Improving Performance through People Literacy
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Get to know yourself and your behavioral modes better.
▐
Recognize personal strengths and tendencies.
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Recognize potential areas of conflict with other people and how to minimize them.
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Learn to be more effective in your work through team- building across personality types.
Welcome
Who am I ?
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 2
“In order to make it fair, you all get the same task: climb this tree!”
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 3
Learning Objectives
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Learn to evaluate your own and other’s behavioural styles.
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Learn to understand and discover your work behaviour and how others perceive this.
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Learn to put your efforts into fields in which you can gain mastery.
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Learn to influence your (work/personal) environment positively.
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Develop strategies to enhance your work relationships and increase productivity through greater effectiveness.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 4
Types of Conflict
with myselfIntrapersonal Conflict
with othersInterpersonal Conflict
with my own rolePersonal-Functional Conflict
with my organisationPersonal-Organisational Conflict
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 5
Select your Response
▐ It’s not a test.
▐ There are no good or bad results.
▐ The results are based on your personal perception of your chosen environment.
▐ Today choose to focus on your work life.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 6
Questionnaire “MOST”
▐ Rub the box next to one phrase in each group that is most descriptive of your general behaviour.
▐ Please fill in page 3.
▐ You will need 5 to 7 minutes for this page.
▐ Respond spontaneously. Follow your first impressions.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 7
Questionnaire “LEAST”
▐ Rub the box next to one word in each group that is least descriptive of how you feel.
▐ Please fill in only page 4.
▐ You will need 5 to 7 minutes for this page.
▐ Respond spontaneously. Follow your first impressions.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 8
Tally Area
5 12 1 1
5
4
2 0 5 13
3 12 -4 -12
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Count each N in the Most Section on page 4.
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Enter the total in the N box, Tally Area.
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Do the same with D, I, S, and C.
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Repeat for the Least Section.
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Check the accuracy of your count; the total should equal 24.
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Subtract the scores in the Least Boxes from the scores in the Most Boxes. Use positive (+) and negative (-) symbols in the DIFFERENCE Box.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 9
Graph Interpretation
2 123 21
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 10
Entry Number
▐ Single Digit: Other three factors have minimal
influence on you.
▐ Double Digit: Have a primary and secondary
behaviour.
▐ Triple Digit: Draw from all three dimensions of
behaviour.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 11
DISC Graphs
Understand the three graphs:
▐
Public Self-Concept Graph I: Conscious choice of attitude, intention & behaviour.
▐
Private Self Concept Graph II: Less conscious and involuntary form of behaviour (temperament).
▐
Composite Self-Concept Graph III: Align personal preferences with the expectations of others.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 12
Graph I: Public Self-Concept
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Developed in response to the
expectation of others.
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Use of behaviour to project an image
for others to see.
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Development of our orchestration of
behaviour.
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Voluntary response to current situation
- conscious choice of attitudes,
intentions, and behaviour.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 13
Graph II: Private Self-Concept
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Temperament characteristics.
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Least changeable aspect of personality.
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Foundation on which we build successive
layers of behaviours - personal beliefs.
▐
Reaction is less conscious, natural
form of behaviour.
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Concealed behaviour.
▐
Focus is on feelings, emotions, passions.
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Source of energy.
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Reflects response under pressure.
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 15
Dimension Dominant
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Objective: Shape the environment;
overcome opposition to accomplish
results.
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Fear : To be overcome.
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Desire: Self-reliance.
▐
Motivations: Show what they can do;
fight for survival; earn respect; be
successful; assert themselves.
D
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 16
Dimension Influencing
▐
Objective: Shape environment; bring
others into partnership to achieve
results.
▐
Fear: To be deprived.
▐
Desire: Acceptance.
▐
Motivations: Enjoy themselves;
understand other’s feelings; relate to
people; keep moving.
I
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 17
Dimension Steady
▐
Objective: Cooperate with others to
achieve results.
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Fear: To be alone.
▐
Desire: Security.
▐
Motivations: Express sincere
feelings; reject that which conflicts
with their ideas; be considered
essential by others; justify their
demands on others.
S
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 18
Dimension Cautious
▐
Objective: Consider consequences
of action with others.
▐
Fear: To be criticised.
▐
Desire: Accuracy.
▐
Motivations: Treat others fairly;
improve the world; justify their
positions; isolate themselves from
threats.
