salesbox crm - disc behavior style introduction handbook
DESCRIPTION
Better understanding of behavior increase success The problems that the business world is struggling with today are, among other things, about recruiting the right employee, create effective teams, improving sales, improving the working environment and commitment, develop leaders and employees and resolve conflicts Psychological and behavioral sciences have become more and more important as a source of knowledge. Questions by businesses to traditional psychological tests have not always been answerered in a simple and easily understandable way. More often than not they require specialized training to be used efficiently. A plethora of more or less serious tools and instruments can be found on the market today. DISC is based on William Moulton Marston’s research from the 1930s and is one of the most extensively evaluated conditioned and most used instruments in its field. It is not a psychological test, it has nothing to do with intelligence, nor with values. However, it may be called a behavioral style analysis. This means that the instrument provides information on the behaviors and feelings a person is likely to present in different situations.TRANSCRIPT
DISCINTRODUCTION
WHY ANALYZE A BEHAVIOR?The problems that the business world is struggling with today is eg about recruiting the right employee, create effective teams, improving the working environment and commitment, develop leaders and employees, resolve conflicts, and the like. Psychology and behavioral Sciences has received increasing importance as a source of knowledge. Traditional psychological tests have not always able to answer the questions that the business sets in a simple and easily understandable way and often require specialized training for to be used. A plethora of more or less serious instru-ment has found its way out the market.
DISC is based on William Moulton Marston’s research from the 1930s and belongs to one of the most extensively evaluated conditioned and most used instruments. it is not a psychological profile, it has nothing to do with intelligence, nor with values. However, it may be called a behavioral style analysis. This means that the instrument provides information on the behaviors and feelings a person is likely to present in different situations.
UNDERSTAND THE DIFFERENCEMarston DISC model is developed to understand and describe human behavior. It is important to understand that this is not about measuring personality.
DISC is a communication analysis which can be used to understand and describe hu-man behavior. The analysis is based on William Moulton Marston’s research normal feelings, that biologically effective emotions, that promote the organism’s survival market. Areas where behavioral style analysis are usable:
> Management team Work > Project > Sales development > Team development > In-house development > Recruitment
Understanding of DISC and people’s behaviors improves teamwork and increases sales
THE DISC MODELMarston identified four nodes which he called D, I , S and C. > D (RED) stands for Dominance or how you approach problems and challenges. > I (YELLOW) stands for Influence or how you transmit thoughts and ideas to your surroundings’ > S (GREEN) stands for stability, or how you respond to ambient tempo. > C (BLUE) finally stands for Conformity or how you replied rar on ambient conditions and procedures.
In Marston’s model an individual perceives the environment as either friendly or un-friendly.
Individuals who have very D and / or C in its behavior style often perceive the sur-roundings as unfriendly. They see the challenges, obstacles and possible pitfalls in everything they do.
Individuals with a lot of I and / or S often perceive the environment as friendly. They see the fun, warm, relations between people and an opportunity to successfully do what they do. No approach is right or wrong, they are simply different.
The second part of Marston’s model is the awareness of oneself as stronger as or weaker than the surroundings, that is the amount control or influence the individualbelieves he or she has on the situation, other people or events.
Individuals with a lot of D or I in their behavioral style believe they are stronger than their surroundings. They think they can achieve their goals through their own willpower or through friendly persuasion.
Individuals with lot S and / or K see themselves as weaker than surroundings. They believe that they can achieve their goals by working together with others or by following posted rules. Neither is more right or wrong than the other.
D - DOMINANCE People with high D will try dominate the situation, because they see themselves as stronger than the challenges that they face. They will try to change, or verify things to reach their goals. They are forthright in their way and have the ability to see how chal-lenges can be overcome.
I - INFLUENCE People with high I feel strong in a friendly environ-ment and would like to get others to share their opinions. With friendly persuasion, they try to get others convinced that their opinions are right.
S - STABILITY People with high S wants to preserve the environ-ment they perceive as friendly and beneficial. They see themselves as less powerful and therefore do not want to too much to change.
C - CONFORMITY People with high C see themselves as less powerful in an unfriendly environment. They will therefore try to analyze the situation carefully. They are careful and like to follow established rules and also prior-itize high quality in order to achieve their goals.
THE COLORS IS A FURTHER DEVELOPMENT OF THE DISC MODEL. The colors are based on the typology and William Moulton Marston’s DISC model. The colors describes an individual’s natural behavioral (basic behavior) and how he / she adapt to a particular environment or surroundings (adapted behavior).
BEHAVIOR ANALYSIS
The behavior analysis is used to understand and describe different behavioral styles based two perceptions for each individual: > The individual perceives the environment as friendly or unfriendly > The individual perceives himself as stronger or weaker than the surroundings
The analysis highlights the different behavior styles using colors.
