.

"SC-CS"

• How to communicate: Talk to them should be open, logical, clearly to the point, laconic. You should prepare well for the meeting and master the material flawlessly.
• How to provide support: Don't interfere, leave them alone.
  Preferred partners: ID, IS, ISC, SI, SC.

"IS-SI"

• How to communicate: Communicating with these people should be as friendly and informal as possible, avoiding aggression against them. It is necessary to prepare for a long and not very structured communication. You should not put pressure on them, they should be given time to make a decision. This is especially important for SI.
• How to provide support: They need friendly attention, they need to be listened to. And then help to strengthen self-esteem, emphasize their position in the team.
• Preferred partners: for SI: D, DI, DI, ID, DC; for IS: S, SC, SD, SCI.

"IC-CI"

• How to communicate: With these people you need to speak clearly and to the point, patiently answer their questions. But at the same time, they should be allowed to express their thoughts and feelings, not interrupt or restrain them. They should be allowed to take the initiative of communication into their own hands.
• How to provide support: Let them have their say if they want to. Or give them the opportunity to be alone with themselves, if at that moment “another ancestor woke up” in them.
• Preferred partners: SC, SC/D, CS, IS.

"DS-SD"

• How to communicate: In dealing with such people, one should not show aggression or pressure, one should behave in a friendly manner and be logical and laconic, focusing on discussing actions.
• How to be supportive: Don't push or get in the way, be friendly, be flexible.
• Preferred partners: ID, DI, I, 1C, IS, CS, CSD.

5. Links to online tests

Working on oneself requires a clear understanding of one's character, one's behavioral type DISC. But it's very easy to make a mistake here. The fact is that the effectiveness of self-diagnosis is much lower than the efficiency of diagnosing other people. It is difficult for a person to treat himself objectively and perceive himself as he is. Therefore, to accurately determine your DISC behavioral type, it is best to take a computer test or ask other people who are familiar with DISC to evaluate you.

Most tests to determine your behavioral type according to DISC are paid. But you can also find free online tests:

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