disc self assessment tool

10
Name Date Response Focus ---- I To order, or for more information, please contact your Inscape Publishing Authorized Distributor: Center for Internal Change, Inc. Jahn C Goodman, MSOD. MSW Inscape Publishing Consultant & Distributor 6 N. Pine Street Mount Praspect. IL60056 Toll-free in US:(877) 347-2665 or (847) 259-0005 Fax: (312) 873-3868 [email protected] Visit: www.internalchange.com Center for Internal Change In<. inscape .YPUbliShing authorized distributor

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Page 1: DiSC self assessment tool

Name Date Response Focus----I

To order, or for more information, please contact yourInscape Publishing Authorized Distributor:

Center for Internal Change, Inc.Jahn C Goodman, MSOD. MSWInscape Publishing Consultant & Distributor6 N. Pine Street Mount Praspect. IL60056Toll-free in US:(877) 347-2665 or (847) 259-0005Fax: (312) 873-3868 [email protected]: www.internalchange.com

Centerfor InternalChange

In<.

inscape .YPUbliShingauthorized distributor

Page 2: DiSC self assessment tool

Response Page InstructionsDiSCIIIl Classic focus:

DiSC''' Classic

Choose one MOST and one LEASTin each of the 28 groups of words.{See instructionson page 3} o Responding

MOST LEAST MOST LEAST MOST LEAST

enthusiastic 10 brave DO 19 aggressive A. Study the first group of four words on page 2 whilethinking about yourself in your selected setting or focus.

daring inspiring DO extroverted

diplomatic submissive DO amiable B. Select only one woed that MOST describes you.

satisfied timid DO fearfulUse a coin or other smooth metal object to gently rubthe rectangle after that word in the MOST column.

2 cautious DO 11 reserved 20 confident DO A symbol will appear. See Example 1.

determined DO obliging sympathetic DO C. Select only one word that LEAST describes you.convincing DO strong-willed impartial DO Use a coin or other smooth metal object to gently rub

the rectangle after that word in the LEAST column.good-natured DO cheerful assertive DO A symbol will appear.

3 friendly 12 stimulating DO 21 well-disciplined D. Use the same procedure to respond to the remainingaccurate kind DO generous groups of descriptive words.outspoken perceptive DO animated

REMEMBER: Select only one MOST and one LEASTcalm independent DO persistent choice for each group.

4 talkative DO 13 competitive 22 impulsive DOcontrolled DO considerate introverted DOconventional DO joyful forceful DO EXAMPLE 1decisive DO private easygoing DO The individual responding tends to be MOSTenthusiastic

5and LEASTsatisfied in hisor her selected setting.

adventurous 14 fussy DO 23 good mixerMOST LEAST

insightful obedient DO refined enthusiastic 000outgoing firm DO vigorous daring DOmoderate playful DO lenient diplomatic DO, gentle DO 15 attractive 24 captivating DO satisfied D~persuasive DO introspective contented DOhumble DO stubborn demanding DOoriginal DO predictable compliant DO f} Counting and Recording

7 expressive 16 logical DO 25 argumentative A. Tear out the perforated area in the lower right corner

conscientious bold DO systematicof this page to reveal the Tally Box on page 5.

dominant loyal DO cooperative B. MOST Choices:responsive charming DO light-hearted

Total the number of Zs in the three MOST columnson page 2. Write this total over the Z symbol in the

8 poised DO 17 sociable 26 jovial DO MOST column of the Tally Box.observant DO patient precise DO Use the same procedure to count and record the othermodest DO self-reliant direct DO symbols .... * N in the MOST columns.

impatient DO soft-spoken even-tempered DO C. LEAST Choices:9 tactful 18 willing DO Total the number of Zs in the three LEAST columns

27 restless on page 2. Write this total over the Z symbol in theagreeable eager DO neighborly LEAST column of the Tally Box.magnetic thorough DO appealing Use the same procedure to count and record the otherinsistent high-spirited DO careful symbols ..... * N in the LEAST columns.

28 respectful DO D. Check the accuracy by adding the MOST andLEAST columns of the Tally Box. Each column should

pioneering DO total2S. If not, check your tally and symbol counts.optimistic DO

© 2001 by Inscope Publi,hing.lnc. All righls reseveo. helpful DOReproductioo in any form, in whole orin port. Isprohibited. Il:l ?Om h" I"" ..,.,,.,,,p, ,hli<hi.......,...,.. All n,.,ht, rA<"'''''''''''''

@) Determining the DifferenceA. Determine the difference between the MOST and

LEAST columns for each row of the Tally Box.Enter these numbers in the DIFFERENCE column.

B. Use a plus (+) sign if the number in the MOSTcolumn is greater than the number in the LEASTcolumn. See Example 2.

Use a minus (-) sign if the number in the MOSTcolumn is less than the number in the LEAST column.

C. Turn to page 4.

EXAMPLE 2 TALLY BOX

- +11DO NOT

,'~'-'-'---'-'-'-'---'-'-----'-------------'-----------,_._._._.- -'_._._-_._._-_._._._,_._-_.~._,_.-! Pe,forotion' Perforotion • Perforotion • Perforation' Perfo'''ll''n • Perfomtion • Perfor"tion • Perl, ., 0, 0

i'""i ~o! '::, .~~igi es,

j

Lift and Tearon Perforation

to RevealTALLY BOX

on Page 5

Page 3: DiSC self assessment tool

InstructionsDiSCIlt Classic

o PlottingA. Use the numbers from the MOST column of the Tally Box to plot GRAPH] on page 5,

See Example 3.

Plot the Z number on the D line.

Plot the. number on the i line,

Plot the'" number on the S line.

Plot the * number on the Cline.

Estimate the plotting point if aspshown on the graph. Do not plot

B. Use the numbers from the LEASTTally Box to plot Graph II.

ecific number is notthe N number.

column of the

RENCE column of theC. Use the numbers from the DIFFETally Box to plot Graph III. Note the + and - signson Graph III.

@2001 by lnsccpe Publishing, Inc. All rights reserved,

EXAMPLE 3 __ ...... >... ...-",70>; GRAf H I w •• -'

v za12 12J!. II

If 10e ,

) 1 ~ __

ro

o

GraphsDiSC" Classic

GRAPH I

,

,

,c

11 ~ __

,s

•""5"a,o

z z,c

1 -'-

GRAPH II

e

,,

c,za•5"--

,-.?-

a

es

- ~",--

to •1-+-~,,~'f~.['--145-=->--" ,ra ,

" "--\'- ----- ---9- -.-- --Ii·10 13

rc

.~"~"~"g".o Interpretation

A. Circle the peakts) of the four plotting points in Graph III.See Example 4. If two plotting points are equally high,circle both points.

B. Identify the behavioral tendency for each plotting pointcircled. Each scale is labeled D, i, S, or C at the top ofthe graph. The example shows a high point on the C scalefollowed by a secondary high point on the S scale.

C. Turn to page 6.

GRAPH III

I'IT£NSITY+27 +28 +26 +24

+14 +18+9 +9+6 +8 +12 +6--+-5 - _ .....-- _. _. - - - - - --

+7 +11 +5f~ +10 +4

+6._ ..Q._--- __-J:_~__ +3

- I '+'5"----- +8 +2-2 +4 +7 + I-3 0-4 +3 +6~._- --cr-----5 +2 +5-6 + I +4 -2-7 +3

~ "0---- _._~-------8 +2 -3-9 - I + I -4-10 0-II -2 -5

- - - - -- - - -- ··'::r-··'· , .._ .._ ..- --:t;-12 -1-13 -4 -2 -7-3-14 -5 -4 -8---------- --:6----·- - ..- - - - -, _. --._if-----15 -5-16 -8 -7 -II-27 -26 -27 -26• ~ I I III• ... .

o,,a...~..

TALLY BOX

--EXAMPLE 4

t --., .,;J '.~.. --'- HIGHER., -,,\ ro -, PLaniNG-. POINTS.n.. ._~ '-~--, ;.-.--- -. -,

I, -, -, -, -, -• ., •- ..,

I * * --LOWER

PLOnlNGPOINTS

N DONaTt N - COMPUTE

Cl2001 by Inscope Publishing, Inc. All riqhts reserved.

Page 4: DiSC self assessment tool

Guidelines for InterpretationDiSCI!>Classic

General HighlightsDiSCI!>Classic

The purpose of DiSa- Classic is to help you understand yourself and others. The profile provides a framework for looking at human behaviorwhile increasing your knowledge of your unique behavioral pattern. The goal of this practical approach is to help you create an environment thatwill ensure your success. At the same time, you will gain an appreciation for the different motivational environments required by other behavioralstyles. The three interpretation stages, which progress from general to specific, will help you master the DiSC Dimensions of Behavior approachfor understanding people. The following summary table identifies the basis for the interpretation and its content and also offers suggestions forusing each interpretation stage.

BA.SIS OF INTERPRETATION

General HighlightsSTAGE I (poge7{

Based on your highestplotting pomus) onGRAPH Ill.

DimensionalIntensity IndexSTAGE II {pog.'!

Based on the exactplacement of yourplotting potnrts) on theD, i, 5, and C scales.

Classical ProfilePatternsSTAGE III (page 9-19)

Based on the pattern of yourhigh and low plotting pointson all four DiSC Dimensionsof Behavior.

Behavioral patterns, deter-mined by the shape of yourprofile graph, provide anintegrated interpretation ofyour behavioral style. EachClassical Pattern describesthe behavior of people with aspecific blend of the fourDiSC behavioral styles, ordimensions. This descriptionreflects the complexity andsubtlety of behavior.

Fifteen Classical Patternsand three special patternsare presented.

INTERPRETIVECONTENT

The content provides an understanding ofthe D, i, S, and C Dimensions of Behavior.The interpretation contains general high-lights and includes the following:

Description

1. The individual's behavioral tendencies

2. The individual's desired environment

Action Plan

1. What the individual needs from others

2. What the individual needs in order to bemore effective

The index considers each DiSC Dimensionof Behavior separately. The words thatare revealed reflect the intensity of yourtendencies in each dimension.

Insights into your work behavior and thework behavior of others are summarized innine key areas under the following headings:

Emotions: your general demeanor

Goal: what you are most motivatedto obtain

Judges others by: how you evaluate others

Influences others by: how you affectothers' behavior

Value to the organization: how youcontribute

Overuses: how your strengths can becomelimitations

Under pressure: how you react to stressfulsituations

Fears: what causes you discomfort

Would increase effectiveness through:how to achieve maximum success

@2oo1 by 'nscoce Publishing. Inc. All right~ reserved,

Interpretation Stage I (See poge 6. Guidelines for Interpretation.)

DESCRIPTION

SUGGESTIONS FOR USE

-::JDOMINANCEEmphasis isonshaping theenvironmentby overcomingopposition toncccmplishresons.

1. Read the section indicated by yourhighest plotting potnrts) on Graph III.

2. Personalize the general interpretation by

• underlining the phrases that describeyou accurately;

• deleting the phrases that do not apply;

• substituting appropriate phrases fromother descriptions.

3. Read the other sections to understand aUof the DiSC Dimensions of Behavior. INFLUENCE

Emphasis isonshaping theenvironmentby influencingor persuadingothers.

Continue to personalize this more specificinterpretation. For each of the wordsappearing in the four columns:

• Use a '" to indicate agreement.

• Use an X to indicate disagreement.

• Use a ? to indicate doubt.

Continue to personalize your interpretation.Learn how your blend of DiSC behavioraltendencies combines into a comprehensivestyle.

For additional insights, discuss the interpre-tation with someone who knows you well.

Read the other Classical Profile Patternsto increase your appreciation of those withdifferent behavioral styles.

STEADINESSEmphasis is oncooperatingwith others'Withinexistingcircumstances tocarry out the tosk.

,

This person'stendencies include• getting immediate

results• causing action• accepting challenges• making quick decisions• questioning the

status quo• taking authority• managing trouble• solving problems

This person'stendencies include• contacting people• making a favorable

impression• being articulate• creating a motivating

environment• generating enthusiasm• entertaining people• viewing people and

situations with optimism• participating in a group

This person'stendencies include• performing in a

consistent, predictablemanner

• demonstrating patience• developing specialized skills• helping others• showing loyalty• being a good listener• calming excited people• creating a stable,

harmonious workenvironment

This person'stendencies include

CONSCIENTIOUSNESS• adhering to keyE h .. directives and standardsmp aSlsIS ..