D = RED How you ap-proach difficulties and challenges?
I = YELLOW How you trans-fer thoughts and ideas to your sur-roundings.
S = GREEN How you respond to ambient pace.
C = BLUE How you respond to ambient con-trol and proce-dures.
THE DISC COLORS
WHEN IS THE ANALYSIS USED? > To improve sales> To recruit the right employees > To increase the communication capability > Improve the work environment and commitment > Developing leaders and employees > In order to resolve conflicts and cooperation difficulties
> Innovative, goal oriented, energic, resolute
> Inspiring, open, confident, Generous
> Loyal, good listener, co-operative, calm
> Fact seeking, knowledgable, systematic, diplomatic
INTERPRETATION OF DIFFERENT BEHAVIOR STYLESALL BEHAVIORAL STYLES INCLUDE THE FOUR COLORS. The analysis uses colors to easily highlight different behavioral styles. The four colors are present in all behavioral styles. The four colors vary in strength in different behavioral styles. The analysis highlights the basic behavior and the adapted behavior.
BASIC BEHAVIOR The basic behavior describes your natu-ral behavior. It reflects how you approach to the surroundings when you feel safe and relaxed. The basic behavior is shaped partly genetically but also by early expe-riences. At about 18 years of age (adult-hood) is the behavior stablilized and more difficult to alter.
ADAPTED BEHAVIOR The custom behavior reflects the pre-changes you make to fit in some situ-ations, such as in the workplace. The adapted behavior is changed by external effect, is learned and therefore can be “taught about” again. We have many cus-tom behaviors.
HOW YOU CAN SEE YOURSELF!
> Fact seeking > Knowledgeable > Systematic > Diplomatic > Reflective
> Encouragingly > Uncooperative > Good listener > Calm > Loyal
> Powerful > Energetic > Innovative > Goal oriented > Resolute
> Blithesome > Confident > Generous > Inspiring > Open
Below are descriptions of how others may perceive you. Compare that picture with how you most likely perceive yourself above. Think about what that means!
HOW OTHERS CAN SEE YOU!
> Pedantic > Avoiding > Indecisive > Reserved > Chilly
> Stubborn > Smug > Pigheaded > Unengaged > Reluctance to change
> Opinionated > Arrogant > Aggressive > Governing > Insensitive
> Selfish > Superficial > Egocentric > Unserious > Talkative
THE COLORS APPROACHThe following table describes the colors approach to different situations. The sum-mary provides an overview of what the different colors prioritize.
Personal goals
Use time to
Time traps
Stress symptoms
> To be under- stood, accepted and involved
> To make others happy
> Be perceived as responsive
> That others feel good
> To show self-control
> To minimize the risks
Stress response
> Taking on too much responsibility
> Manage it all with the highest priority
>Emergency responses
> Impulsive decisions
>Run their own goals
> “this is how it will be...”
>To have the situa- tion under control >Coping with chal- lenges
> Do something concrete > Finish old tasks, start new > Searching re sponsibility
> Do something fun
> Do as many things as possible
> Find something new > Having too much at once
> Lack of prioritization
> Change Decision
> Burn out to not loose the other’s acceptance
> Self-defense
> “.. and what did you do ...?”
> support others
> Resolving Conflict
> Create relationships
> Wait for others to lead the way
> Try to take time with too many
> Avoiding responsibility
> Become irritated
> Stay in the background
> Escape from responsibility
> “Help me ...”
> Collect and analyze facts
> Go to details
> Create and maintain structure
> Requiring too much information
> Lack of sense of how long it takes
> Makes no decisions
> Lengthy discussions of unimportant details
> Becomes introverted
> “Wait a minute ...”
EMOTIONS IN THE DIFFERENT COLORSThe following blocks describes the feelings associated with the different colors.
The more Domination (Red) there is found in the profile, the more impatient the person is. A Red person is easily upset. Although the anger is usually possible to control, so noticing the surroundings light of the underlying impatience and irritation. A low dominance fac-tor makes the Red person more patient.
Dominance
Conformity Stability
Influence
Patience Anger Pessimism Optimism
The more influences (Yellow) there found is in the profile, the easier the person sees the bright side of life. A Yellow per-son believes plenty of his fel-low man. A low influence factor makes the person more pessi-mistic and suspicious.
Unafraid Fear
The more conformity (Blue) there is found in the profile the more inclined the person is to follow rules and regulations for fear of making mistakes or be-ing punished. A low conform-ance factor makes the person more fearless and inclined to see the rules more as guidelines that can be broken if the Blue person finds it necessary.
Shows emotions Shows no emotionsThe more stability (Green) there is in the profile, the less the person shows his emotions. The person would rather not reveal the thoughts and feelings. A low stability factor makes the person more prone to let the surround-ings see and hear what the person feels.
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