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 on 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 scheme.

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;

With(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.

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.

The 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 is 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 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 their enthusiasm for 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 reequipped his plant, 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.” "What for? 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 appropriate 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 - With 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 managers. 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 side. 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 traits 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 all four behavioral types are present in each of us 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 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.

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 diagram, 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 With(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 With(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 fine 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.
  • "WITH" 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 "WITH" 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.
  • "WITH" 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 "WITH" 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.
  • "WITH" 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 "WITH". 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 proceeding to discuss the rules of the meeting. Quoting "C" is also not easy, because if you allow 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 acceptance”.
  • 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 "WITH" requires very careful preparation. Recheck all numbers and calculations. Gather as much evidence as you can to support your proposal, and prepare it all in writing in multiple, typographical, neatly formatted copies.
• 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.
  • "WITH" 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 "WITH" 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 "WITH" Written communication is the priority and most comfortable form of communication.

Let's now look at what are the features of communication with representatives of mixed behavior types, keeping in mind communication, support and preferred partnership:

"DI-ID"

• How to communicate: With representatives of these mixed personality types, you need to be friendly, focusing on the actions that need to be taken as part 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 effectiveness of diagnosing other people. It is difficult for a person to treat himself objectively and perceive himself as he is. Therefore, the best way to accurately determine your DISC behavioral type is to take a computer test or ask other people who are familiar with DISC to rate 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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Lira Alexander

THE FIRST STEPS

Surely you have noticed that with different people you experience completely different feelings when communicating and interacting. With someone it is very easy for you, they understand you perfectly, you easily find a common language and quickly resolve issues. It is very difficult for you to communicate with others, it is difficult for you to find common ground and agree on something. And if agreements are reached, then the results do not suit you at all. Why is this happening?

It's very simple: ALL PEOPLE ARE DIFFERENT.

And with all this, you probably noticed that there are people who are similar: in behavior, in actions, in manners of behaving. We start trying to classify others already from childhood: some are active bullies, others are quiet, excellent students and louts, funny jokers and interesting storytellers. Over the years, everything begins to change, but even in adulthood, we can determine our distinctive qualities between people. Even the ancient philosophers noticed these differences and similarities and tried to classify the people around them.

HISTORY OF THE BEHAVIOR MODEL

The DISC methodology is based on the four-factor model of the same name and has been used as a practical tool around the world for several decades. To date, with all the fullness of the personnel assessment market, it is difficult to find a more practical and accurate assessment tool.

HIPPOCRATES - 5 V. BC

At the beginning of the 5th c. BC. Hippocrates, observing the behavior of people, noticed that the climate and soil on which a person lives have a direct impact on his character. He identified 4 types of climates and correlated the types of appearances and human characters with climatic living conditions.

Developing his own views, Hippocrates singled out 4 types of temperaments: CHOLERIC, SANGUINE, PHLEGMATIC, MELANCHOLIC, and associated them with 4 bodily fluids: BLOOD, BLACK BILLE, BILLE AND MUSCUS.

CHOLERIC- striving for leadership focused

SANGUINE- optimist, sociable loves entertainment

PHLEGMATIC PERSON- observer, tries to satisfy other people's needs

MELANCHOLIC- strives for order, conservative

CARL GUSTAV JUNG - EARLY XX CENTURY - "PSYCHOLOGICAL TYPES"

In 1921, Carl Gustav Jung, in his work "Psychological Types", defined and described four functions that we use in our relations with the real world: Thinking, Feeling, Sensing, Intuition.

Further, he established that each person can be attributed to a certain psychological type, according to which he interacts with the external environment using combinations of the 4 functions described above, and directing his mental energy in the direction of two vectors, called "extroversion" and "introversion".

INTROVERSION/EXTRAVERSION

How we focus on the inner and outer world

THINKING/FEELING

How We Make Decisions

SENSATIONS / INTUITION

How we perceive and interpret information.

WILLIAM MOLTON MORSTON - MIDDLE XX CENTURY - "EMOTIONS OF NORMAL PEOPLE"

The ideas of C. Jung were developed by the American scientist Dr. of Sciences of Harvard University William Molton Morston - Dr. William Moulton Marston (May 9, 1893 - May 2, 1947).

W. Morston argued that human behavior can be described in terms of two criteria:

If we place these criteria on axes intersecting at right angles, then four quadrants are formed. Each of the quadrants corresponds to one of the four basic DISC behaviors:

DOMINANCE (Dominance)-, measures how a person copes with emerging problems and difficulties

A person with a high D factor can be described as active, assertive, purposeful, strong-willed, not afraid to solve problems, authoritarian, quick-tempered. A person with a low D factor will be the exact opposite, he will be peace-loving, agreeing, not risking, modest, conservative, cautious in actions, slow in decisions.