,. • concentratrog on key detailsonwor Ing ..' {{, . • thinking analvtica y,c~n~clenhoUSIY weighing pros and cons~Ithln eXlsllng • being diplomatic with peoplecircumstances • using subtle or indirect10 ensure quailly approaches to conflictand accuracy, • checking for accuracy

• analyzing performancecritically

• using a systematic approachto situations or activities

This person desires anenvironment that includes• power and authority• prestige and challenge• opportunities for individual

accomplishments• a wide scope of operations• direct answers• opportunities for

advancement• freedom from controls

and supervision• many new and varied

activities

This person desires anenvironment that includes• popularity, social recognition• public recognition of ability• freedom of expression• group activities outside of job• democratic relationships• freedom from control

and detail• opportunities to verbalize

proposals• coaching and counseling• favorable working conditions

This person desires anenvironment that includes• maintenance of the status

quo unless given reasonsfor change

• predictable routines• credit for work accomplished• minimal work infringement

on home life• sincere appreciation• identification with a group• standard operating

procedures• minimal conflict

This person desires anenvironment that includes• clearly defined performance

expectations• values of quality and

accuracy• a reserved, business-like

atmosphere• opportunities to demonstrate

expertise• control over factors that

affect their performance• opportunities to ask "why"

questions• recognition for specific skills

and accomplishments•

ACTION PLAN

This person needsothers who• weigh pros and cons• calculate risks• use caution• create a predictable

environment• research facts• deliberate before

deciding• recognize the needs

of others

This person needsothers who• concentrate on the task• seek facts• speak direcrlv• respect sincerity• develop systematic

approaches• prefer to deal with

things instead of people• take a logical approach• demonstrate individual

follow-through

This person needsothers who• react quickly to

unexpected change• stretch toward the challenges

of accepted tasks• become involved in more

than one thing• are self-promoting• applv pressure on others• work comfortably in an

unpredictable environment• help to prioritize work• ate flexible in work

procedures

This person needsothers who• delegate important tasks• make quick decisions• use policies only as guidelines• compromise with the

opposition• state unpopular positions• initiate and facilitate

discussions• encourage teamwork

To be more effective,this person needs• to receive difficult

assignments• to understand that they

need people• to base techniques on

practical experience• to receive an occasional

shock• to identify with a group• to verbalize reasons for

conclusions• to be aware of existing

sanctions• to pace self and to relax more

To be more effective,this person needs• to control time, if D or S

is low• to make objective decisions• to use hands-on

management• to be more realistic

when appraising others• to make priorities and

deadlines• to be more firm with

others, if D is low

To be more effective,this person needs• to be conditioned prior

to change• to validate self-worth• to know how personal

effort contributes to thegroup effort

• to have colleagues ofsimilar competenceand sincerity

• to know task guidelines• to have creativity

encouraged

To be more effective,this person needs• to have time to plan carefully• to know exact job

descriptions and performanceobjectives

• to schedule performanceappraisals

• to receive specific feedbackon performance

• to respect people's personalworth as muchas their accomplishments

• to develop tolerancefor conflict

Cl2001 by inscape Publishinq, Inc. All,inht. ,"'."",,., ....

Page 5: DiSC self assessment tool

Dimensional Intensity IndexDiSC* Classic

Interpretatian Stage II

Finding and Interpreting Your Classical Profile PatternDiSC~ Classic

Interpretation Stage III

The second stage of interpretation considers each dimension separately. The index reflects the intensity ofyour tendencies on the Q i, S, and C scales. Use the procedure outlined below.

o Draw a horizontal line fromthe D plotting point to anumber in the shaded bar atthe left of GRAPH Ilionpage 5. See Example 5.

f} Use the identified numberfrom the graph's shaded barto locate the correspondingnumber in the shaded bat ofthe D column 011 this page.

t) Use a coin or other metalobject to rub the space tothe right of the number.(A word will appear.)

@ U28 281271

127I

2' 12'25'

,25

"24 124~23 123

22, f22'21

1 21~20 20,

-19'19,18 1'8

j

17j 17

16, I"15 151141 14

[iIJ \13 ~1312 1211 ~11,10, 109 I 9~81

8• I 77 ,,I,, I

5, I 54 I4,3 3'

2 I2

1,

1

11:12001by rnsccoe Publishing. Inc. All rights reserved.

e Then rub the three spacesbelow and the three spacesabove this reference point.For example, if the numberin the shaded bar is 8, rub5,6, 7, 8, 9, 10, and 11 for atotal of seven spaces.

If the number falls withinthe top or bottom threespaces, you will not rubseven spaces. For example,if the number is 26 you willrub the three spaces belowand the two spaces abovefor a total of five space-s.

Classical Profile Pattern InterpretationsClassical Patterns are based on the shape of the profile plottingpoints or the relationship of the four DiS~ dimensions toeach other. The profile shape is determined by the pattern ofboth high and low plotting points. The positional relationshipsamong the four plotting points could result in hundreds ofpatterns and would fill several volumes with the interpretations.

e Repeat the aboveprocedure for the i, 5,and C plotting points.

o Personalize yourinterpretation.

• Use a ,/ to indicateagreement.

"" -,--~-- ._~--, , ;;;--- -,I -. ., ,• ., c-..,..,

'I.

",.,. •." ,,-,,--- s :-,-- •, • , ,,, • •, -'¥-,

The DiSC Classic Classical Pattern interpretations representa more practical approach. The Classical Profile Patternsare those profile forms that occur most frequently in thepopulation. Each represents a significantly differentbehavioral style.

• Use an X to indicatedisagreement. Research subjects of each pattern were observed at work and

interviewed by professionals in order to discover and confirmthe rich, detailed insights summarized and published inthe Classical Pattern information in this profile. Althoughindividuals may have differences in their plotting points,if the shapes of their profile graphs are similar, they canhave the same Classical Pattern. Of course, there will beindividual differences in how that pattern is expressed.

• Use a ? to indicatedoubt.

EXAMPLESu ~'-----------,~~>---------<~~~ ~---------

I l ,-------+- -112'1 2"________ 25 25]---------

~-_-----_ 24J1i r24.-- ----.23 /23~,--------

_______ -.!22 , [22~------~F', 21'.---------

r ----jj20,1 ,201f- _

>--------"1' 19 I19!-l ________ -11'8 ,'8JI- _'~- ~ 17 17________ " 161r---------

; 11--------~---- __ _;; 15, 1511- _\- -I!'4 14,~ _

13 4 }-------- 13

11- _

--- ---i1'2, 112' ________ --1" "______ --1';101,--------" ~------

9{-i ------ __ 10.;- _

'il--------87',----------

I

Discussion and observation will help you to expand yourunderstanding of each Classical Profile Pattern.

Using Information from Graph IIIThe interpretation for Graph III provides a descriptionof how you see yourself. The graph summarizes andcombines two different ways of looking at yourself.Some people find that they are more comfortable whendescribing themselves by their MOST choices. Othersmay feel that they described themselves more accuratelyby their LEAST choices. And still others are equallycomfortable with both choice processes. The combinationof your responses to both choices (Graph Ill) providesthe most comprehensive picture of how you see yourself.

People occasionally find that either their MOST orLEAST responses were affected by social desirability. Inother words, they selected the words that fit their idea ofhow they should be in their selected environment ratherthan what was actually the most natural behavior forthem. Reading the interpretation of the Classical Patternfor your Graph 1II will help you to determine the mostaccurate description of your behavioral style.

8•7~,I 5.

4,3,

I2

I,

0

Using Information from Graph I and Graph IISome people find additional understanding of themselves bylooking at any differences between their responses to theirMOST and LEAST choices.

',~-------5 _

4 _

31i- _2,~ _

"-------~ ',"-- ---

How to Find Your Classical Profile Patterno The DiSC Classic graphs are divided into seven segments.

The segment numbers are located in the shaded columnon the right.

f) See Example 6

The D plotting point is in segment 2.

The iplotting poim is in segment 1. -\-,

The 5 plotting point is in segment 6. -\---1-,The C plotting point is in segment 7. -4---1---11- ..

EXAMPLE 6

., -,-, ._~.-'-5- ,:I -,__J!_ -,-;;--.j, ..• ..

.,-,

...~ '-~-,re '1• 7 " c

., ,+' - •...,·wu-'w·_-'.,

a••-;,-•

-< -8-:-, -- -- --:f-,

@Thece;u!t;ngnUmbe"J i·~2~~~v!~K~;~E~:~I1j~7;~N;·2:1~~T~7;"~·i

are written in the boxes below the graph.

o Example 6 segment number 2167 is listed in theClassical Profile Pattern Table (pages 1O~13) as aPerfectionist Pattern. Write this Classical Patternname in the box provided.

e Turn to page 5 and follow the above procedureto identify your patterns segments and name.

o See page 6, Stage III Guidelines for Interpretation.Then read your Classical Profile Pattern inrerprerationfs)to discover more about yourself. Interpretations are foundon pages 14 to 19 and are listed in alphabetical order.

"

«:l2001 ov rnscooe Publishlno.fnc. Ail rrohts reserved

Page 6: DiSC self assessment tool

Classical Profile Pattern Table Classical Profile Pattern TableDiSC'" Classic DiSC'" Classic

