Using DISC assessment for project team management

Abstract

Project managers are considered to be responsible for what a team produce and the end result or outcome of a project. In order for project managers to succeed and reach objective goals it is crucial to make the best use of their team and their resources. Many resources are wasted due to poor communication, little or no understanding of the individual team member or lacking knowledge about group dynamics. Several tools and techniques seek to improve teams to enhance overall team performance which in general leads to better projects . One of the most famous and often used tools to help managers understand their employees is the DISC tool. In 1928 the psychologist William Moulton Marston published his book Emotions of Normal People, which contains the initial theory behind the DISC analysis. The theory was later translated into the DISC analysis that is broadly known today and used by corporations all over the world. (se wiki eng). The DISC analysis focuses on four primary emotions: Dominance, Influence, Steadiness and Conscientiousness, which mirrors the four main behavioural responses of Marston’s theory. The tool is fairly simple and easy to use from where it has gained its popularity (kilde). The DISC analysis can help project managers to understand their employee’s behavioural responses to factors such as motivation, effective and efficient communication, stress, increased productivity, increased team cohesiveness, conflict management, negotiation, reduction of staff turnover and more. The aim of this article is to describe the main theory of the four primary emotions and appertaining behavioural responses of Marston’s theory. Furthermore, the article will describe why, when and how project managers should use the DISC tool to enhance team environment as well as the limitations of the tool. This wiki article is predominantly based on Everything DiSC theory by Wiley and Sons.

Dominance profile (D)
Motivation
Fears
Communicating with D
Empowering D