Typology of people DISC: what to say to people if you need something from them August 30th, 2016

And now a little bit about interaction with other people.
Six months ago I got acquainted with the DISC typology, which divides people by color into red, yellow, green and blue.

• D - Dominance. Dominance: how does a person respond to problems and challenges? Or "solver".


• I - Influence. Influence: how does a person interact, influence others? Or "visionary".


• S - Steadiness. Persistence: how does a person respond to change? Or "communicator".


• C - Compliance. Compliance: how does a person follow the rules? Or "analyst".

If you're wondering who you are, take the quiz below. They are taken from the Stratoplane, as is most of the description. Thank them very much for this!

Test 1

This table must be traversed from left to right, each time choosing the desired branch. As a result, you should get a number. We find this number in the figure below.

And now a little patience. Remember the color and try the second test.

Test 2
Test link: http://www.stratoplan.ru/disc/ http://www.stratoplan.ru/disc/
The result of the test will be a list of numbers. Something like : D:-6, I:8, S:0, C:-2 (by the way, these are my indicators a year ago). The example shows that I have expressed I (yellow), then there is a green S, but it is not even positive. That's why I'm just yellow.

Results and with what it is
And now to the results.
The main goal of the whole typology is to understand how the other person thinks, and tune in to his wave if you need to agree with him.

Below is a list of the strengths and weaknesses of different colors according to the DISC typology (thanks, Stratoplan).
There are mixtures of two or three neighboring colors. No one has 4 colors at the same time, like Adizes with his types of leaders.

The situation, for example, we need to buy new chairs for the office.

• D - red. These are actions, power. Action people. They need to say not "We need to buy new chairs so that people are comfortable," but "I have already looked after, tested - what you need! I made an order, sign it." They should not be loaded with numbers (with this - to the blue). Red motto: "Go! Go! Go!"


• I - yellow. Vision / vision, emotionality. Skillful inspirers and inadvertently manipulators. They inspire people and are easily inspired by the words "Just imagine." You need to go to the yellow one with a beautiful story "Just imagine ....". Yellowy will quickly imagine everything in his head.


• S- blue. This is a prudent mind, scrupulousness. Such themselves the right lawyers, accountants. Give them the facts. We go to the blue one with numbers and research. "Chairs cost so much, the efficiency of work from them will increase by so much."


• C- green. This is humanity, communication, support. We go to green with a story about how people will feel good, how we will help them, and how grateful they will be to us, how this will affect the aura of the company.

Once at a conference, I was sitting at a table with a colleague and I was talking about this typology. A neighbor joined us and told us about how he happened to attend a training for representatives of consulting services. Everyone in the hall turned out to be blue, except for him and his colleague. Even the coach was surprised when he asked what they were doing here :-) It turned out that they were just from the management :-)

By the way, I did some research in my company. So, I am yellow, the programmer is yellow, the designer is green, the coder is green-blue. And the director is red with blue or yellow :) They captured everyone, but there are more yellow ones.

How about in your company?

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Not so long ago, in one of the issues of our magazine, we considered four communication styles: “conductor”, “inspired”, “friendly”, “analytical”*. I wonder where they came from? Then we hasten to please you - in this article we will talk about another behavioral model, codenamed DISC!

From this article you will learn:

• what is the behavioral model DISC
• how HR can apply the DISC typology in practice
• general characteristics of DISC types
• Is it possible to diagnose intellectual activity using the DISC model

DISC is a model of individual differences, basic motivators and behavioral characteristics of people. This model can be considered universal for use in commercial companies, it was created specifically to facilitate business interpersonal communication.

The DISC model is easy to learn and can be effectively used without having a special psychological education, in contrast to the popular, but rather difficult to interpret, MBTI personality typology.

Dive into theory...

Wu Marston built his behavioral model based on two criteria:

• how a person perceives the world in which he acts (as favorable or hostile);
• how a person acts or reacts in specific situations (active or reactive).

For a more detailed explanation, see the video:

Depending on personal characteristics, each person chooses his own strategy of existence and survival (Fig.):

• DOMINANCE (Dominance)
• INFLUENCE (Influence)
• STEADINESS (Stability)
• COMPLIANCE (Adaptiveness)

Our reference

History and goals of DISC

The first variants of the four-factor model of behavior appeared in the 4th century BC. e. Hippocrates, observing the similarities and differences in the behavior of people, identified four different types of behavior:

1. Guards need to belong to a group;

2. Artisans tend to be free and varied;

3. Idealists strive for individuality and significance;

4. Rationalists gravitate toward competence and knowledge.

But still, the progenitor of modern behavioral typologies is considered to be the theorist of psychology, Carl Jung. In his work “Psychological Types” (1921), he identified eight types of personality based on two attitudes (extraversion or introversion) and types of orientation from the four fundamental functions of the psyche (thinking, feeling , sensations and intuitions).

In practice, it is rather difficult to demonstrate ex-traverted and introverted attitudes as such in a "pure form", but a person's belonging to one type or another becomes more obvious only in connection with one of the above four functions.

As a rule, these four functions are developed differently in a person, one or another function is more developed. Jung called it the leading, or primary, dominant.

Our reference

Behavior is the manner in which a person acts or does not act. Behavior, unlike the psyche, is available for direct observation.

It should be noted that all people at certain moments of life and under certain circumstances can use all four models of behavior to one degree or another. It's just that one model of behavior (“basic emotion”) manifests itself most clearly in an individual, dominates.