7777 7576--0vershifl 7374-Achiever lIn-Achiever 6667--Ov6f,hilt 6465-lnve,ligolor 6263-Achiever 5761-Gounselor ssss-o-eeun 5354-Achiever 5] 52-Achiever 4647-Approi,er7777--Overshiit 757S--Over,hift 7373-Achiever 71 71-Achiever 6666-0ver>hift 6464-Achiever 6262-Achiever 5757--Overshift 5555-0vef,hifl 5353-Achiever 51St-Achiever 4Mb-Appraiser7776-0vershift 7574-Achiever 7372-Achiever 7167-lnvelligolor 6665-0veflhift 6463-Achiever 6261-Achiever szss-ovesrsn 5554-11ghl 5352-Achiever 5147-ereotive 4645-Appraiser777 5-0vershift 7573--Achiever 7371-Achiever 7166--l,we,tigotor 6664--Jnspirotional 6462--Achiever 6257-1nvesligalor szss-ovesnn 5553--Coumelor 5351-Achiever 514b-Creolive 4644-Promoler7774-lnspiratianal 7572-Achiever 7367-inve,tigatar 7165-lnvestigota' 6663--lnspirolional 6461-Achieve, 6256-lnvesligator 5754-Persuoder 5552-Caumelor 5347--Crealive 5145-Creolive 4643-Promoter7773-ln,pirolional 7571-Achiever 7366-lnvestigator 7164-Achiever 6662-lnspiralional 6457-lnvestigotor 6255-lnvesligator 5753-Persuoder 5551-Coumelor 5346--Creotive 5144-0evelaper 4642-Promoler7772-lnspiralional 7567-overshift 7365-lnvestigatar 7163-Achiever 6661-lnspiralionol 64S6-lnveltlgotor 6254-Achiever 5752-Persuoder 5547-Appraiser saas-crecuve 5143-0evetoper 4641-Promoler7771-lnspirolional 7566-0vershift 7364-Achiever 7162-Achiever 6657-0vershilt 6455-lnvestigotor 6253-Achiever 5751--Persuoder 5546-Apprai,er 5344-Devetoper st-c-oeveecer 4637-Appwiser7767-0vershift 7565-0ve,shill 7363-Achieve, 7161-Achiever 6656-0vershitt 6454-Achiever 6252-Achiever 5747-Approiser S545-Appraiser 5343-0eveloper S\ 4 t-Developer 4636-Approiser7766-0ve"hift 7564-Achiever 7362-Achiever 7157-lnvestigator 6655-0vef5hil! 64S3-Achiever ezsr-Acnre-er 5746-Appraiser S544-Tight 5342-Developer Sl37-Creotive 4635-Appraiser7765-0vershilt 7563-Achiever 7361-Achlever 7156-Investigator 6654-lnspiratlonol 6452-Achiever sac-creon-e 5745-Approi,er 5543--lnspirotional 5341-Developer Sl36-Creative 4634--P,omater7764-lnspiratianol 7S62-Achiever 7357-lnve,tigotar 7155-lnvestigator 6653-lnspirationol 6451-Achlever saas-crecn-e 5744-Per,vader 5542-lmpirotional saaz-crecnve 5135-Creotlve 4633-P,omoter7763-lnspirotional 7561-Achiever 7356-lnve,tlgotor 7154-Achiever 6652-lnspiralional 6447-Creative szes-ctecnve 5743-Persvader 5541-lmpirationol saas-crecn-e 5134-Develope, 4632-Promoter7762-ln,pirolional 7557-0vershift 735S-lnvestigotor 7153--Achiever 6651-lnspiro lional 6446--Crealive 6244-Develope, 5742-Persvoder 5537-Apprai,er ssas-crecn-e S133-Developer 4631-Pfomoter7761-lmpiralionol 7556-0vershlft 73S4--Achiever 7152-Achiever 6647-Approi,er 6445-Creotive ezaa-oeveicoer 5741-Persvoder 5536-Apprai,er 5334-Developer auz-oeveiccer 4627-Appraiser7757-0vershift 7555-0vershifl 7353-Achiever 7lSi-Achiever 6646-Approiser 6444-Re,ull-0'iented 6242-Developer 5737-App,aiser 5535-Approlser 5333-Developer 5131-Develope, 4626-Approiser7756-0ver>hift 7554-Re,vlt-Oriented 7352-Achiever 7147-Creotive 6645-Appraiser 6443-Resutl-Orlented 6241-Developer 5736-ApPfaiser 5534-lnspirotional 5332-Develope' stzz-creonve 4625-Approiser775S-0veflhlft 7553~Result-Oriented 7351-Achiever 7146-Crealive 6644-ln,pirotionol 6442-Resull-Orienled szaz-crece-e 5735-APPfaiser S533-lnspirational 5331-Developef 5126-Creotive 4624-Promoler7754-lmpirational 75S2-Resul!-Oriented 7347-Creotive 7145-Creolive 6643--ln,pirationoi 6441-Resull-Oriented ezae-creonve 5734-Persuoder 5532-lnspira lional sazz-c-ecnve 5125-Creotive 4623-Promoler7753--lnspirotionol 7551-Resutt-Oriented zaas-crecu-e 7144-Developer 6642-lnspf'otional 6437-Creative szas-crecuve 5733--Persuade, 5531-lnspirotionol ssas-crecsve 5i24-Developer 4622-Promoter7752-lnspiratlonal zsc-c.ecn-e zaas-crecnve 7143-Develaper 6641-lnspi'otional e-ce-crecn-e 1 6234-0eveloper 5732-Pe'suoder 5527-Approiser saas-creca-e 5123-Developer 4621-Promofe,7751-Inspirational 7546--C,ealive 7344-Developer 7142-Developer 6637-Approiser 643S-Creotive 6233--0eveloper 5731-Persuoder 5526-Appraiser 5324-Developer 5122-0eveloper 4617-App'aiser7747-App,oiser 754S-C,eative 7343-0evelope, 7141-Developer 6636--Approlser 6434-Resvlt-Oriented 6232-0eveloper 5727-Appraiser 5525-Approiser 5323--Developer 5121-Developer 4616-Appraiser7746-Approiser 7544-Resvlt-Orienled 7342-Developer zuz-crecnve 6635-App'0Iser e-ea-eeson-onemec J 6231-0eveloper 5726-App,oise, 5524-lnspirationol 5322-Developer 5117-Crealive 461S-Approiser7745-Approi,er 7543-Result·O,iented 734 I-Developer zus-crecnve 6634-105plfolional 6432-Result-Oriented 6227-Cfeolive 5725-Approise, 5523-lnspi,olfonol 5321-Developer 5116--Creative 4614-P,omoter7744--lmpiralionOI 7542-Result-Oriented 7337-Creatlve 7135-Creative 6633-105plrallonol ssat-eeson-onemee 6226-Creotive 5724-Pe"voder 5522-lnsplrolionol 5317-Crealive 5115-Crealive 4613--P,omoter7743--lnspirationol 7541-Result-Oriented 7336--Creative 7134-Developer 6632-I05pirotlonol 6427-Cfeolive saas-c.ecn-e 5723--Persuader 552H05piralionai sare-crecnve 5T14-Developer 4612-P,omofer7742-lnspi,ational 7537-Creotlve 7335-Creative 7133--Developer 6631-I05pirotionot 6426-Cfealive 6224-Developer 5722-Per,uoder 5517-Appro;ser sars-c.ecn-e 5113--Develaper 461 I-Promoter7741-lnspirotionol 7536-Creotive 7334-Developer 7132-Developer 6627-Appraiser 6425-Crealive 6223--Developer 572I--Per>uader 5516-Appraiser 5314-Developer SI12-Develope,7737-Appraiser 7535-Creolive 7333-Developer 7131-Developer 6626-Approiser 6424-Resull-0rienled 6222-Developer 5717-Appraiser 55 IS-Appraiser 5313--Develope, 51 II-Developer 45777736~Appraiser 7534-Resvll-Oriented 7332-Developer 7127-Creotive 6625-Approiser 6423--Result-Orienled 6221-0eveloper 5716-App,aise' 5514-lmpirotionol 5312-Developer 4577-Proclitioner7735-ApPfoiser 7533-Resull-Orlented 7331-Developer 7126-Cfeotive 6624-lnspira lional 6422-Re,ult -Orienled 6217-Creative 571S-Apprai,e, 5513--lmpirotionol 531 I-Develope' 4777 4S76-Proclitione,7734-ln,piralional 7532-Resull-Orienled 7327-C'ealive 7125-Creotive 6623-lnspiralional 6421-Resvlt-Oriented 6216--Creotive 5714-Persuade, 5512-lmpirotionol 4777-Proctilioner 4575--Pfaclitioner7733-lnspirolionol 7531-Resvlt-Orienled 7326--Creative 7124-Developer 6622-lnspirolional 6417-Creotive 621S-C'ealive 5713-Persvader 5511-lmpirolionol 5277 4776-Practilioner 4574-Agent7732-lnspirationol 7527-Creative 7325-Creatlve 7123-Developer 6621-lnspirationol 6416-Creotive 6214-0eveloper 5712-Persvoder5277...Jnvesligolor 477S-Praclilfoner 4573-Agent7731-lnspiratlonoi 7526-Creotive 7324-Developer 7122-Developer 6617-Approiser 6415-Creotive 6213-0eveloper 571I-Pelsvoder 5477 5276-lnvesllgalor 4774-Coumelor 4572-Agent7727-Appraiser 7525-Creotive 7323--Developer 7121-Develope' 6616--Approise, 6414-Resvlt-Oriented 6212-0eveloper 5477-lnvestigotor 5275-lnvestlgolor 4773-Counseior 4571-Agent7726-Approiser 7524-Result-Oriented 7322-Developer 7117-Creolive 6615-Appmiser 6413-Resull·Ofiented 621I-Developer 5677 5476--lnvestlgolor 5274-Achlever 4772--Covnselor 4S67-PmcHlioner7725-Approi,e, 7523--Re,ull-Oriented 7321-Developer 7116--Creative 6614-lnspirotional 6412-Result-Oriented

7724-lnspirotionol 7522-Resull-Orlented 7317-Creolive 7115-Creative 6613--lnspirational 6411-Resull-Oriented 5677-Qvershift 5475-lnvestigalor 5273-Achiever 4771-Counselor 4566-Proclitione,7723-lnspirolionol 7521-Resvll-Oriented 7316-Creotive 7114-Developer 6612-lnspirotionol 6177 5676-0vershill 5474-Achiever 5272-Achievef 4767--ProctiJ1oner 4565-Practilioner

5675-Qvershitl 54i3--Achlever 5271-Achiever 4766-Proctilioner 4S64-Agent7722-lnspirotionol 7517-Creative 7315-C,eolive 7113--Developer Mll-inspiralionol 6377 6177-1nvesligator5674-Agent 5472-Achlevef 5267-lnvestigotor 4765-Proclitioner 4563--Agent7721-lnspl,otionol 7516--Creotive 7314-0evelope, 7112-Developer

6377...Jnvestigotor6176-lnvesligator

5673--Agent 5471-Achlever 5266-lnve,tlgalor 4764-Counselor 4S62-Agenl7717-Approiser 7515-Creative 7313-Developer 71 II-Developer 6577 6376-lnvestigator617S-lnvestigato,

5672-Agent 5467-lnve,tlgotor 5265-lnvestigotor 4763-Covnselor 4561_Agenl7716-Appraiser 7514-Re'ult -Orienled 7312-Developer 6 I 74-Achiever7715-App,ai,er 7513-Result-Oriented 731 I-Developer 6577-0vershift 6375-1nvesligator 6173-Achlever 5671-Agent 5466-lnvesligalor 5264-Achiever 4762-Covnsetor 4557--P'aclitloner6777 6576-0vershill 6374-Achiever 6172-Achlever 5667-ove"hill 5465-lnvestigotor 5263-Achiever 4761-Counselor 4556-Proclitioner7714-lnspiralional 7512-ReIVlt-0,ienled

4757-P'oclitloner 4555-Tlght7511-Resvlt-Oriented 6777-overshifl 6575-0vershilt 6373--Achiever 6171-Achiever 5666-0ve"hifl 5464-Achiever S262-Achiever7713--lnspirotionol 7277 6776--overshift 6574-Achiever 6372-Achiever 6167-lnvestigator 566S-0vershilt S463-Achieve' 5261-Achiever 4756-P,octitioner 4554-Covnselor7712-lnspiro lionol 7277--lnvesHgotor 677S-overshllt 6573--Achiever 637t-Achiever 6166-lnvestlgator 5664-..Counselor 5462-Achiever 5257-lnvesllgalor 475S-Proclitioner 4553-Counselor771 Hnspi'otionol 7477 7276-lnve,Hgotor 6774-lnsplrolional 6572-Achiever 6367-lnve,tigator 616S-lnvesllgolor 5663--Covnselor 5461-Achiever 5256-4nve,lIgator 4754-Covnselor 4552-Counselor7477-lnvestigolo' 7275-lnvestigotor 6773--inspiralional 6571-Achiever 6366-lnvestlgolor 6164-Achiever 5662-Counselor 5457--lnvestigalor 5255--lnvestlgator 4753-Counselor 4551-Covnselor7677 7476-lnve5tigator 7274-Achiever 6772-ln,pirationol 6567-0vershift 636S-lnvesligator 6163-Achiever 5661-Counselor 5456-lnve,ligalor 5254-Achleve, 4752-Counselor 4547~Praclilloner7677-0vershift 7475-lnvestigator 7273--Achiever 6771~lnspirational 6566-overlhift 6364-Achiever 6162-Achiever 5657-overshift 5455-lnvesligolor 5253-Achieve, 4751-Counselor 4546-Practitioner7676--0ve"hill 7474-Achiever 7272-Achieve' 6767-overshift 6565--0vershift 6363-Achiever 6161-Achiever 5656-Qvershift 5454-Achiever 5252-Achieve, 4747-Approiser 4545-Practilioner7675-0vershift 7473-Achiever 7271-Achiever 6761t--Overshllt 6564--Achlever 6362-Achiever 6157-lnvestigotor 5655-0ve"hiil 5453--Achlever 5251-Achiever 4746-Appraiser 4544-Tlght7674-Achiever 7472-Achiever 7267-lnvestigalar 6765-0ve"hill 6563--Achiever 6361-Achiever 6156-lnvesligator 5654-Persuader 5452-Achiever 5247-Crealive 474S-Approlser 4543-Counselor7673--Achlever 7471-Achiever 7266-lnvesligotor 6764-lnspirolional 6562-Achiever 6357-lnvesligolor 6155-lnvestigolor 5653-f'ersuoder 545t-Achiever 5246-Creotlve 4744-Promoler 4542-Counselor7672-Achiever 7467...Jnve,tigotor 7265-lnvelligotor 6763-lnspirolional 6561-Achiever 6356-lnvestigol0l 6154-Achiever 5652-Persuader S447-Creolive 5245-CreoHve 4743~Promoler 4S41-Counselor7671-Achiever 7466-lnvesligotor 7264-Achiever 6762~lnspirolional 6557-overshlft 6355-1nvesligolar 6153-Achiever 5651-Pe,suader 5446--Creallve 5244-Develope, 4742-Promoler 4537-Appralser7667-overshilt 746S-lnvestigator 7263--Achieve, 676 Hnspirolionol 6556--0ver,hllt 6354-Achiever 6152-Achiever 5647-Approiser 5445-Creolive 5243--0eveloper 4741-Promoler 4536-App'01,er7666-0vershllt 7464-Achiever 7262-Achiever 6757--overshilt 655S-0ver,hilt 6353-Achiever 6lS1-Achiever 5646-Approi,er 5444--1ighl 5242-Developer 4737-Appmlsel 4535-Approl,er7665-0vershill 7463-Achiever 7261-Achiever 6756-0vershift 6554-Result-Orienfed 6352-Achiever 6147-Creolive 5645-Approiser 5443-Resvlt-Oriented 5241-Developer 4736-ApPfolser 4534--Promoler7664-lnspiralianol 7462-Achfever 7257-lnvestigolor 67SS--Ovelshilt 6553-Result-Oriented 6351-Achieve' 6146-C'eolive 5644-Persvoder 5442-Resull-Orienled 5237-Creative 473S--Appraiser 4533--Promoter7663--1nspirotionol 7461-Achiever 7256--1nvesligator 6754-lnspirational 6552-Result-Orienled 6347-Creatlve 6145-Creotive 5643-Persvoder S441-ResulI·Oriented 5236-Creotive 4734-P,omoter 4S32-Promoler7662-lnspirationol 7457-1nve,lIgolo, 725S-lnvestigator 6753-ln,pirotionol 6551-Result-O,ienled 6346-Creative 6144-Developer 5642-Per>voder 5437-Creatlve 5235--Creotive 4733-Promote' 4S31-Promoter7661-lnspirational 7456...Jnvesligolor 7254-Achiever 6752-lmpl'otionol 6547-Creolive 6345-Creotive 6143-Developer 5641-Persvoder 5436-Creative 5234-Developer 4732-Promoter 4527-Approiser7657-overshilt 7455-lnvestigotor 7253--Achiever 6751-ln,pi,otlonal 6546-Crealive 6344-Developer 6142-0eveloper 563i-App,oisef 5435-Creative 5233--0eveloper 4731-PTomole, 4526--Appraiser7656-0vershllt 7454-Achiever 7252-Achiever 6747-App,alser 6545-Creative 6343-Developer 614 I-Developer 5636-Appraiser 5434-Resvlt-O,iented 5232--Developer 4727-Approiser 452S-Appraiser7655-0ve"hilt 7453--Achievef 7251-Achiever 6746-Appfolser 6544-Resull-Orlented 6342-Developer 6137-Creative 5635-Appraiser 5433-Result-Oriented 5231-0eveloper 4726-Approiser 4524-P,omoter7654-lnspiralionai 74S2-Achiever 7247-Crealive 674S-ApProlse, 6543-Resull-Oriented 6341-0eveloper 6136--Creative 5634-Persvoder 5432-Result-Oriented 522i-Creolive 4725-Approiser 4523-Promoter7653--lnspirolior1al 7451-Achieve! 7246-Creative 6744-lnspirotionol 6542~Result·Oriented 6337-Creolive 613S-Crealive 5633-Persuoder 5431-Result-Orienled 5226-Creolive 4724-Promote, 4522-Promoter7652-lnsplrolional 7447-Creotive 7245-Creotilre 6743--lnspirotional 6541-Result-Orienled 6336-Creolive 6134-Developer 5632-Persuoder 5427-Crealive 5225-Creative 4723-Promoler 4521-Promoler7651~lnspirotionol 7446~Creotive 7244-Developer 6742...Jnspiratlonol 6537-C'eative 633S-Creotive 6133-Developer 563t-Persuade, 5426-C,eative 5224-Developer 4722-Promoler 4517-Approiser7647-Cleotive 7445-Creotive 7243-Developer 674HnspirotTonoi 6536-Cfeative 6334-Developer S627-Approiser 542S-Creative 5223-Develope, 4721-Promoter 4516-Approlser7646-Crealive 7444-Rewlt-Oriented 7242-Developer 6737-App,aiser 6535-Creative 6333--Developer \6132-Developer