INDUCEMENT (Influence/Persuasion), measures how a person communicates and influences others.

A person with a high I is sociable, socially and verbally active, easily closes distance, persuasive, emotional, strongly gesticulating, optimistic, open, friendly, attracting attention.

A person with low I will act and communicate with caution, he is distrustful, emotionally reserved, needs little communication, is prone to criticism, aloof, keeps his distance.

STEADINESS (stability, stability). Describes how a person copes with the rhythm of activity and change.

A person with a high S factor is steady, unhurried, relaxed, predictable, patient, appreciates reliability, acts in a team. He is a good listener and is willing to help others.

A person with a low S factor is active, dynamic, restless, hasty, flexible, restless. He needs minimal structuring of the environment, is able to perform several tasks at the same time.

COMPLIANCE (Obedience / Consent)- This factor describes how a person interacts with established other rules and procedures, how he adapts.

A person with a high C factor is thorough, accurate, diplomatic, attentive to established norms and rules, executive and scrupulous. Inclined to collect and organize information, good analyst.

A person with a low C factor: radical, independent, hard to convince, fearless. He tries to do everything in his own way, he does not appreciate the accepted order. Thinks independently and creatively.

According to W. Morston, each person in his behavior, with varying degrees of intensity, shows signs of each of the four basic styles of behavior. This, in turn, makes it possible to objectively describe different types of behavior that combine the features of the four basic styles. At the same time, the technique makes it possible to describe both conscious or Adapted behavior, as well as less conscious or Natural.

The DISC system is designed to measure the manifestation of DISC factors in the behavior of individuals. At the same time, it takes into account the slightest fluctuations in the indicators of factors, as well as all their possible combinations and mutual influences. The DISC system does not reduce all psychotypes to 16 or 32, but it generates and interprets thousands of charts. Such refinement of measurements makes it possible to identify the most specific, individual characteristics of a person. This is one of the fundamental differences between DISC and other methods.

WHAT'S THE USE OF THIS?

Well, finally we know the system by which we can classify the people around us. And what good is that to us?, you say. It turns out that knowing the type of personality according to the DISC classification, you can evaluate how a specific person:

Makes decisions

Behaves in interpersonal relationships

His ability to persuade

How will he behave in conflict situations?

How will he solve problems?

How does he prioritize?

What rhythm of activity is inherent in him, and how does he relate to change

His stress resistance

How does he adapt to change?

His law-abidingness and diligence

His goals

His individual motivators

His planning style

How does he work in a team?

Does he have empathy?

How flexible is he?

And much more

And when you know so much about a person, you can effectively solve a number of problems:

Effectively build communications with him at home, at work, during sales and negotiations, and just in business interaction

Correctly build motivation for your employees and motivate your opponents in negotiations and in business

Correctly form teams and project teams

You will be able to determine which person, for which position you need and you will be able to accurately select the person you need

You will understand the essence of conflicts and be able to effectively resolve them

And finally, you will understand that for each person you can pick up the same key

All this is of course very interesting, but too complicated and there is simply no time for this.

I do not argue that learning to understand the DISC system is not easy, and for this you need to spend some time, but the whole charm of this system is related to the fact that you can determine a person’s personal profile within 10-12 minutes using a simple questionnaire. This is the success and prevalence of this system in business, especially abroad. Where there is no time for a long assessment of an opponent or candidate, where it is important to make a decision as soon as possible, where every minute of an employee costs a lot of money. The DISC system solves these questions quickly and provides such comprehensive information that sometimes people wonder: How do you know everything about me?

So, to use the DISC system in practice, there are two ways: to study the system, for example, having passed the basic certification, or simply use the electronic questionnaire, which gives the result in the form of understandable, accessible information EXAMPLE REPORT.

The knowledge gained during certification will allow you to determine the type of a person's personality profile without using a questionnaire, and I would like to tell you now about some of the fundamental principles on which the DISC methodology is based.

The DISC system operates with four factors from the abbreviation of which, and the name of the system is built.

Each person in his behavior with varying degrees of intensity shows signs of each of the four factors.

In order to determine the profile of a person, it is necessary to evaluate it according to four factors and determine the manifestation of each of the factors as High or Low.

For example, let's evaluate a particular person: the person is assertive and authoritarian, which describes him as a person with a high D (dominance). When communicating, he is emotionally restrained, keeps his distance, which shows that he has a low factor I (influence). He quickly switches from one thing to another, he is restless. From this we conclude that it has a low S factor (stability). He is attentive to the rules established in the organization, always strictly adheres to them, in his decisions he relies only on facts and figures. All this confirms that he has a high C factor (consent).

