Using DISC assessment for project team management
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*The DISC tool is heavily used in some sectors. Even though there are different providers of DISC assessments all tests are very similar making it easy for candidates to pick the preferred answers to the questions. <ref name="Limitations">''Sales Team Focus Ltd,'' ''Shortcomings of DISC Profiling,'' ''Retrieved 21 February 2021,'' ''http://www.salesteamfocus.com/whatwedo/psychometricTesting/shortcomingsDISC.php'' </ref> | *The DISC tool is heavily used in some sectors. Even though there are different providers of DISC assessments all tests are very similar making it easy for candidates to pick the preferred answers to the questions. <ref name="Limitations">''Sales Team Focus Ltd,'' ''Shortcomings of DISC Profiling,'' ''Retrieved 21 February 2021,'' ''http://www.salesteamfocus.com/whatwedo/psychometricTesting/shortcomingsDISC.php'' </ref> | ||
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*The composition of the model is rather outdated due to the two dimensional design of the model that doesn't reflect a person's personality, furthermore the model has received criticism from psychologists and people that works in Human Resource. <ref name="Limitations" /> | *The composition of the model is rather outdated due to the two dimensional design of the model that doesn't reflect a person's personality, furthermore the model has received criticism from psychologists and people that works in Human Resource. <ref name="Limitations" /> | ||
*Tests of behavioural traits are in general narrow-minded as humans complex and is reflected by emotions, social abilities and dynamic environments. <ref name="Limitations1">''Deviate Consulting,'' ''Limitations of the DISC Test,'' ''Retrieved 21 February 2021,'' ''https://www.deviateconsulting.org/single-post/2018/08/20/limitations-of-the-disc-test'' </ref> | *Tests of behavioural traits are in general narrow-minded as humans complex and is reflected by emotions, social abilities and dynamic environments. <ref name="Limitations1">''Deviate Consulting,'' ''Limitations of the DISC Test,'' ''Retrieved 21 February 2021,'' ''https://www.deviateconsulting.org/single-post/2018/08/20/limitations-of-the-disc-test'' </ref> | ||
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Revision as of 22:49, 21 February 2021
Contents |
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.
Historical background
The theory of the DISC tool originates from the book Emotions of Normal People by psychologist William Moulton Marston. The book was published in 1928 and described what Marston called four “primary emotions” – emotions that later was translated into four behavioural styles: Dominance (D), Influence (I), Steadiness (S) and Conscientiousness (C). Marston’s work was during half a century further developed, but it wasn’t until the 1970’s where psychologist John Geier created the Personal Profile System, the model became available for general use [1]. Geier’s system was later translated into the DiSC assessment and the patterns of his original model is still used in today’s DISC models. [2]
Introduction to the DISC model
The DISC model is described as a simple yet powerful tool used to characterize different types of personalities. It describes the four basic behavioural styles: Dominance (D), Influence (I), Steadiness (S) and Conscientiousness (C). Each behavioural style is characterized by traits that makes each behavioural profile unique.
Horizontal axis
The DISC model is a two-dimensional model containing a horizontal and vertical axis. The horizontal axis separates the upper half and lower half of the circle. The upper half consists of behavioural styles D and I and is described as fast-paced personalities. They are often described as bold, outspoken, active, assertive and dynamic and tend to perceive themselves as more powerful than their environment. People with these traits tend to try to change their circumstances rather than adapt to the current circumstances.
The lower half consists of behavioural styles S and C who tend to be more moderate-paced. They are often described as reflective, cautious, calm, methodical and thoughtful. These people tend to see themselves less powerful than the environment and would rather adapt to the current circumstances. [3]
Vertical Axis
The second dimension of the model is the vertical axis differs between sceptical and accepting personality types. People who to fall to the left in the DISC model tend to be more questioning, logic-focused, reserved and challenging. Those personality types have an antagonistic approach toward their environment and possess a vetted approach towards society.
Personalities that fall to the right in the DISC model tend to be warmer, people-focused, empathizing, respective and agreeable. Opposite of those who fall to the left, those to the right see their environment as being more aligned with their own interests and possess a more friendly perception of their surroundings. [3]
Use of the model
A finer personality analysis can be obtained by segmenting the four quadrants into twelve smaller behavioural styles that let the quadrants merge into each other. Eg. a person is able to obtain a Di or an iD style if answers indicate their personality to be somewhere between Dominance (D) and Influence (I). In the overview of the behavioural styles below only the four main behavioural styles are discussed.