S626-Approiser 5424-Re,ull-orienled 5222-Developer 4717~Approlser 451S-Approiser7645-Creotive 7443--Result-0,lented 7241-Developer 6736-Approi'er 6534-Relull-Orienled 6332-Developer 6131-Developer562S-Approlser 5423-Re,ull-Oriented 5221-Developer 47t6-Approiser 4514-Promoter7644-lnspjmtional 7442-Resull-Oriented 7237-Creative 673S-Apprai'er 6533--Result-Oriented 6331-Developer 6127-Crealive5624--Persuoder 5422-Resvll-Oriented 5217-CreoHve 471S--App'0Iser 4513-Promoler7643--lnsplrotionol 7441-Resull·Oriented 7236-Creahe 6734-lnspirolionol 6532-Resull-Oriented 6327-Creotive 612&-Creative5623--Persvoder 5421-Resvlt-Oriented 5216--Creolive 4714--Pramoter 4512-Promoler7642-lnspirotionoi 7437-Creolive 7235-Crealive 6733--lmpirolionol 6531-Resuil-Oriented 6326-Creotive ! 6125-Creotive 5622-Persvoder 5417-Cfeative 521S-Creotive 4713-Pramoter 45\ I-Promoler7641--lnspirolional 7436--Creotive 7234-Developer 6732-lnlplralionol 6527-C'eolive 6325-Creative 6124-Developer 5621-Persvader 541&-Creolive 5214-0eveloper 4712-P,omoter6123-Developer7637-Creotive 743S--Creative 7233-{)eveloper 6731-lnspiralianol 6526-C,eative 6324--0eveloper 6122-0eveloper 5617-Appraiser 5415-Creotlve 5213-0eveloper 471 I-Promoter 44777636--Cleollve 7434-Resvlt-Oriented 7232-0eveloper 6727-Approise' 652S-Creotive 6323-Developer 6121-Developer 5616--Approiser 5414-Result-Oriented 5212-0eveloper

4477-Perfeclion ,t7635-Crealive 7433-Result-Orienled 7231-Developer 6726-Approiser 6524-Result-Orienled 6322-Devetoper 6117-Creotive 5615-App'aiser 5413-Resuit-Orienled 521I-Developer 4677 4476-Perfeclion sl7634-lnspirationol 7432-Result·Orienled 7227-C'eolive 672S-Appraise, 6523-Result-O,ienled 6321-Develope, 6116--Creatlve 5614-Persuader 5412-Result-Orienled4677-Proctitioner 447S-Perfeclion Sl7633--lnspirotional 7431-Resvlt·Orienled 7226--Crealive 6724-1n,pirotional 6522-Result-Drienled 6317-Creotlve 61 IS-Creative 5613-Persuader S411-Result·Oriented 5177 4676-Practitioner 4474-5peciolist7632-lnsplrationol 7427-Creative 7225-Creative 6723-lmpirationol 6521-Result-Oriented 6316-Creotive 6114-0eveloper 5612--Persuade, 5177-lnvestlgotor 4675-Practltioner 4473--Speciolist7631-lnsplralional 7426-C,eotive 7224--Developer 6722-ln,plrotionol 6517-Creotive 6315-Creatlve 6113-Developer 561 I-Persuade' 5377 5176-lnvestlgolor 4674-Agent 4472-Speciolist7627-Creotive 7425-Creotive 7223-Deveioper 6721-lnspirolionol 6516--C,eative 6314-Developer 5377-lnvestlgotor 517S-lnvestigator 4673-Agent 4471-Specialisl7424.--Re,ult-Driented 7222-Developer 6112-Developer7626-Creotlve 67 17-Approiser 651S-Crealive 6313-Developer 611l-Oeveloper 5577 5376-lnvestigotor 5174-Achiever 4672-Agent 4467-Perfeclionist7625-Creolive 7423-Re,ult-Oriented 7221-Developer 6716-Appraise, 6514-Re,ull-Oriented 6312-Developer 5577-0ver,hift S37S-lnvestigotor 5173-Achiever 4671-Agent 4466-Perlectlonist7624-lnspirotionol 7422-Resull·Orienled 7217-Creolive 67 I5-Approlse, 6513-Resull-Orienled 631 I-Developer 5576-0vershifl 5374-Achiever 5172-Achiever 4667-Practitioner 4465-Perfeclionist7623--lmpirotionol 7421-Result-Orienled 7216--Creative 6714-lnspirotlono I 6512-Resull-Oriented 5777

5575-0vershffl 5373-Achiever 5171-Achiever 4666-P,oclitioner 4464-Specialisl7622-lnspirallonol 7417-Creotive 721S--Creolive 6713--lmpiralionol 6511-Result·Oriented 6277 5777-0vershifl 5574-Agenl 5372-Achiever 5167-lnvestigolor 4665-Practitioner 4463--Speciolisl7621-lnspirationol 7416--Creallve 7214--0eveloper 6712-lnspirotionol 5776-Ove,shilt 5573-Agenl 5371-Achiever S166-lnvestigolor 4664-Counselor 4462-Specialisl76f7-C'eative 741S-Creotive 7213--Developer 6711-1nspirolional 64776277-lnvestigolor 577S-0ve"hill 5S72-Agenl 5367-1nvestlgolor 516S-lnvestigalor 4663-Coumelor 4461-Speciolist7616-Creotive 7414-Result-Oriented 7212-0eveloper 6276-lnvestlgator 5774-Covmelor6477-lnvestlgator 627S-lnvestigator 5571-Agenl 5366--lnvestigotor 5164-Achiever 4662-Counselor 4457-Perleclionisl7615-Creotlve 7413--Resul1-0riented 721I-Developer 6677 5773-Covnsetor 5567-ove"hill 5365-1nvesliga lor 5163-Achiever 4661-Counselor 4~56-Perfeclionisl7614-inspi'alional 7412-Result-Oriented 6476-lnvesligolor 6274-Achiever 5772-Covnsetor 556&-Overshift 5364-Achiever 5162-Achiever 4657-Praclitioner 445S-Tight7613-1nsplrotionol 7411-Resull-Onented 7177 6677-overshitt 6475--lnvestigalor 6273--Achiever 577I-Counselor 4656--ProclitToner667&-Overshift 64?4-Achiever 6272-Achiever 556S-0vershirt 5363-Achiever 5161-Achiever 4454-Tight7612-lnsplrotional 7177-lnvestigotor 667S-Ove"hifl 5767-0vershin 5564-Agent 5362~Achiever 5157-lnvesligotor 465S-P'oclitioner 4453--Specialisl7611-lnspirationai 7377 6473--Achiever 6271-Achiever 576&-Ove,shiJl 5156-lnvelligolof7T76-lnvestigotor 6674-lnsplralianol 6472-Achlever 6267-lnvesligotor 5563-Agent 5361-Achlever 4654-Counselor 4452-Speciolist7377-lnvesligotor 7175-1nvestigator 6673-lnspirolianal 6471-Achiever 626&-lnvestigator 5765-0vershllt 5562-Agent 5357-lnvestigotor 515S-lnve,ligotor 4653-Counselor 4451-Speciolisl7577 7376-lnv8s1lgalor 7174-Achiever 6672-lmpiroiianal 6467-lnve,ligator 626S-lnvestigotor S764-Coun,elor 5561-Agent 5356-lnvestigotor 5154-Achiever 4652-Counselor 4447-0bjective Thinker7577-0vershiJl 737S-lnvestigator 7173-Achlever 6671-lmplrotional 5763-Counselor 5557--Qvershlll 535S-lnvesllgotor 5153--Achlever 4651-Counselor 4446-0bJective Thinker6466-lnvestigator 6264-Achlever 5762-Counselor

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Page 7: DiSC self assessment tool

Classical Profile Pattern Table Classical Profile Pattern Tablerssc- Classic DiSC~Classic

444S-Tight 4243--Undershifl 3741...f'romoter 3536--Approi,er 3334--Tighl 3132-Undershifl 2627-Appraiser 2425-0bjectlve Thinker 2223-Unde"hif/ 1721-Promoter ISIS-Appraiser 1312-Undeflhiff4444-Tight 4242-Undershift 3737-Approise, 3535--Approi,er aaaa-unoeoran 3131-Undershift 2626--Appraiser 2424-UndershiFt 2222-Undershift 1717-Apprai.er I 514-Promoter 1311-Undershllt4443-Tighj 4241-Undershift 3736-Appraiser 3534-P,omoler 3332--undershift 3127--Qbieclive Thinker 2625-Appraiser 2423-Undershifl 222)-Undershift 1716--Approiler 1513--Promoler4442-Undershift 4237-0bjective Thin~er 373S-Appraiser 3533--Promoler aaar-unoersnn 3126--0blecllve Thinker 2624-Promoler 2422--1Jndershift 2217-Dbjeclive Thinker 1715-Apprai'er 15I 2-Pramoter 12774441-Undershifl 4236-0bjective Thinker 3734-Promoler 3532-Promoter 3327-Dbjective Thinker 3125-0bJectlve Thinker zsza-eromcter 2421-Undershifl 2216-0bjective Thinker I 714-l'romoter 1511-Promoter4437-objective Thinker szas-ocecn-e Thinker 3733-Promoler 3531-Promoter 3326--0blective Thinkef 3124-Undershift zsaz-r'romoter 241 7-0bjeclive Thinker 2215--0bjective Thinker i 713-Promote' t2J7-Pefte<;lioni,t4436-0biective Thinker 42301-Undershift 3732-promoter 3527-Apprai,e' 3325--0bjective Thinkef 3123-Undershift 2621-Promoler 24 16--0bjective Thinker 2214-Under,hifl 1712-l'romoter 1477

1276-Pefle<;lioni,14435-0bjeclive Thinker 4233-Unde"hift 373i-Promoter 3526-Apprailer J.324-Under,hilt 3122-Undershift 2617-Approi'e' 2415-0bje<;live Thinker 2213-Undershift 1711-Promoter 1275-Pe!iectionlst4434-Tighl 4232-Undershilt 3727-Appraiser 3525-Approiler 3323-Unde"hifl 3121-Undershift 2616-Approiser 2414-Undershif/ 2212-Under,hifl 1477-Perfeclioni,t 1274-Specialisl4433-Tighl 4231-Unde"hilt 3726-Approiser 3524-Promoler J.322-Undershift 31 l Z-Objecfive Thinker 2615-Approl,er 2413-Undershlft 2211-Undershift 1476-Perfectionisl tzza-sceccast1677 1475-Perlectionisl 1272-Speciolisl4432-Undershift 4227--Qbjective Thinker 3725-Approiser 3523-Promofer 3321-Under,hift aus-oblecnve Thinker 2614-Promoter 2412-Undershift 1677-l'roctilione, 1474-Specioli$t4431-Undershift 4226-0bjectlve Thinker 3724-Promoter 3522-Promoler aatz-ocjecuve Thlnkef 3115--0bjeclive Thinker 2613-Promoter 2411-Undershilt 1271-Specioli,14427-0bjective Thinker 4225-0bjective Thinker 3723-Promoter 3521-Promoler 3316-0bjective Thinker 31 14-Undershift 2612-Promoter 2177 1676-Proclitioner 1473-Specialist 1267-Perfeclio'li,t

