The DiSC model was based on research conducted by Dr. William Moulton Marston in 1928 while he was writing the book The Emotions of Normal People. Marston’s subsequent emotional and behavioral theories were inspired by the work of Swiss psychiatrist Carl Jung.
Aspect
Description
Definition
The DiSC Model is a psychological theory and assessment tool designed to understand and measure human behavior, particularly in a workplace or organizational context. It categorizes individuals into four primary personality styles: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C).
Development
The DiSC Model was developed by psychologist William Moulton Marston in the 1920s, and it has since evolved and gained popularity as a tool for self-awareness, team building, and leadership development. It was further refined by John Geier in the 1970s.
Key Concepts
– Dominance (D): Individuals with a dominant style tend to be assertive, results-oriented, and focused on achieving goals. – Influence (I): People with an influence style are sociable, persuasive, and enjoy working with others. – Steadiness (S): Steadiness style individuals are patient, cooperative, and value stability. – Conscientiousness (C): Those with a conscientiousness style are analytical, detail-oriented, and focused on quality and accuracy.
Assessment Tool
The DiSC assessment typically involves a questionnaire or survey that respondents complete to determine their primary and secondary DiSC styles. The assessment provides insights into an individual’s behavioral preferences, communication style, and tendencies in different situations.
DiSC Profiles
– D-Style (Dominance): D-styles are often seen as assertive, direct, and goal-oriented. They excel in leadership roles and enjoy challenges. – I-Style (Influence): I-styles are outgoing, enthusiastic, and skilled at building relationships. They thrive in roles involving teamwork and communication. – S-Style (Steadiness): S-styles are known for their patience, reliability, and ability to maintain stability. They excel in support roles and value cooperation. – C-Style (Conscientiousness): C-styles are detail-oriented, analytical, and highly organized. They excel in roles that require precision and accuracy.
Understanding
The DiSC Model helps individuals and teams better understand their behavioral tendencies, preferences, and communication styles. It provides insights into how people approach tasks, interact with others, and handle challenges. It emphasizes self-awareness and adaptability.
Implications
– Improved Communication: Understanding DiSC styles enhances communication by allowing individuals to tailor their messages to the preferences of others. – Enhanced Team Dynamics: DiSC promotes effective collaboration by recognizing and valuing diverse styles within teams. – Leadership Development: DiSC can inform leadership development programs by helping leaders adapt their styles to different situations and team members.
Benefits
– Enhanced Self-Awareness: DiSC assessments promote self-awareness, helping individuals recognize their strengths and areas for growth. – Conflict Resolution: DiSC aids in resolving conflicts by providing strategies to navigate differences in styles. – Team Productivity: Teams that understand DiSC styles can leverage individual strengths, leading to improved productivity.
Drawbacks
– Simplification: Critics argue that the DiSC Model oversimplifies complex human behavior and may not capture the full depth of individual personality. – Validity Concerns: Some question the scientific validity and reliability of the DiSC assessment. – Stereotyping: There is a risk of stereotyping individuals based on their DiSC style, which can lead to misunderstandings.
Applications
– Workplace Training: DiSC is widely used in workplace training programs, including leadership development, conflict resolution, and team building. – Recruitment: Some organizations incorporate DiSC assessments into their recruitment processes to assess cultural fit and team dynamics. – Personal Development: Individuals use DiSC for personal growth, improving relationships, and career planning.
Examples
– A manager with a dominant (D) style may benefit from adapting their communication approach when working with team members who have influence (I) or steadiness (S) styles. – A sales team that understands DiSC styles can tailor their sales pitches to better resonate with different customer profiles. – During a team-building workshop, team members discuss their DiSC profiles and explore how they can collaborate more effectively based on their styles.
The DiSC model is a tool used to measure one’s personality and behavioral style.
The first self-assessment tool based on Marston’s research was developed in 1956 by industrial psychologist Walter Clarke.
The tool, which measured one’s natural (unconscious) and adjusted (conscious) behavioral style, ultimately morphed into the DiSC model itself.
The DiSC model is practical and simple to understand and implement. For this reason, it is a popular choice with employees who want to improve how they respond to difficult situations as well as rules and procedures.
The model also clarifies how individuals like to influence others and their preferred pace.