Why do we, the personnel officers, need this?

A perfectly reasonable question. All this knowledge can be useful, for example, when conducting an interview with a candidate, which, in general, is the main task of the company's HR department. Knowing the characteristics of people's behavior, you can conduct a rapid assessment and determine whether this candidate is “your” or “not yours”? That is, does it meet the requirements of the company? Will it fit into your corporate culture? Will he be able to find a common language with his immediate supervisor? Will other team members accept him?

Or another example. You are called to the "carpet". The success of a "hopeless" case depends on the ability to negotiate. Is your boss self-centered, ambitious and self-sufficient, does not like long speeches (type D)? Be specific with him, get straight to the point. And if the boss is informal (type I), you should not be dry and brief. It is quite possible to discuss and “dream” with him about the future of the company, however, you will not know the exact dates for the realization of this very “dream” from him.

And what about co-workers? When you know a lot about the people (their behavior patterns) you work with, you will be able to deal effectively with a range of work issues. You can easily find a common language with both a pedantic accountant and a reckless sales manager. Moreover, this information will help you easily take care of staff satisfaction. And then work will cease to be a "battlefield" for you.

General characteristics of DISC types

Let's look at each type separately. What traits are inherent in individuals with a particular type of behavior?

Behavioral type D (Dominance). Its carriers prefer complex tasks and ambitious goals. They have a strong character. Egocentric, ambitious and self-sufficient. Strive for recognition. Ready to try themselves in different areas, constantly looking for new opportunities. They have significant internal resources and quick adaptability to various situations. In relation to others, they are straightforward, positive, openly express their opinions, and are often harsh.

Owners of this type demonstrate positive behavior in a competitive, hostile situation. Strive to achieve results despite the opposition of the environment.

Behavioral type I (Influence). Optimistic, open, friendly. They have a high degree of influence, they are able to convince others. Maintain acquaintance with a wide range of people. They are contradictory and impulsive. Take care of your physical form and appearance. Strive to be popular.

IT IS FORBIDDEN!

Using the DISC model, diagnose the intellectual activity and personal qualities of an individual. It defines only a model of human behavior - how it reacts to the influence of the external environment

Positive in favorable and friendly situations. Influence others to get the desired response.

Behavioral type S (Stability). Carriers of this type are distinguished by responsibility in their work. Restrained and patient. Be wary of change.

They are tied to their working group, "old" clients, established professional conditions and traditions. Work well in a team and can coordinate their efforts with those of others in terms of pace and distribution of work. Passive in favorable situations. Stable in completing tasks to maintain the status quo.

Behavioral type C (Adaptiveness). Cautious, conservative, non-conflict. Demonstrate a good sense of timing and pragmatism. Good analysts. Strive for stability and orderliness, tend to follow procedures in both personal and professional life. With care and attention to detail.

They are distinguished by passive, adaptive behavior in an antagonistic environment. Operate to high standards to avoid problems and mistakes.

Mixed Behaviors

In real life, we encounter people in whose behavior the two behavioral types of DISC can manifest themselves almost equally strongly.

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

Let's take a closer look at some types:

Behavioral type DI-ID. They know how to achieve results in negotiations, to convince other people that they are right. They feel 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.

Behavioral type SC-CS. Such people are usually reliable and diligent when performing tasks. They think for a long time before making a decision or agreeing, but they can be relied upon. They combine the ability to critically analyze and the ability to cooperate with other people. Most of all, they are motivated by the desire to do everything right and maintain a harmonious atmosphere. They are not very flexible and not very ambitious. In stressful situations, they withdraw into themselves and suffer from the question "What if ...".

Practice assessing behavior with people you already know (friends, colleagues, management), then in practice it will be easier to assess how your arguments and assumptions are correct.

Behavioral type DC-CD. These people tend to be aggressive, striving to achieve excellence in everything they do. They feel most comfortable in rapidly changing, unstable and unpredictable conditions. They have a talent for critical appraisal. 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. In stressful situations - unreasonably picky.

Effective communication

If, when communicating with a colleague, you try to act in accordance with his style of behavior, then he will open the “doors of communication” for you.

Therefore, knowing which behavior patterns of your colleagues dominate, with the help of simple tricks, you can easily establish successful communications with them.

Behavioral type D “Good afternoon, Oleg Evgenievich. I spoke with Mary yesterday. She told me about your successful deal. Accept my congratulations, few people manage to do this. Tell me, what did you press on there? Share your experience...

Behavioral type I “Hi, Va-DimKA. What an unusual mobile phone you have! Oh, new model? What an original design. It's amazing how you manage to keep track of the release of new products ?!

Behavioral type S “Hello, Marfa Andreevna. How calm and comfortable you are!”

Behavioral type C “Izolda Pavlovna, good morning. Thank you for taking the time for me. By the way, remember yesterday you said that you could not solve the problem of leadership? So I know where you can find the answer - in the "Electronic system of personnel officer". Would you like me to send you a link?

We hope that professional perseverance and attention to detail will help you in studying the DISC model. After practicing for a week or two, you will already be able to diagnose the behavioral type of the interlocutor within 10-12 minutes of communication and accurately select the tools of influence that are most suitable for a certain type of people.

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.

Author about himself : "I have been working for SLG Thomas International with the Thomas System HR tool for more than 5 years. I am engaged in technical support for clients, as well as translating program components into Russian. My articles are based on practical experience and real problems that are faced daily our clients."

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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