2177-Perfeclianist 1675-Praclifloner 1472-Specianst 126tr-Perlectionisl4426-0bjective Thinker 4224-Undershilt 3722-Promoter 3517-Appraiser 3315--0bjecHve Thinker 3113-Undershift 2611-Promofer 2377 2176-Perfectionist 1674-Agenl 1471-Speciallst4425-0bjecl1ve Thinker 4223-Undershilt 3721-Promater 35M-Appraiser 3314-Undershift 3112-Undershift I 265-Perlecfionist2377-Perfectionist 2175-Perfectionist 1673-Agenl 1467-l'6ffecfiani't I 264-Speclolisl4424-Undershift 4222-Undershilt 3717-Approiser 3515-Appraiser 3313-U'lde"hilt 31 tt-uncerstntt 2577 2376-l'ertectioni,t 2174-Specioll,t 1M2-Agent ) 466-Perfectfonist I 263-Speciallsl4423-Undershift 4221-Undershift 3716-Appraiser 3514-Pramoter 3312-l1ndershilt 2577-Practitloner 2375-Perlecfionlst 2173-Speciolist 1671-Agent i 46S-Perfectlanist I 262-Speciallsl4422-Undershift 4217--Qbjeclive Thinker 3715-Approisef 3513-Pramoter 3311-l1ndershilt 2777 257 e-Pructltioner 2374-Specialist 2172-Specialist 1667-Praclitloner I 464-Speciall,t 1261-Speciolisl4421-Undershift 4216-0bjective Thinker 37t4-Promoter 3512-Pramoter 2777-Proclitioner 2575-Proctitioner 2373-Specialist 2171-Speciolist 1666-Proctilioner 146,J....Specialist 1257-l'erlecf1onilt44 I 7---Dbjeetive Thinker 42t 5--Objedive Thinker 3713-Promater 3511-Pramoter 3277 2776-Proctltioner 2574-Agent 2372-Specfall,t 2167-Perfectionist 1665-Proctitioner 1462-Speciolisl 1256-PerlectioniSI44 16-0bjective Thinker 4214-Undershilf 3712-Promoter 3277-Perlectionist 2775-Praclitioner 2573-Agent 2371-Speciatisl 2166-Perfeclionist 1664-Counselor 1461-Specloli,1 1255-Perlectionist4415--0bjeclive Thinker 4213-Undershift 3711-promoter 3477 3276-Perfectionisl 2774-Counselor 2572-Agent 2367-Perfedionist 2165-Perlectionisf 1663-Counselor 14S7-Perfectianist 1254-Spec1alist44 14-Undershifl 4212-Undershift 3477-Perfectiani,1 J275-Pe,fectionlst 2773-Counselor 2571-Agent 2366-Perfeclloni,t 2164-.5pecialist 1662-Counselor 1456-Perlecfianist 12S3-Speciali,t4413-Undershil1 4211-Undershift 3677 3476-Perfedioni,1 3274-Specialist 2772-Counselor 2567-Prodilioner 2365-Perfectionisl 2163-Specialist 1661--counselar 1455-Perlectlonist 12S2-Specialist4412-Undershifl 3677--Proctjtjoner 3475-Perfectionist 3273-Specialist 277I-Counselor 2566-Pro<;titianer 2364-Speciolisl 2162-$pecialisl 1657-Proctitloner 1454-Speciolist 1251-Specialisl4411-Undershifl 4177 3676-Practitioner 3474-Speciali,1 3272-Specialist 2767-prac1itioner 2565-Proctitioner 2363-Specialist 216t-Specialist 1656-Proctitloner 14S3-Speciolist 1247---Dbjective Thinker4177-Perfectioni,t 3675-f'roclitioner 3473-Speciallsl 3271-Speclalist 276tr-Proctitloner 2564-Agent 2362-Specialist 2157-Perlectionist 1655-Proc1itioner 1452-Speciallst 1246-0bjeclive Thinker4377 4176-Perfectionist 3674-Agenl 3472-Speciall,1 3267-Perfectionist 2765-Proclitioner 2563-Age'lt 2361-Specialist 2156-l'erleclionist 1654-Counselor 1451-Speciolist 1245-0bjective Thinke,4377-Perfectionist 4175-Perfectionisl 3673-Agenl 3471-Speciali51 3266-Perfectionisl 2764-Counselor 2S62-Agenl 2357-l'ertectioni't 2155-l'erlectfonist 1653-Caunselor 1447--Qbjective Thinker 1244--l1ndershilt4376-Perfectlonist 4174-Specialist 3M2-Age'll 3467-PerleClionist 3265-Perfectioni,1 2763-Counselor 2561-Agent 2356-Perlection;st 2154-Speciolist 1652-Caunselor 1446-0blective ThInker 1243-Undershilt

4375-Perfoctionist 4173-Specialist 3671-Agenl 3466-PerJecfionist 3264-Specialist 2762-Caunselor 2S57-Practltioner 2355-PerJectionist 2153-Speciolist 165t--counselor 144S-objecttve Thinker 1242-Undershitl4374-Speciolist 4172-Speciolist 3667-Practilioner 3465-PerleCllonlst 3263-Specialist 2761-Counselor 2556-Pmctltioner 2354-Speciolist 2152-Specioli,t 1647-Pmclitioner I 444-Unde"hllt t241-Undershiff4373-Speciali,t 4171-5pecialist 3666-Proclitioner 3464--Specioli,t 3262-SpeCialist 2757-praditioner 2555-Prac~!ianer 2353-Speciollsl 2151-Speciolisl 1646-ProctilioMr I 443-Undershtlt 1237--Qbjective Thinker4372-Speciolisl 4167-Perfecflonist 3665-practilianer 3463-Specioli$1 3261-Specialist 2756-Pfactitioner 2554--Counseior 2352-Specialist 2147-0bjadive Thinker 1645-Practilioner 1442-Urldershitt 1236-0bjective Thinker4371-Specialisl 4166-Perfedionist 3664-Counselar 3462-Speclolisl 3257-Perfeclianisl 2755-Pfaclitioner 2553-Coumelor 2351-Specfalist 2146-0biecliva Thinker 1644-f'romoter 1441-lInde"hift 1235--0blectlve Thinker4367-Perfectionist 4165-Perfect1onist 3663-Counselar 3461-Speclolist 3256-Perfectionist 2754-Counlelor 2552--<:ounselor 2347---Dbjectlve Thinker 2i 45-0bjectlve Thinker 1643-'!'romater 1437-0bjective Thinkef 1234-Undershifj4366-Perreclioni,1 4164-Speciolisf 3662-Cou'l,elar 3457-Pertectioni,t 3255-Perfectioni,1 2753-Counselor 2551-Coumelor 2346--Qbjective Thinker 2144-Undershift 1642-l'romote, 1436-0bjactive Thinker I 233-tJnderlhilt4365-Perfeclionisl 4163-Speclalist 3661-Counselar 3456-Peffedioni,1 3254-Speciolist 2752-Counselor 2547-Praclilionef 2345--Qbjective Thinker 2143-Undersh;ft 1641-Promoter 1435-0bjeclive Thinker 1232-Undershllt4364-Specialisl 4162-Speciolisl 3657-Proditianer 3455-Perfedionist 3253-Speciolist 2751--counsetor 2546-PrOClilioner 2344-lIndelshift 2142-Undershilt 1637-Approiser 1434-lIndershifl 1231-Undershilt4363-Speciolist 4161-Speciolisf 3656-Pmclitioner 3454-Specialisl 3252-Speciolist 2747-Practltioner 2545-Procfitioner 2343-Undershift 2141--1Jnderlhilt i636-Appraiser 1433-Undershift 1227--Qbjectlve Thinker1635-Approi,er 1432-Undershift4362-Specloli,t 4157-Perlectionist 3655-Proclitioner 3453-Speciali,t 3251-$peciolist 2746-Praclitioner 2544-l'romoter 2342-Undershifl 2137-Objective Thinker 1634-Promoter 1431-UndershiU 1226-0bjectlve Thinker4361-Specioli,t 4156-Perlectionist 3654-Caumelor 3452-Specialist 3247-0bjedive Thinker 2745-Praclitioner 2543-Promoter 2341-Undershitt 2136-0bjective Th;nker 1633-Promoler 1427--Qbjec!ive Thinker 1225--0bjective Thinker4357--Pertectionist 4155-Perfectianist 3653-Counselor 3451-Speciolist 3246-0bjectlve Thinker 2744-Promoler 2542-Promolef 2337 -Objective Thinker 2135-ob ective Thinker 1224-Undershilf4356-perfectionist 4154-Speciaiisl 3652-Counselor 3447-0bjective Th nker 3245-0bjeclive Thinker 2743-Promoter 254 \-Promolef 2336-0bjec1ive Thinker 2134-Undershilt 1632-Promoler 1426-Qbjeclive Thinker 1223-Undershilt1631-Pramoler 1425--0bjeclive Thinker4355-Perfectioni,t 4153-Specialist 3651-Col.!nselor 3446--Qblective Th nker 3244-Undershift 2742-Pmmoler 2537-Approiser 2335--0bjec1ive Thinkef 2133-Undershifl 1627-Approi,er 1222-Undershifl4354-Speciolisl 4152-5pecioli,t 3647-Praclitioner 3445-0bjective Th nker 3243-Undershift 2741-Promoler 2536-Approiser 2334-Undershil1 2132-Undershilt 1424-Undershitl 1221-Undershift1626-Approlser 1423-Undershift4353-Speciolist 4151-Speciolisl 3646-Proctitioner 3444-Tighl 3242-Undershift 2737-Approiser 2535-Approiser 2333-Unde"hilt 2131-Undershilt 1625-Apprailer t422-Undefshift t217-0bjecfive Thinker4352-Specioli,t 4147-0bjective Th nkef 3645-Proclitionef 3443-Tighl 3241-Unders.hift 2736-Appraiser 2534-Promoter 2332-Under,hlft 2127--Qbjective Thinker 1624--!'romoler 1421-Undershilt I216-0bjective Thinker4351-Specioilst 4146-0btective Th nker 3644-Promoler 3442-Undershift 3237-0bjeclive Thinker 2735-Appraiser 2533-Promofer 2J3I-Under,ht!t 2126-0bjective Thinker i623-Promoter t215-0bjecfive Think'"4347-0bjective Thinker 41 45-0bjective Th nker 3643-Promaler 3441-Undershifl 3236-0bjective Thinker 2734-Pmmoter 2532-Promoter 2327-objective Thinker 2125-0bjec1ive Thinker 1622-Pmmater 1417-objectlve Thinker 1214-Undershlft4346-0bjective Thinker 4144-Underohilt 3642-Promoter 3437-0bjective Thinker 3235-0bjective Thinker 2733-Pfamote, 2531-Promoter 2326-0blective Thinker 2124-Undershift 1621-promoter

1416-0bjeclive Thinker 1213-Undersh;lt4345--0bjeclive Thinker 4143-Undershift 3641-Promoler 3436-0bjective Thinker 3234-Undershift 2732-Promoler 2527-Approiser 2325-0bjective Thinker 2123-Undershift 16\ 7-Approiser

1415-0bjective Thinker 1212-Undershilt1414-UndefShifl4344-Tighl 4142-lIndershifl 3637-Approiser 3435--0bjective Thinker 3233-Unde,shift 2731-Promoler 2S26-Apprai,er 2324-UndefShiFt 2122-Undershill 1616-Approiser I 413-Undershllf 1211-Undershilt4343-Tight 4141-Undershilt 3636-Approiser 3434-Tight 3232-Unders.hift 2727-Appraiser 2525-Approiser 2323-UndefShift 2121-Unde"hifl 1615-Approiser 1412-Under,hilt4342-Undershift 4137-objective Thinkef 3635-Approiser 3433-Tight 3231-Unde"hift 2726-Appraiser 2524-prornoter 2322-Undershilt 2117-0bjeetive Thin~er 1614-Promoter 1411--.lJndershift 11774341-Undershift 4136-0bjective Thinker 3634-Prornoler 3432-Undershilt 3227-0bjective Thinker 2725-Appraiser 2523-Promoter 2321--.lJndershitl 2t 16-0bjective Thinker 1613-Pmmoter I 177-l'erlectionist4337-0bjective Thinker 4135--0bjective Thinker 3633-Promoter 3431-lIndershitt 3226-0bjective Thinker 2724-Promole, 2522-Promoter 2317-0bjedive Thi'lker 2i 15-0bjective Thinker 1612-Promoter

