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An introduction to

DISC Behavioural Modelling

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The ori ins of DISC behavioural modellin can be traced back to the work of Hippocrates, known today as the father of modern medicine.

In 460BC he identified four styles of behaviour, based on his experiences with his patients, which he called the four humours:

These were: Choleric , Sanguine , Phlegmatic and Melancholic .

n , am ars on rev s e ppocra es wor as par o s s u es n o uman behaviour, and developed much of the behavioural theory which makes up DISC today.

In

the

process,

he

renamed

Hippocrates

humours

as:, , .Inducement and Submission are today called Influence and Steadiness , respectively.

1 ,

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con nue

na y, n t e s, an automate met o or

profiling

emerged.

. . Columbia University developed the first questionnaire which, when completed and scored,

could

be

used

to

produce

a

DISC

pro e.

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con nue

, .

Computer

based

profiling

systems

made

DISC

profiling

quicker

and

cheaper,

and

for the first time DISC became an affordable ro osition for man businesses.

With the subsequent advent of the internet the process has become even simpler, with DISC

This has meant that businesses, with the assistance of accredited DISC interpreters, have been able to a l DISC across a ran e of da to day activities.

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DISC is a met o or escri ing ow peop e e ave.

DISC is founded on the idea that all people exhibit the same four styles of behaviour in varying degrees. The four styles are:

When we use DISC to describe a person, we produce something called a profile .

A profile includes information which tells us how strongly a person exhibits each of the four typical styles. By looking at this information, we get a picture of that persons overall behaviour.

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The basics of DISC continued

The information in a profile is typically represented using a graph, which .

A

DISC

graph

usually

resembles

the

one

below.

The four squares represent the four DISC styles. The vertical position of the squares depends on how strongly the person being profiled exhibits

those styles.

In this example, the person exhibits the Dominance style most strongly, but exhibits very little of the Compliance style.

Notice that theres also a grey line joining the squares. This line helps us to visualise the profile.

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ominance describes people who like making decisions for themselves and others.

nfluence describes people who like socialising and leading others through persuasion.

.

ompliance describes people who like detail and seeing a plan through to completion.

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What might not be obvious is that the four styles are actually related to each other. The chart below shows how.

P

e o p l e

o r i e n

t e d power peopleominance nfluence

i e n t e d

T a s

k

pacepolicy

ompliance teadiness

Passive

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Its important to remember that DISC doesnt measure your

intelligence,

education

or

skill.

respond to your environment, and it can help you to change the way that you behave in certain situations. This makes the insights

powerful tool.

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Understand yourself and your own behaviour Understand your team and how to get the best from

them Recognise who youre interacting with, and how to

Improve your communication skills and the

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S ort istingDISC profiles can help you identify those candidates whose behaviour closely fits the sort of person you are looking for.

InterviewingDISC profiling can be used as a foundation to develop questions to be used at an interview to explore the persons behavioural fit to the role.

Assessment

Employment

complement the assessment process. By exploring the individuals behavioural fit to the job and performance on the job, desirable

,

used in a range of applications, such as assessing suitability for a team, and identifying any training requirements.

together with appropriate training.

Aside from identifying an employees training requirements, DISC profiling can be used as a building block in a wide range of training such

By understanding the individuals behavioural style, we can match his or her suitability to other roles, such as moving into a management

as Sa es an Customer Serv ce tra n ng an

Team Skills Building.

pos t on or to a erent unct on or examp e,

from Sales to Customer Service.

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There are two key areas to consider in relation

to ob fit:

1. Does t e person ave t e require s i an expertise to perform the job?

. s e person e av oura y su e o e o

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For

more

information

Phone +61 2 9659 3431

Fax +61 2 9659 3436

Email info@cor orate lus.com.au

Browse www.corporateplus.com.au

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