The two basic behavioral drivers of the DiSC model
While not part of Marston’s initial research, it is widely accepted that two motivators drive individual behavior:
Motor drive (pace drive) – motor drive is the pace at which individuals prefer to operate. Extraverted people tend to move fast, talk fast, decide fast, and may be impatient. Introverted people speak and move more slowly and employ a cautious and deliberate approach. They tend to think before speaking or acting.
Compass drive (priority drive) – compass drive describes whether someone is task-oriented or people-oriented. Task-oriented individuals focus on data, logic, and projects, while people-oriented individuals are interested in experiences, relationships, interactions, and feelings.
Note that these motivators are not absolutes, with most individuals embodying both types of drivers to varying degrees.
The four components of the DiSC model
Marston distilled his work into four distinct personality styles which comprise the DiSC acronym.
The lowercase “i” is used to differentiate the official trademark held by John Wiley & Sons, Inc., from other interpretations of the model.
With that said, the four personality styles are:
Dominance (D) – confident, demanding, outspoken, and sometimes brutally honest. These individuals are results-oriented and holistic thinkers.
Influence (i) – open, trusting, enthusiastic, and energetic. These individuals like to influence or persuade others.
Steadiness (S) – cooperation, dependability, patience, sincerity, and loyalty. These individuals are cool, calm, and collected and do not like to be rushed.
Conscientiousness (C) – quality, accuracy, competency, and expertise. These individuals are detail-oriented, fear being wrong, and enjoy their independence.
No style is more desirable than the others and, like the two motivators we outlined above, individuals will exhibit a mix of all four styles in their lives.
Instead, the DiSC model clarifies one’s comfort zone – or the style they tend to gravitate toward the most.
Based on this information, the individual can understand their tendencies or preferences and adjust their behavior to relate to others more effectively.
Key takeaways:
The DiSC model is a tool used to measure one’s personality and behavioral style. The first iteration of the model was released in 1956 and based on research conducted by William Moulton Marston 28 years earlier.
There are two main drivers of behavior. The first is motor drive, which describes the preferred pace at which one likes to operate. The second driver, compass drive, pertains to whether one focuses on logic and data or people, feelings, and relationships.
Marston distilled his work into four distinct personality styles which comprise the DiSC acronym. These include dominance, influence, steadiness, and conscientiousness. No style is more desirable than the others and most will embody all four over their lives.
Key Highlights:
Origins of the DiSC Model: The DiSC model was developed based on research conducted by Dr. William Moulton Marston in 1928 while working on his book “The Emotions of Normal People.” Marston’s theories were influenced by Swiss psychiatrist Carl Jung’s work.
Purpose of the DiSC Model: The DiSC model is a tool used to assess personality and behavioral styles. It helps individuals understand themselves and their preferences, improving their responses to various situations, rules, and procedures.
Development and Evolution: The first self-assessment tool stemming from Marston’s research was created in 1956 by industrial psychologist Walter Clarke. This assessment measured natural and adjusted behavioral styles, leading to the development of the DiSC model.
Practicality and Popularity: The DiSC model is known for its practicality and ease of implementation. It helps individuals enhance workplace productivity, teamwork, and communication. Over a million people take the self-assessment each year.
Two Basic Behavioral Drivers:
Motor Drive (Pace Drive): Refers to the preferred operating pace. Extraverted individuals tend to be fast-paced and decisive, while introverted individuals are slower and deliberate.
Compass Drive (Priority Drive): Describes whether someone is task-oriented or people-oriented. Task-oriented individuals focus on logic and projects, while people-oriented individuals value relationships and interactions.
Four Components of the DiSC Model: Marston’s work led to the identification of four distinct personality styles represented by the DiSC acronym:
Dominance (D): Confident, results-oriented, and holistic thinkers.
Influence (i): Open, enthusiastic, and focused on influencing others.
Steadiness (S): Cooperative, patient, and dependable, valuing stability.
Conscientiousness (C): Detail-oriented, quality-focused, and independent.
Balanced Personality Styles: No single style is better than the others. Individuals exhibit a mix of all four styles, and the DiSC model helps individuals identify their comfort zones and adjust their behavior for effective interactions.
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Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.
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Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).
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The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
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