1377 I 176--Perfeclionist4336-0bjectjve Thinker 4134--l1ndershilt 3632-Promoter 3427--Qbjective Thinker 3225-0bjectlve Thinker 2723-Pmmoler 252i-Prornoter 2316-0bjecfive Thinker 2114-Undershlit 1611-Pmmoter 1175-l'er!ectionist4335--0bjecnve Thinker 4133-Undershift 3631-Promoter 3426-0bjective Thinker 3224-Undershift 2722-Pramoler 2517-Appraiser 2315-0bjectlve Thinker 2113-Undershilt 1377-Perfectionist 1174-Specialist4334-Tight 4132-Undershllt 3627-Approiser 3425--0bjective Thinker 3223-Unders.hilt 2721-Promoler 25t6-Approiser 2314-Undershil1 2112-UndershiFt 1577 1376-Perlectionist i 173-Speciolist4333-Tight 4131-Undershift 3626-Appraiser 3424-lInde"hilt 3222-Undershift 2717-Appraiser 2515-ApProiser 2313-UndersMt 21I 1-Undershif1577-Proctitioner

1375-Perfectjonist 1I 72-Speciall,t4332-Under,hil1 4127 -objeclive Thinker 3625-Appra;ser 3423-Unde"hift 3221-Undershift 2716-Approiser 2514-Promofer 2312-Undershilt1576-Proctitioner

1374-Specioli,1 1171-Speciolilt4331-Undershill 4126-0bjective Thinker 3624-Pramoter 3422-Unde"hitt 32t7-0bjeclive Thinker 2715-Apprai,er 2513-Promoter 2311-Unde"hirt 1777 lS75-Proctitioner1373-Specioli,1 1167-Perfectionisl4327-0bjective Thinkef 4125-0b ective Thinker 3623-Promoter 3421-Underlhilt 3216-0bject;ve Thinker 2714-Pramater 2512-Promater 1777-Proclilioner IS74-Agenl;372-Speciali,1 1166-Perfeclionisl4326-0bJective Thinkef 4124-Undershift 3622-Promoter 3417-0bjective Thinker 3215-Objective Thinker 2713-Pmmoter 251 I-Promoter 2277 1776-Practilioner 1371-5pecioll,1 I i65-Perfectioni,14325-0bjective Thinker 4123-Undershifl 3621-Promoter 3416--0bjective Thinker 3214-Undershift 2712-Pmmoler 2277-Perfeclloni,1 1775-Praclitioner

I S73-Agenl 1367-Perfectionist 1164-Specialist4324-Under~hifl 4122-UndefShifl 3617-Approiser 3415--0bjective Thinker 3213-Undershilf 2711-Pmmater 2477 2276-Pertectianist I 774--<:ounselorIS72-Agenl 1366-Perfectionlst 1163-Speciolist4323-Unde"hlf1 4121-Undershift 3616-Appraiser 3414-Undershift I 571-Agent 1365-Pertectionist32t2-Undershilt 2477-l'erlectionisl 2275-l'erfectianist 1773-Counselor I S67-proctitioner 1162-Specialist4322-Undershilt 41 17-Qbjective Thinker 361S-Approiser 3413-Undershift 3211-Undershitt 2677 2476-PerlectioniSI 2274-Specialisl 1772-Counselor IS66-Pracfitjoner

1364-Spedaiist 1161-Specioii,t4321-Undershill 41 16-0bjective Thinker 3614-Promoter 3412-Undershift 2677-Practitioner 2475-Peffectioni'l 2273-Specioli,1 1771--counselor 1565-Pra<;tilioner1363-SpecioHsl 1I 57-Perfec1ionist4317--Qbjective Thinker 4115-0bjective Thinker 3613-Promoter 3411-Undershift 1362-Speciolist

4316-0bjective Thinker 4114-Under>hift 3612-Pmmoter 3177 2676-Pfactitioner 2474-Specialisl 2272-Specioli5t 1767-Proclitioner 1564-Agent 1361-Speciolisl 1I 56-Perfedianist4315--0bjecfive Thinker 4113-Undershirt 3611-Prarnoter 3177-Perleclionill 2675-Praclitioner 2473-Specialisl 2271-Speciolist 1766-Proc1ifioner 1563-Agent \357-Perfeetionist 1I 55-PerFeclionist4314-Undershift 4112-Undershift 3377 3176-Perlectionlsl 2674-Agenl 2472-Specialist 2267-Peffeetio'li,t 1765-Proctitianer 1562-Agent 1356-Perlectionist 1154-Spedoll,14313-Unde"hilt 4111-Unde"hift 3377-Perfectioni'l 3i 75-Perfeclianisl 2673-Agent 2471-Specioli,t 2266-Perlectionist 1764-Counseiof 1561-Agent 1355-Perlectionisl 1I 53-Spedoli,14312-Undershifl 3577 3376-Perfedionl,t 3174-Specialist 2672-Agenl 2467-Perfectionist 2265-Perfectionisl 1763-Counselor 1557-Proctilioner 1354-Specialist 1I 52-Spedolisl43t1-l1ndershitt 3577-Practitioner 3375-Perfectionl,t 3173-Speciolist 267i-Agent 2466-Perfectioni,t 2264-Specialist 1762--counselor 1556-Proctitioner 1353-Speciolist 1151-Spedoli,t3777 3576-Proctilioner 3374-Specialist 3172-Speciolist 2667-PraclitiO'ler 2465-Perfecfioni,t 2263-Speciolist 1761-Coumelor 1555-Proctitioner 1352-Speciolist 1i 47--Qbjeclive Thinker

3777-Practitioner 3575-Proclitio'ler 3373-Specioiist 3171-Specialist 2666-Proctitioner 2464-5pecialist 2262-5peciolist 1757-Proc1ilioner 1554-Counselor 1351-Speciolist I 146-0bjec1ive Thinke!4277 3776-Proctitioner 3574-Agent J.372-Specioii~t 3167-Perfectionisl 2665-PraclitiO'ler 2463-Specialist 2261 -Specialist 1756-Proclilioner 1553-Counselor 1347-0bjective Thinker I 145-0bjeclive Thinker4277-Perfeetio'lisf 377 S-Praclitioner 3573-Agent J371-Specioiist 3166-perfeclionist 2664-Col.!nselor 2462-Speciolist 2257-Perfectionisl 1755-Practilioner I 552-Coumelor 1346-0bjective Thinker 1144--Undershilt4276-Perfeetloni$1 3774-Counselor 3572-Agent J.367-Perlectionist 3165-Perfectionisl 2663-Col.!nselor 2461-Speciolisl 2256-Perfectioni,f 1754-Counselor 1551-Coumelor 1345-0bjeclive Thinker 1143-Undershil14275-Perteetioni$t 3773-Counselor 3571-Agenl 3366-PerteClionisl 3164-Specioli'l 2662-Cal.!melor 2457-Perlectioni't 2255-Perfectioni,t I 753-Col.!melor 1547-Pmctitioner 1344-Undershill 1142-Undershill4274-Speciali$t 3772--<:oumelor 3567-Practitioner 3365-Perlectionilt 3163-Spedolisl 2661-Coumelor 24S6-Perlectionisl 2254-Specialisl I 752--<:ounselor 1S46-Practitioner 1343-Undershift 1141-Undershift4273-Speclolisl 3771-Counselor 3566-Procfitioner 3364-Speciotist 3162-Speciolisf 2657-Pmclitioner 2455-Peflectionist 2253-Specialist 1751-Counselor 1545-Proctitioner 1342-Undershift I 137--Qbjective Thinker4272-Speciolisl 3767-Proctitfoner 3565-Proc1itioner 3363-Speciatist 3161-Specioli't 2656-Pmctitioner 2454-Speciolist 2252-Speciolist I 747-Proctitloner I S44-Promoter 1341-Undershift i 136-0bJeclive Thinker4271-Speciolisf 3766-Practilioner 3564-Agenl 3362-Speciali,t 3157-Perfeclionist 2655-Praclitioner 2453-5peciolist 2251-Speciolisl 1746--Praetitfo'ler 1S43-Promoler 1337-objective Thinker 1135-0bjective Thinker4267-Perlectioni,1 3765-Proctitioner 3563-Agenl 3361-Speciali$t 3156-Perfeclianisf 2654-Counselor 2452-Speciolist 2247-0bjective Thinker I 745-Praclltioner 1542-Pramoter 1336-0bjective Thinker 1134-Unde"hiff4266-Perlectionl~t 3764-Caunselor 3562-Agenl 3357-l'erfectionist 3155-Perfectianist 2653--Counselor 2451-5pecioli,t 2246-0bjec1ive Thinker 1744-Pramoler 154i-Promoler 1335-0blective Thinke, 1133-Undershilt4265-Perleclionisl 3763-Counselor 3561-Agenl 3356-Perfectionist 3154-Speciolist 2652--counsetor 2447-0bjeetive Th nker 2245-0bjec1ive Thinker 1743-Prornoler 1537-Apprai,er 1334-4Jndershilt 1132-Undershill4264-Specialist 3762-Caunseior 3557-Praclitioner 3355-Perteclionist 3153-Speciolist 2651-Counselor 2446---Dbjective Th nker 2244-Undershifl t742-Promoter 1536-Approi,er 1333-Unde"hilt 1131-Unde"hlfl4263-Speciolisl 3761-Counselor 3556-Proctitioner 3354-Speciolist 3152-Specioli,t 2647-Praclitioner 2445-0bjective Th nker 2243-UndershlFt 1741-Promoler 1535-Approlser 1332-Undershilt 1I 27--Qbjective Thinker4262-Specio11,t 3757-Pfoctitioner 3555-Proctitioner 3353-Specialisl 3151-Speciali,t 2646-Praclitioner 2444-Unde"hift 2242-Undershift 1737-Appro1ser 1534-Promoter 1331-Undershlft 1126-0bjective Thinker4261-Speciolisl 3756-Pfoclilioner 3554-Counsetor 3352-Specioli~t 3147-0bjeclive Th nker 2645-Pfaclitioner 2443-Unde"hift 2241-Under,hift 1736-Apprai,er 1533-Promoter i327--Qbjeclive Thinkef 1I 25-0blective Thinker4257-Perfectionl'f 3755-Practltioner 3553-Counselor 3351-Speciotisl 3146--Qbjeclive Th nker 2644-Pmmoler 2442-Unde"hift 2237-objective Thinker 1735-Approi~er 1532-Promoter 1326-0bjective Thinker i 124-UnderShilt4256-Perfectioni,t 3754-Counselor 3552--counselor 3347-Dbjeclive Thinker 3145--Qbjec1ive Th nker 2643-Promoter 2441--l1ndershifl 2236-objective Thinker 1734-Promoter 1531-Promater 1325-0bjeclive Thinker i 123-Unde"hift4255-Perfectionist 3753-Caunselor 3551-Coun'eior 3346--0bjeclive Thinker 3144-Undershift 2642-Pmmoler 2437--Qbjective Thinker 2235--0bjective Thinker 1733-Promoter 1527-Appraisef 1324-Unde"hilt 1122-Undershilt4254-Speciolisl 3752-Counselor 3547-Practitioner 334S-0bjecfive Thinker 3143-Undershift 2641-Promoler 2436--0bjective Thinker 2234-Undershifl I 732-l'romoter 1526-Appralsef 1323-Undershift 1121-Under,hilt4253-Specloli,t 3751-Counselor 3546-Proclitioner 3344-Tighl 3142-Undershitt 2637-Appmisef 2435-0bjeclive Thinker 2233-Undershifl 173i-Prornoter 1525-Appraiser 1322-Undefshlft 1) 17--Qbjective Thinker4252-5peciolist 3747-practllioner 3545-Proclitioner 3343-TJghl 3141-Undershitt 2636-Appmisef 2434-lInder,hift 2232-Undershift 1727-Approi,er I S24-Pmmoter 1321-Undershift 1116-0bjeclive Thinker4251jfteciolist 3746-Proctilioner 3544-Promoler 3342-Undershill 3137-0bjective Thinker 2635-Appraiser 2433-Undershift 2231-Undershift I 726-ApprOlser 1523-Promoter t317--Qbjective Thinker 1115--0bjective Thinker4247 bieclive Thinker 3745-Proctilioner 3543-Promoter 3341-Undershill 3136-0blecllve Thinker 2634-promoler 2432-Undershift 2227--Qbiective Thinkef 1725-Approiser 1S22-Promoter 1316-0blective Thinker 1114-Underlhilt4246-0blective Thinker 3744-Promoter 3542-Promoler 3337-Cbjective lh nker 3135-0bjec1ive Thinker 2633-Promoler 2431-lIndershift 2226-0blective Thinker 1724-Promoter 1521-Prornoler 1315-0bleclive Thinker 1113-Undershllt4245-0bjective Thlnl<er 3743-Promoter 3541-Promoler 3336-0bjective Ih nker 3134-Undershilt 2632-Pfomoter 2427-0bieclive Thinker 2225-0bjective Thinker t723-Prornoter 1517-Approiser 1314-Undershift 1112-Undershilt4244-Unde"hilt 3742-Promoter 3537-Approller 3335-0bjective Th nker 3133-Undershitl 2631_promoter 2426-0bJective Thinker 2224-Undershift 1722-Promoler IS16-Appraiser 1313-Undershifl l111-Undershlft

® ?fInl hv ,...<,..,.,"''''' p, ,hli<hi ....., '0" All ri"ht< r""<<>",,,,,-I ... ... .. "'"'' h, '~ __~ __ " -'"'''-''''-- ,-- ."