There is a specific description for each of the combinations of high and low DISC factors in the system. You can get acquainted with the description of combinations of factors in detail. Each of the combinations gives its owner its own individual characteristics, understanding which, you can use them to solve business problems and just in everyday life. It is not necessary to memorize them all the first time, it is enough to understand what each of the factors is responsible for, and how each of the factors affects human behavior.

For almost a century of existence of the DISC practice, enough information has been collected to clearly recognize the manifestation of each of the DISC factors from the observed behavior of the individual. Let's take your work colleagues and try to identify the dominant factor in each of them based on: workplace environment, letter writing style, planning style.

Work environment	Items on his desk emphasize his status. If the office allows, it will be a large desk. In the office are his awards, diplomas, "trophies", or items by which you can understand his achievements.	In his office you will see modern things that remind of past events, Bright objects that attract attention. What a beautiful Eiffel Tower you have, Yes, I bought this on an excursion, can you imagine we went to the tower and a thunderstorm began .... 30 minutes of a fascinating story about Paris you are guaranteed	Everything to feel at home. Flower. Photo of the wife. Children. Everything is cozy and homey. Look under the table, maybe there are house slippers J	Everything on his desk is functional, everything is for work. New instructions, schedules, plan execution statistics, everything you need is always at hand He doesn't like to plan. He lives more in the present.	Sets short-term goals that contain a minimum of risk that they will be met. Can make a plan for each day	Able to plan and set realistic goals. But they will be without pretensions to grandiosity and risk

PRACTICE OF APPLICATION

With these simple tricks, you can classify your colleagues. Knowing which factor is dominant among your colleagues, let's try to increase the effectiveness of written communication with them.

Colleague with a high factor D- be specific with him. It is better to omit long introductions, go straight to the point, do not waste his time. Do not ask rhetorical and empty questions. Persuade and motivate him by talking about the benefits and results that he will receive. And in no case do not impose your point of view on him, do not order them. If you have entered into a discussion, let him win, you will win too.

Colleague with a high factor I- Avoid formalities, be positive. Don't be dry and short. It is fashionable to discuss with him, but make sure that it does not turn into an argument. Joke, use the opinion of famous or important people as an argument. Don't insist on facts or hard numbers. Ask for their opinion

Colleague with a high factor S - Do not talk purely about business, show interest in him as a person. Develop communication informally depending on the situation. If he showed a voluntary desire to help you, this does not mean that this will give him satisfaction, it is just difficult for him to refuse

Colleague with a high C factor - Your letter should be well structured, not being disorganized or rambling, showing that all your proposals are thought out in advance. Build trust by looking at the issue from all possible angles. Attach a sufficient amount of supporting, explanatory materials to the letter. Insert graphs, tables, notes. Present strong measurable data. It is important for people with high C to realize that their actions will not lead to erroneous consequences. When giving guarantees, calculate the probability of all risks. Don't rush them to a decision.

So you have taken your first steps in applying the DISC system in your work and life. I hope and know that the results that you will get from using this system will more than pay off the few tens of minutes that you spent getting to know it. If you want to learn more about the system and get even more benefits from using it, you always have the opportunity to get certified by the DISC system and get an international CBA degree. To clarify the possibility of certification in your city, please contact us. You always have the opportunity to get your personal report in the DISC INSUNRISE system REPORT EXAMPLE. Our tools for professional use are always available on our website, and we are always ready to introduce you to their capabilities.

In the following articles in the Getting Started series, we'll look at how to use the DISC system:

Let's analyze different types of personalities using the example of famous cartoon characters;

Learn how to properly present bad news to your boss;

Learn how to find the perfect employee;

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 observed similar features in the behavior of people 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 to 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

Attention! The results are not saved, copy them to a text file or take a screenshot as a picture

D ominance: 0

I influence: 0

S tediness: 0

C compliance: 0

It was not possible to determine reliably the leading style of behavior. A possible reason for this is that the respondent is now in a state of stress, extreme tension or a transitional period in his life, when roles change very significantly. Or the answers were given "at random". It is recommended that you return to this testing at a later date, or to order commercially updated testing from us.

You are the Organizer (D-high)

Persuasive, demanding and determined, this personality type tends to be independent. The organizers are far-sighted, progressive and confidently moving towards their goals. In most cases, they have a huge number of very diverse interests, are logical and insightful in solving problems. They often offer fantastic and unusual ideas. However, they often have trouble communicating with people and are often mistaken for cold, harsh, and arrogant people. They tend to be self-centered and have little sympathy, while being very self-critical if they fall short of the set bar. Sometimes they can do the impossible, surpass themselves, but routine work makes them impatient and dissatisfied. They do not tolerate control and are reluctant to perform secondary work. They prefer ever-changing environments, love anything unusual and adventurous. They want their authority to be recognized and like to settle primary, important tasks. They love new challenging tasks and move further towards their intended goals. They do not like slowness and to be considered too patronizing supportive people.