C
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 19
Dominant Description
As Viewed by Self:
▐ Seek solutions to problems
▐ Get immediate results
▐ Overcome objections
▐ Accelerate efforts when
competing
▐ Show impatience
▐ Take authority
▐ Give orders
As Viewed by Others:
▐ Change circumstances
▐ Cause trouble
▐ Use people
▐ Respond by posing
questions
▐ Use information to control
▐ Take risks
▐ Provide strong leadership
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 20
Dominant Description
Becomes Motivated When Given:
▐ Independence to act
▐ Power and authority
▐ Wide sphere of operation
▐ Creative adventure tasks
▐ Freedom from close supervision
▐ Prestige and challenge
▐ Opportunity for advancement
Motivated by Others Who:
▐ Verbalise assertively
▐ Demonstrate vigorous effort
▐ Give and take
▐ Provide direct answers
▐ Accept criticism
▐ Seek new challenges
▐ Work on their own
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 21
Dominant Description
Increase Effectiveness by:
▐ Identifying with the group
▐ Showing empathy and
understanding
▐ Listening to others without
interrupting
▐ Adhering to rules and
regulations
▐ Accepting greater
responsibilities
▐ Carefully checking their work
Need Others Who:
▐
Collect data
▐
Interpret information
▐
Stabilise the environment
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Appraise work procedures
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Encourage teamwork
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Use caution
▐
Weigh pros and cons
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 22
Influencing Description
As Viewed by Self:
▐ Use tactful communication
▐ Persuade and convince others
▐ Provide tension release with humour
▐ Generate enthusiasm
▐ Contact people
▐ Accept varied opinions
▐ Respond spontaneously
As Viewed by Others:
▐ Promote what is best for themselves
▐ Use outward appearance
▐ Appear excitable
▐ Expect rewards
▐ Overextend themselves
▐ Simplify answers
▐ Desire to assist people
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 23
Influencing Description
Becomes Motivated When
Given:
▐ Appreciation and positive
reinforcement
▐ New openings and better
possibilities
▐ Freedom of expression
▐ Teaching roles
▐ Connections with superiors
▐ Opportunity to showcase
talent and skills
Motivated by Others Who:
▐
Openly express their opinions
▐
Show a good-natured optimistic side
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Project personal warmth
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Easily grant and request favours
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Appear poised and self- confident
▐
Cast off restrictions
▐
Willingly promote cooperation
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 24
Influencing Description
Increase Effectiveness by:▐
Meeting some time obligations
▐
Providing critiques of events, ideas
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Questioning excuses for failures
▐
Using facts as a basis for arguments
▐
Being objective in decision making
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Seeking meaningful relationships
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Being realistic about what they can do
Need Others Who:
▐
Display exacting standards
▐
Adapt to routine
▐
Give attention to organising
▐
Emphasise systematic
procedures
▐
Assume responsibility,
follow through
▐
Meet demands with clear,
concise answers
▐
Use common sense; apply
practical ability
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 25
Steady Description
As Viewed by Self:
▐ Develop unity with others
▐ Expect security
▐ Remain calm and composed
▐ Build a reserve of strength
▐ Give attention to details
▐ Show loyalty
▐ Stay or sit in one place
▐ Demonstrate patience
As Viewed by Others:
▐ Fulfill commitments
▐ Anxious to please
▐ Rely upon strength of others
▐ Avoid struggle for power
▐ Show suspiciousness early in relationship
▐ Demonstrate concern for the unexpected
▐ Assume an agreeable, participatory role
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 26
Steady Description
Becomes Motivated When Given:
▐
Time to achieve methodical outcomes
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Understanding change in procedures
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Opportunity to plan along structured lines
▐
Sincere appreciation
▐
Identification with team/group
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Credit for successfully completed tasks
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Long term security
Motivated by Others Who:
▐
Command respect; stick to
convictions
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Follow traditional procedures
▐
Are conscientious, principled,
persistent
▐
Acknowledge anxious feelings
▐
Seek help to gain cooperation
▐
Go directly to the point of an
issue
▐
Attack ideas rather than the
people who express them
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 27
Steady Description
Increase Effectiveness by:
▐ Accepting necessary change
▐ Disciplining irresponsible people
▐ Setting realistic goals
▐ Staying in control even under pressure
▐ Developing creativity
▐ Working with a diverse group
▐ Openly stating convictions
Need Others Who:
▐
Show curiosity about new, varied interests
▐
Accept major, critical responsibilities
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Delegate work to others
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Are flexible in work procedures
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Set a fast-moving pace
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Apply pressure on others
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Gain recognition through verbal skills
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 28
Cautious Description
As Viewed by Self:
▐
Adhere to rules and regulations
▐
Show diplomacy and tactfulness
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Check for accuracy
▐
Weigh actions against stated goals
▐
Emphasise systematic procedure
▐
Provide order and improved systems
▐
Show concern for practical details
As Viewed by Others:
▐
Use factual statements as challenges
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Assume an investigative role
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Communicate high standards
▐
Criticise performance
▐
Minimise those who respond emotionally
▐
Put people on the defensive
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Comply with authority
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 29
Cautious Description
Becomes Motivated When Given:
▐ Chance to determine cause of problems
▐ Task of formulating goals or objectives
▐ Expert role in long-range planning
▐ Reassurance
▐ Sheltered environment
▐ Chance to restore order
▐ Answers about questionable assignments
Motivated by Others Who:
▐ Maintain a direct course
▐ Are practical about costs and operations
▐ Show restraint; offer meaningful facts
▐ Demonstrate clear, concise reasoning
▐ Have an ability to plan
▐ Control their time and effort
▐ Reject claims of innocent mistakes
© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 30
Cautious Description
Increase Effectiveness by:
▐ Making new people connections
▐ Gaining new and different experiences
▐ Proving their spirit for experimentation
▐ Exerting command of the situation
▐ Having bursts of constructive energy
▐ Wishing to keep ahead of others
Need Others Who:
▐ Excite and move people to action
▐ Develop others’ leadership ability
▐ Demand respect for their ability
▐ Make quick decisions
▐ Confront others
▐ Struggle against the odds
▐ Question and draw out options