Page 8: DiSC self assessment tool

Classical Profile PatternsDiSC* Classic

AchieverPattern

eXAMPLE

AgentPattern

EXAMPLE

AppraiserPattern

EXAMPLE

Emotions: is industrious and diligent; displaysfrustrationGoal: personal accomplishments, sometimesat the expense of the group's goalJudges others by: ability to achieveconcrete resultsInfluences others by: accountability forown workValue to the organization: sets andcompletes key result areas for selfOveruses: self-reliance; absorption in the caskUnder pressure: becomes frustrated andimpatient; becomes more of a "do-er" and less of a"delegator"Fears: others with competing or inferior workstandards affecting resultsWould increase effectiveness through:less "either-or" thinking; clearer rask priorities;consideration of optional approaches; willingnessto compromise sborr-term for long-range benefits

Emotions: accepts affection; rejects aggressionGoal: group acceptanceJudges others by: commitment to tolerate andinclude everyoneInfluences others by: empathy; friendshipValue to the organization: supports,harmonizes, empathizes; focuses on serviceOveruses: kindnessUnder pressure: becomes persuasive, usinginformation or key friendships if necessaryFears: dissent; conflictWould increase effectiveness through:strength in the realization of who theyare and what they can do; firmness andself-assertion; ability to say "no" whenappropriate

Emotions: is driven to look goodGoal: "victory" with flairJudges others by: ability to initiate activitiesInfluences others by: competitiverecognitionValue to the organization: accomplishes goalswith the teamOveruses: authority; ingenuityUnder pressure: becomes restless, critical,impatientFears: "loss" or "failure"; others' disapprovalWould increase effectiveness through:individual follow-through; empathy whenshowing disapproval; steadier pace

tI> 2001 bv mscooe Publishinq, Inc. All rinhts reserved.

The motivation of Achievers is largely internal and flows from deeplyfelt personal goals. Their commitment to their own goals prevems themfrom automatically accepting the group's goals. Achievers need to seehow they can blend their personal goals with the organization's goals.By retaining control over the direction of their lives, Achieversdevelop a strong sense of accountability.

Achievers demonstrate a keen interest in their WOrkand an intense,continual pursuit of accomplishment. They have a high opinion of theirwork and may hesitate to delegate tasks when under pressure. Instead,they take on the work themselves to ensure that things are done righr.When they delegate, they have a tendency to take back the task if itdoes not go according to their expectations. Their guiding premise is,"If Isucceed, Iwant the credit; if I fail, I will take the blame."

An Achiever should communicate more with others to expand theirthinking beyond either "I have to do it myself' or "I want all the credit."They may need help in finding new approaches for achieving theirdesired results, Achievers function at peak efficiency, and they expectrecognition equal to their contribution - high wages in for-profitorganizations and leadership positions in other groups.

Agents are attentive to both the human relations and task aspects oftheir work situation. Empathetic and supportive, they are good listenersand known for their willing ear. Agents make people feel wanted andneeded. Because Agents respond to others' needs, people do not fearbeing rejected by Agents. Agents offer friendship and are willing toperform services for others.

Agents have excellent potential for organizing and completing taskseffectively. Agents naturally promote harmony and teamwork and areparticularly good at doing for others what they find difficult to do forthemselves.

Agents fear conflict and dissent. Their supportive approach may enableothers to tolerate a situation rather than encouraging them to engagein active problem-solving. In addition, the Agent's tendency ro adopt a"low profile" - instead of having open confrontations with aggressiveindividuals - may be perceived as a lack of "toughness." Althoughthey are concerned with fitting inro the group, Agents have a fairdegree of independence.

Appraisers make creative ideas serve practical purposes. TIley usedirect methods to accomplish results. Appraisers are competitive, butother people tend to view them as assertive rather than aggressivebecause Appraisers are considerate of others. lnsread of giving ordersor commands, Appraisers involve people in the task through persuasion.They elicit the cooperation of those around them by explaining therationale for the proposed activities.

Appraisers help others ro visualize the steps needed in order toaccomplish results. Appraisers usually speak from a detailed plan ofaction that they have developed in order to ensure an orderly progressiontoward results. In their eagerness to win, Appraisers can becomeimpatient when their standards are not maintained or when extensivefoIlow-d1rough is required.

Appraisers are good critical thinkers. TI1ey are verbal in their criticismsand their words occasionally may be caustic. Appraisers have a bettercontrol of the situation if they relax and pace themselves. A helpfulaxiom to achieve this is, "You win some, you lose some."

Classical Profile PatternsDiSCS Classic

CounselorPattern

EXAMPLE

CreativePattern

EXAMPLE

DeveloperPattern

EXAMPLE

Emotions: is approachable; shows affection andunderstandingGoal: friendship; happinessJudges others by: positive acceptance ofothers; ability to look for the good in peopleInfluences others by: personal relationships;"open door" policyValue to the organization: remains stable andpredictable; develops a wide range of friendships;listens to others' feelingsOveruses: indirect approach; toleranceUnder pressure: becomes overly flexible andintimate; is teo trusting without differentiatingiJJnong peopleFears: pressuring people; being accused ofcausing harmWould increase effectiveness through:attention to realistic deadlines; initiative tocomplete the task

Emotions: accepts aggression; restrainsexpressionGoal: dominance; unique accomplishmentsJudges others by: personal standards;progressive ideas for accomplishing tasksInfluences others by: ability to pacedevelopment of systems and innovative approachesValue to the organization: initiates or designschangesOveruses: bluntness; critical orcondescending attitudeUnder pressure: becomes bored withroutine work; sulks when restrained;acts independentlyFears: lack of influence; failure to achieve theirstandardsWould increase effectiveness through:warmth; tactful communication; effective teamcooperation; recognition of existing sanctions

Emotions: is concerned with meetingpersonai needsGoal: new opportunitiesJudges others by: ability to meet theDeveloper's standardsInfluences others by: finding solutionsto problems; projecting a personal sense of powervalue to the organization: avoids "passingthe buck"; seeks new or innovative problem-solving methodsOveruses: control over people and situations toaccomplish his or her own result.Under pressure: works alone to complete tasks;is belligerent if individualism is threatened orchallenging opportunities disappearFears: boredom; loss of controlWould increase effectiveness through:patience, empathy; participation andcollaboratlun with others; follow-throughand attention to quality control

Counselors are particularly effective at solving people's problems. Theyimpress others with their warmth, empathy, and understanding. Theiroptimism makes it easy to look for the good in others. Counselors preferto deal with others by building long-standing relationships. As a goodlistener wirh a willing ear fur problems, a Counselor offers suggestionsgently and refrains from imposing his or her ideas on others.

Counselors tend to be overly tolerant and patient with non-producers.Under pressure, they may have difficulty confronting performanceproblems. Counselors may be indirect when issuing orders, makingdemands, or disciplining others. By adopting the attitude that "people areimportant," Counselors may place less emphasis on task accomplishment.They sometimes require help in setting and meeting realistic deadlines.

Counselors often take criticism as a personal affront, but they respondwell to attention and compliments for well-done assignments. When ina position of resporu.ibility, Counselors tend to be attentive to the qualityof working conditions and provide adequate recognition for members oftheir group.

Persons with a Creative Pattern display opposing forces in their behavior.Their desire for tangible results is counterbalanced by an equally strongdrive for perfection, and their aggressiveness is tempered by sensitivity.Although they think and react quickly, they are restrained by the wish toexplore all possible solutions before making a decision.

Creative persons exhibit foresight when focusing on projects, and theybring about change. Since individuals with a Creative Pattern have adrive for perfection and demonstrate considerable planning ability, thechanges they make are likely to be sound, but the method they choosemay lack attention to interpersonal relationships.

Creative persons want freedom to explore, and they want the authority toexamine and retest findings. They can make daily decisions quickly butmay be extremely cautious when making bigger decisions: "Should Iaccept that promotion?" "Should I move to another location?" In theirdrive for results and perfection, Creative persons may not be concernedabout social poise. As a result, they may be cool, aloof, or blunt.

Developers tend to be strong-willed individualists, continually seekingnew horizons. As self-reliant, independent thinkers, they prefer tofind their own solutions. Relatively free of the constraining influenceof [he group, Developers are able to bypass convention and oftencreate innovative solutions.

Although they most often use direct, forceful behavior, Developerscan also shrewdly manipulate people and situations. When required toparticipate with others in situations that limit their individualism,Developers tend to become belligerent. They arc persistent whenpursuing the results they desire and will do whatever is necessary toovercome obstacles to success. In addition, they have high expectationsof others and can be critical when their standards are not met.

Developers are most interested in achieving their own goals.Opporrunities fur advancement and challenge are important to them.By focusing on results, they may lack empathy or seem uncaring bydlsmi:»ing others' concerns.

Page 9: DiSC self assessment tool

Classical Profile PatternsDiSCa Classic

InspirationalPattern

EXAMPLE

InvestigatorPattern

EXAMPLE

Objective ThinkerPattern

EXAMPLE

Emotions: accepts aggression; downplays needfor affectionGoal: control of their environment or audienceJudges others by: projection of personalstrength, character, and social powerInfluences others by: charm, direction,intimidation; use of rewardsValue to the organisation: acts as a"people mover"; initiates. demands, compliments,disciplinesOveruses: attitude that "the ends justifyme means"Under pressure: becomes manipulative,quarrelsome or belligerentFears: weak behavior; loss of social statusWould increase effectiveness through:genuine sensitivity; willingness to help others cosucceed in their own personal development

Emotions: is dispassionate; demonstratesself-disciplineGoaL: power through formal roles andpositions of authorityJudges others by: use of factual informationInfluences others by: determination, tenacityValue to the organization: offers comprehen-sive follow-through; works determinedly on tasksindividually or in a small group ,Overuses: bluntness; suspicion of othersUnder pressure: tends to internalizeconflict; holds on to grudgesFears: involvement with the masses;responsibility to sell abstract ideasWould increase effectiveness through:flexibility; acceptance of others; personalinvolvement with others

Emotions: rejects interpersonal aggressionGoal: correctnessJudges others by: ability to think logicallyInfluences others by: use of facts, data, andlogical argumentsValue to the organization. defines andclarifies; obtains, evaluates, and tests informationOveruses: analysisUnder pressure: becomes worrisomeFears: irrational acts; ridiculeWould increase effectiveness through:self-disclosure; public discussion of their insightsand opinions

@2001 by insccoe Publishin~, Inc. All riqhts reserved.

Persons with the Inspirational Pattern consciously attempt tomodify the thoughts and actions of others. They want to control theirenvironment. They are astute at identifying and manipulating an indi-vidual's existing motives in order to direct that person's behavior towarda predetermined end.Inspirational persons are clear about the results they want, but tht.')' donot always immediately verbalize them. They state the results they wantonly after they have primed the other person, offering friendship tothose who desire acceptance, authority to those who seek power, andsecurity to those who want a predictable environment.Inspirational persons can be charming in their interactions. They arepersuasive when they want help in repetitive and time-consumingdetails. People often experience a conflicting sensation by feelingdrawn to Inspirational people and yet being curiously distanced. Othersmal' feel "used" by lnspirauonal persons' powers of manipulation.Although they sometimes inspire fear in others and override theirdecisions, Inspirational persons are generally well liked by co-workersbecause they use their considerable verbal skills to persuade otherswhenever possible. Inspirational persons clearly prefer to accomplishgoals through cooperation and persuasion instead of domination.