You are Mastermind (mixed D+I high)

Inspirers place a high value on results and interpersonal relationships. By nature, they are sympathetic individuals who perform tasks along with the rest of the employees. They do not like to work with details, but nevertheless they do such work well in order to achieve the intended goal. For inspirers, contacts and respect for other people are equally important. They are good where you need to make a decision, even if it is not particularly popular among the rest of the team. Appreciate public recognition and popularity. Sometimes they are too optimistic about the success of other people. Inspirers are positive, they are good interlocutors. What distinguishes them from other personality types is their dynamism and enthusiasm, some may find them too reckless and careless. Inspirers need a variety of activities and teamwork. They love tasks that require mobility and give them the opportunity to travel. They can easily become workaholics.

You are the Promoter (I-high)

Promoters are extroverted, sociable and seek friendly environments where they can make and maintain contacts. They are able to inspire another person to complete a task. They communicate with a huge number of people, which is fundamental for the successful conduct of their activities. Easily end friendships, but rarely quarrel with anyone seriously. Optimistically inclined, they are often prone to erroneous assessment of their own and other people's abilities. They usually see the good in any person and in any situation. Often promoters jump to conclusions and make hasty decisions without gathering all the necessary information. To other people, they often seem fickle. Strict adherence to the planned can be a very difficult task for them.

You are a Messenger (mixed I+S high)

Messengers are in most cases kind, sympathetic and accommodating people who, both in their profession and in private life, strive for positive relationships with their fellow men. They are demanding and solve problems in collective work with other people. They work well in a team, however, they are very susceptible to criticism, which they painfully experience. It is difficult for them to prove their authority if necessary. They find it difficult to make decisions without first discussing with others. By their nature, they are constant, which is often seen by others as slowness. They do not like stressful situations, they need time to get used to the changed circumstances. They value a stable environment where they can organize their work at their own pace.

You are a Companion (S-high)

Companions in most cases are helpful, nice and constant people who easily find a common language with others. Because of their reserved, controlled demeanor, they are considerate, patient, and always ready to help people they consider their friends. In their work team, they establish close ties with a small group of people. Their efforts are aimed at maintaining trust and stability. In their specialty they are the most efficient and successfully perform their work with remarkable consistency. They slowly get used to innovations, first they have to "digest" new information. Colleagues need help when it comes to meeting deadlines for completing work. They often put off work for a long time before completing it. If pressured, they can become stubborn and intractable, thereby disappointing superiors and colleagues.

You are the Coordinator (mixed S+C high)

Coordinators are addictive, objective, and have strict evaluation criteria. They are conscientious and meticulous people, act diplomatically and sincerely. They are precise and disciplined, self-critical and demand a lot from themselves. It is difficult for them to make decisions if they do not have information about all the facts and details. Some consider the facilitator to be a critical thinker who is reserved about innovation and innovation. They rarely say what they think or feel. They would like to work in an established, familiar team. Coordinators do not like either stressful situations or chaos; they are family oriented. They surround themselves with people who are like them. Adhere to the system and instructions. Characteristics are patience and perseverance. They work systematically. Loyal. It is important for them that they are not used.

You are an Analyst (C-high)

Analysts are precise, careful and disciplined. Often they have good analytical skills, objective information is of great importance for them, which they use to make decisions. They think objectively, combining the facts they have with their intuition. They prefer people who, like themselves, work effectively in a peaceful and calm environment and do not show their feelings too much. Analysts are always looking for the right solution and often avoid making decisions on their own. It can be difficult for them to admit they are wrong. It is difficult to part with the past. They analyze the situation well and act both practical and intuitive at the same time. Often they are seen as impregnable, cold and indifferent people.

Performer (mixed C+D high)

Performers can have both an analytical mindset and a creative nature or abstract thinking. Their competitive drive to get things done is often hindered by excessive perfectionism. Naturally quick-thinking, quick-witted, they often procrastinate because they want to try every possible solution to a problem. They need a boss who is understanding and with whom they can compare themselves. Performers need free space for research and the opportunity to check their results. They enjoy solving problems. They tend to get angry if they are wrong and stubbornly continue to fight over the problem until a solution comes to their mind. Others may consider them closed and cold. They may react authoritatively if their hard work is not appreciated. Their tendency to be self-centered may seem presumptuous.