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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.

“In order to make it fair, you all get the same task: climb this tree!”


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.


Types of Conflict

with myselfIntrapersonal Conflict

with othersInterpersonal Conflict

with my own rolePersonal-Functional Conflict

with my organisationPersonal-Organisational Conflict


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.


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.


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.


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.


Graph Interpretation

2 123 21


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.


DISC Graphs

Understand the three graphs:

▐

Public Self-Concept Graph I: Conscious choice of attitude, intention & behaviour.

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Private Self Concept Graph II: Less conscious and involuntary form of behaviour (temperament).

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Composite Self-Concept Graph III: Align personal preferences with the expectations of others.


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.


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.

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Reaction is less conscious, natural

form of behaviour.

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Concealed behaviour.

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Focus is on feelings, emotions, passions.

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Source of energy.

▐

Reflects response under pressure.

© 2003 John G. Geier, Ph.D., Dorothy Downey, M.S.; © 2004, persolog GmbH. All Rights reserved. Page 15

Dimension Dominant

▐

Objective: Shape the environment;

overcome opposition to accomplish

results.

▐

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


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


Dimension Steady

▐

Objective: Cooperate with others to

achieve results.

▐

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


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


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



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



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


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


▐ Promote what is best for themselves

▐ Use outward appearance

▐ Appear excitable

▐ Expect rewards

▐ Overextend themselves

▐ Simplify answers

▐ Desire to assist people



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


▐

Openly express their opinions

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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

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Cast off restrictions

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Willingly promote cooperation



Increase Effectiveness by:▐

Meeting some time obligations

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Providing critiques of events, ideas

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Questioning excuses for failures

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Using facts as a basis for arguments

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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

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Adapt to routine

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Give attention to organising

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Emphasise systematic

procedures

▐

Assume responsibility,

follow through

▐

Meet demands with clear,

concise answers

▐

Use common sense; apply

practical ability


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


▐ 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


Steady Description


▐

Time to achieve methodical outcomes

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Understanding change in procedures

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Opportunity to plan along structured lines

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Sincere appreciation

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Identification with team/group

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Credit for successfully completed tasks

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Long term security


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Command respect; stick to

convictions

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Follow traditional procedures

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Are conscientious, principled,

persistent

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Acknowledge anxious feelings

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Seek help to gain cooperation

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Go directly to the point of an

issue

▐

Attack ideas rather than the

people who express them


Steady Description


▐ 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


Cautious Description

As Viewed by Self:

▐

Adhere to rules and regulations

▐

Show diplomacy and tactfulness

▐

Check for accuracy

▐

Weigh actions against stated goals

▐

Emphasise systematic procedure

▐

Provide order and improved systems

▐

Show concern for practical details


▐

Use factual statements as challenges

▐

Assume an investigative role

▐

Communicate high standards

▐

Criticise performance

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Minimise those who respond emotionally

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Put people on the defensive

▐

Comply with authority




▐ 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


▐ 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




▐ 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

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