Objective and analytical, Investigators are dispassionate "anchorsof reality." Generally undemonstrative, they calmly and steadily pursuean independent path toward a fixed goal. Investigators are successfulat many things, not because of versatility but due to their doggeddetermination to follow through. They seek a clear purpose or goal fromwhich they can develop an orderly plan and organize their actions. Oncea project bas begun, Investigators fight tenaciously to achieve theirobjectives. Intervention is sometimes needed to change their direction.As a result, they can be perceived as stubborn and opinionated.Investigators do well with challenging technical assignments in whichthey can use actual data to interpret the information and drawconclusions. They respond to logic rather than emotion. When sellingor marketing an idea, they are most successful with a concrete product.Investigators are not especially interested in pleasing people, and theyprefer to work alone. They can be perceived as cold, blunt, and tactless.Because they value their own thinking ability, Investigators evaluateothers by how they use facts and logic. To increase their effectivenessin personal interactions, lnvesrigators need to develop a greaterunderstanding of other people, especially others' emotions.

Objective Thinkers tend to have highly developed critical thinkingabilities. They emphasize the importance of facts when drawingconclusions and planning actions, and they seek correctness andaccuracy in everything they do. To manage their work activitieseffectively, Objective Thinkers often combine intuitive informationwith the facts they have gathered. \X/hen in doubt about a course ofaction, they avoid public failure by preparing meticulously. For example,Objective Thinkers will master a new skill privately before they use it ina group activity.Objective Thinkers prefer to work with people who, like themselves, areinterested in maintaining a peaceful work environment. Considered shyby some, they may be reticent in expressing their feelings. They areparticularly uncomfortable with aggressive people. Despite being mild-mannered, Objective Thinkers have a strong need to control theirenvironment. They tend to exert this control indirectly by requiringothers to adhere to rules and standards.Objective Thinkers are concerned with the "right" answer and may havetrouble making decisions in ambiguous situations. With their tendencyto worry, they may get bogged down in "analysis paralysis." When theymake a mistake, Objective Thinkers often hesitate to acknowledge it.Instead, they immerse themselves in a search for information thatsupports [heir position.

Classical Profile PatternsDiSC!> Classic

OvershiftPattern

l:XAMPLl:

PerfectionistPattern

EXAMPLE

PersuaderPattern

EXAMPLl:

Emotions: displays competence; is restrainedand cautiousGoal: stability; predictable accomplishmentsJudges others by: precise standardsInfluences others by: attention to detail;accuracyValue to the organization: is conscientious;maintains standards; controls qualityOveruses: procedures and "fail-safe"controls; overdependence on people,products, and processes that have workedin pastUnder pressure: becomes tactful anddiplomaticFears: antagonismWould increase effectiveness through:role flexibility; independence and interdepend-ence; belief in self-worth

Emotions: trusts others; is enthusiasticGoal: authority and prestige; status symbolsJudges others by: ability to expressthemselves; flexibilityInfluences others by: friendly, open manner;verbal skillsValue to the organization: sells and closes;delegates responsibility; is poised and confidentOveruses: enthusiasm; selling ability; optimismUnder pressure: becomes indecisive andis easily persuaded; becomes organized in order tolook goodFears: fixed environment; complex relationshipsWould increase effectiveness through:challenging assignments; attention tocask-oriented service and key derails; objectivedara analysis

Before you go further, review your profile graph scores for the possibilityof errors made when cornpuring vour responses or plotting your scores.An Overshfr Pattern occurs when all four plotting points are positionedin the upper portion of the graph. This indicates that the person consid-ers all four behavioral styles to be of equally high Importance. AI; a result,the shape of the profile does not match any of the commonly occurringClassical Profile Patterns.

Classical Patterns represent combinations of high and low plottingpoints, whereas the Overshifr Pattern has only high plotting points.When an Overshift Pattern appears in Graph Ill, it is recommendedthat one of the other two graphs be used for interpretation, butremember that Graph I or Graph r I represents only half of theresponses. It may be helpful to retake the profile with a clearer focus.

Perfectionists are systematic, precise thinkers and workers who followprocedure in both their personal and work lives. Extremely conscien-tious, they are diligent in work that requires attention to detail andaccuracy. Because they desire stable conditions and predictable activities,Perfectionists are most comfortable in a dearly defined work environ-ment. They want specifics on work expectations, time requirements, andevaluation procedures.

Perfectionists may become bogged down in the details of the decision-making process. They can make major decisions but may be criticized forthe amount of time they take Ingather and analyse infurmation. Althoughthey like to hear the opinions of their managers, Perfectionists take riskswhen they have facts that they can interpret and use to draw conclustons.

Perfectionists evaluate themselves and others by precise standards forachieving concrete results while adhering to standard operatingprocedures. This conscientious attention to standards and quality isvaluable to the organization. Perfectionists may define their worth roomuch by what they do and not by who they are as people. As a result,they tend to react to personal compliments by thinking, "What doesthis person wand" By accepting sincere compliments, Perfectionistscan increase their self-confidence.

Persuaders work with people, striving to he friendly while pushingforward their own objectives. Outgoing and interested in people,Persuaders have the ability to gain the respect and confidence of varioustypes of people. Persuaders can impress their thoughts on others, drawingpeople to them and retaining them as clients or friends. This ability isparticularly helpful when Persuaders sell themselves or their ideas towin positions of authority.

The most favorable environment for Persuaders includes working withpeople, receiving challenging assignments, and experiencing a variety ofwork activities that require mobility. They seek work assignments thatwill give them the opportunity to look good. As a result of theirnaturally positive outlook, Persuaders may be too optimistic abouta project's results and others' potential. Persuaders also tend tooverestimate their ability to change the behavior of others.

Although Persuaders desire freedom from routine and regimentation,they need to receive analytical data on a systematic. basis. Once alertedto the importance of the "little things," Persuaders can use theinformation to balance their enthusiasm with iii realistic assessmentof the situation.

C 2001 by insccce Publi5hin~. Inc. All riqhls reserved.

Page 10: DiSC self assessment tool

Classical Profile PatternsDiSC· Classic

PractitionerPattern

EXAMPLE

PromoterPattern

EXAMPLE

Result-OrientedPattern

EXAMPLE

Emotions: wants to keep up with others in effortand technical performanceGoal: personal growthJudges others by: self-discipline;position andpromotionsInfluences others by: confidence in theirability to master new skills; development of"proper" procedures and actionsValue to the organization: is skilledintechnical and people problem-solving; displaysproficiency and specializationOveruses: overanention to personal objectives;unrealistic expectations of othersUnder pressure: becomes restrained; issensitive to criticismFears: being too predictable; no recognition asan "expert"Would increase effectiveness through:genuine collaboration for common benefit;delegation of key tasks to appropriate individuals

Emotions: is willing to accept othersGoal: approval, popularityJudges others by: verbal skillsInfluences others by: praise, opportunities,favorsValue to the organization: relieves tension;promotes projects and people, including him orherselfOveruses: praise, optimismUnder pressure: becomes careless andsentimental; is disorgaulredFears: loss of social acceptance and self-worthWould increase effectiveness through:control of time; objectivity; sense of urgency;emotional control; follow-through on promisesand tasks

Emotions: verbalizes ego strength; displaysrugged individualismGoal: dominance and independenceJudges others by: ability to accomplish tasksquicklyInfluences others by: force of character;diligenceValue to the organization: persistence;doggednessOveruses: impatience; "win-lose" competitionUnder pressure: becomes critical and fault-finding; resists participating with a team; mayoverstep boundariesFears: others will take advantage of them; slow-ness, especially in task activities; being a pushoverWould increase effectiveness through:explanation of their reasoning and considerationof other views and ideas about goals and solutionsto problems; genuine concern for others; patienceand humility

© 2001 by inscope Publishing. Inc. All rights reserved.

Practitioners value proficiency in specialized areas. Spurred on by adesire to be "good at something," they carefully monitor their own workperformance. Although their aim is m be "the" expert in an area,Practitioners frequently give the impression that they know somethingabout everything. This image is particularly strong when they expresstheir knowledge on a variety of subjects.

As Practitioners interact with others, they project a relaxed, diplomatic,and easygoing style. This congenial attitude may change quickly in theirown work area when they become intensely focused in order to meethigh standards for performance. Practitioners evaluate others on thebasis of their self-discipline as measured by their daily performance.They have high expectations for themselves and others, and they tendto express their disappointment.

Although they naturally concentrate on developing an organizedapproach [Q work and increasing their own skills, Practitioners also needto help others to build skills. In addition, they need to increase theirappreciation of those who contribute to the work effort even thoughthey may not use the Practitioner's preferred methods.

Promoters have an extensive network of contacts. They arc usuallygregarious and socially adept, and they develop friendships easily. Theyrarely antagonize others intentionally. Promoters seek favorable socialenvironments where they can develop and maintain their contacts.Verbally skilled, they promote their own ideas and create enthusiasm forothers' projects. With their wide range of contacts, Promoters haveaccess to the people who can help them.

Since Promoters prefer to participate and interact with others inactivities, they may be less interested in task accomplishment. Theymay continue to seek out any situation rhat involves meeting peopleand socializing even though their job requires attention to more solitaryactivities. They thrive on meetings, committees, and conferences.

Usually optimistic, Promoters tend to overestimate the ability of others,They often leap to favorable conclusions without considering all thefacts. Promoters will learn to be objective and emphasize results withcoaching and direction. Time management may present challenges forPromoters. By setting a time limit on conversation and discussion, theycan remind themselves of the urgency of"closing" and accomplishingthe task.

Result-Oriented people display self-confidence, which some mayinterpret as arrogance. They actively seek opportunities that test anddevelop their abilities to accomplish results, Result-Oriented personslike difficult tasks, competitive situations, unique assignments, and"important" positions. They undertake responsilnliries with an air ofself-importance and display self-satisfaction once they have finished.

Result-Oriented people tend to avoid constraining factors, such as directcontrols, time-consuming details, and routine work. Because they areforceful and direct, they may have difficulties with others. Result-Oriented people prize their independence and may become restless wheninvolved with group activities or committee work. Although Result-Oriented people generally prefer to work alone, they may persuade othersto support their efforts, especially when completing routine activities.

Result-Oriented people are quick thinkers, and they are impatient andcritical toward those who are nor. They evaluate others on their abilityto get results. Result-Oriented people are determined and persistent evenin the face of antagonism. They take command of the situation whennecessary, whether or not they arc in charge. In their uncompromisingdrive for results, they may appear blunt and uncaring.

Classical Profile PatternsDiSC~ Classic

SpecialistPattern

EXAMPLE

TightPattern

EXAMPLE

UndershiftPattern

EXAMPLE

Emotions: is calculatingly moderate;accommodates othersGoal: maintenance of the status quo;controlled environmentJudges others by: friendship standards;competenceInfluences others by: consistentperformance; accommodating othersValue to the organization: plans shortterm; is predictable, consistent; maintains steadypaceOveruses: modesty; low risk- raking;passive resistance to innovationUnder pressure: becomes adaptable to those inauthority and thinks with the groupFears: change, disorganizationWould increase effectiveness through:public discussion of their ideas; self-confidencebased on feedback; shortcut methods

Specialists "wear well" with others. With their controlled stance andmodest manner, they are able to work well with a number ofbehavloralstyles. Specialists are considerate, patient, and always willing to help thosethey consider friends. They build close relationships with a relarlvclysmall group of associates in the work environment.

Their efforts are directed toward retaining familiar and predictablepatterns. Most effective in specialized areas, Specialists plan theirwork along directed channels and achieve a remarkably consistentperformance. Appreciation from others helps to maintain that levelof consistency.

Specialists are slow to adapt to change. Prior conditioning gives themtime to change their procedures while maintaining a consistent levelof performance. Specialists may need help to start new projects ordevelop shortcut methods to meet deadlines. Finished projects are oftenput aside for further revisions. Specialists should consider throwingaway old files that have outlived their usefulness.

Before you go further, review your profile graph scores for the possibilityof errors made when computing your responses or plotting your scores.A Tight Pattern occurs when all four plotting points are positioned inrhe middle area of the graph with only one segment difference betweenthe four points. This indicates that the person considers all fourbehavioral styles to be of equal importance. As a result, the shape ofthe profile does not match any of the commonly occurring patterns.

Classical Profile Patterns represent combinations ofhigh and lowplotting points, whereas the Tight Pattern has plotting points onlyin the middle area. When a Tight Pattern appears in Graph Ill, it isrecommended that one of the other two graphs be used forinterpretation, but remember that Graph I or Graph II representsonly half of the responses. it may be helpful to retake the profile witha dearer focus.

Before you go further, review your profile graph scores for the possibilityof errors made when computing your responses or plornng your scores.An Undershlfr Pattern occurs when all four plotting points are positionedin the lower portion of the graph. This indicates that the personconsiders all four behavioral styles to be of equally low importance.A5 a result, the shape of the profile does not match any of thecommonly occurring patterns.

Classical Patterns represent combinations of high and low plottingpoints, whereas the Undershifr Pattern has only low plotting points.When an Undershfr Pattern appears in Graph IIl, it is recommendedthat one of the other twO graphs be used for interpretation, burremember that Graph I or Graph II represents only half of theresponses. It may be helpful to retake the profile with a dearer focus.

C 2001 by Inscope Publishing, inc. All rights reserved.