An important aspect of the DISC theory is that the four behavioural styles are not static. All people feature traits from each of the four quadrants with one being dominant. The degree of dominance of traits can also vary, with some people that featuring more traits from their quadrant and some that possess less. In general, the four quadrants shows that people within each quadrant tend to show more behavioural traits from within their quadrant than an average person. Behaviour is able change when situations and settings change, making behavioural styles dynamic and should only be used as a reference to behavioural tendencies. In DISC there is no right or wrong. All traits are equal and can provide beneficial and valuable information about the different behavioural styles. Furthermore, work style is affected by other factors such as educational level, maturity and life experience. [2]
Four behavioural styles
Dominance (D)
The dominant (D) behavioural style is dominant to approximately 19% of the population on earth [4]. People with dominance as their behavioural style are described as competitive and prefer to get started with tasks right away. They often find it easier to ask for forgiveness than to ask for permission which support their fast-paced mindset. Their communication style is very direct, and their lack of patience shows when group members are not fully focused on the task. Due to their extroverted approach, they are confident with being the leader and they are very result oriented. D’s have a tendency to display a more aggressive behaviour and don’t find others beliefs or preferences as valuable as their own. D’s also tend to seek justice and dislike more than other behavioural styles when people take advantage of them. [4] [2]
Influence (I)
The behavioural style Influence (I) is dominant to approximately 32% of the population on earth [4]. I styled people are very outgoing and are quicker to seek out social opportunities than the average person. They are often described as risk takers and feel free when unbounded from constraints. They are very charismatic and use their verbal skill to interact and influence others to a greater good. Due to their love for unboundedness, they are great at creating ideas, but tend to be better starters than finishers. They believe in the best in all people, thus it can be shocking when other take advantage of them. They love fun and don’t mind being the center of attention. Due to their optimistic mindset, they don’t like to let people down, thus they sometimes promise more than what they are capable of doing. [4] [2]
Steadiness (S)
The behavioural style Steadiness (S) is dominant to approximately 35% of the population on earth, making it the style that is the most dominant among the four styles (i.e. the style obtained by the largest amount of people) [4]. S’s are very faithful and tend to put others needs above their own. They are very loyal, and people usually find it very comfortable to open up and share thoughts with S’s. They prefer to think before they speak and due to their reserved approach towards conversations, they may not contribute a lot to a discussion unless there is made room for them to communicate. In groups they focus on others well-being and they don’t want to show their own emotions. S’s like to be recognised for the work they are doing but, don’t like public accolades as they don’t like to be the center of attention. On teams they are very adaptive and possess a great amount of patience. They are very stable workers and prefer a slower-paced and predictable environment. [4] [2]
Conscientiousness (C)
The last letter of the DISC model is C that describes the conscientiousness behavioural style. This style is dominant to approximately 14% of the population in the world making it the style that is the least dominant among the four behavioural styles (i.e. the style obtained by the smallest amount of people) [4]. C’s are described as being very analytical in their way of thinking and they are very observant to the attention of details. C’s gets the job done from start to finish but tend to be slow starters due to the amount of planning and questioning to get everything right from the start. C’s are very information seeking and usually don’t speak before they think. They want to understand and play by the rules and procedures of their surroundings and expect others to so as well. They tend to be sceptical towards emotion and their beliefs relies on a reflective and logical approach, thus uses the same approach when making decisions. C’s tend to be reserved, like privacy and thrive in a quiet environment. [4] [2]
DISC assessment in project management
Establishing the right team is not always an easy task. Sometimes project managers get to set their own team and sometime the team already has been formed. One of the most important tasks to a project manager is to release their team’s full potential and making the team one effective and efficient unit. This will not only result in a better use of resources, but also create more successful projects. DISC assessments can be used to teach managers and colleagues how to recognise, respect and engage with their each other if used properly and in consequence lead to increased motivation, less stressed and effective employees.
The DISC assessment suggests that employees should be treated according to their behavioural style. This will enhance team communication and lead to more receptive and positive employees which is crucial in order to create an engaged team.
Knowledge about team members is not only crucial to project managers, but to every manager that is engaged within a team and has daily contact with its employees. The most frequent reason for people to resign their job is due to a breakdown in the relationship with their manager [5]. This suggests that managers should prioritize to understand their employees and their behaviour. [6]
Four steps of behavioural modification
In order for DISC assessment to become an effective tool, project managers must understand how to use the knowledge gained from understanding different behavioural styles. The process of a behavioural modification in communication and understanding of others can be described in four steps.
- The project manager must understand the different DISC behavioural styles. Project managers most understand key qualities of each style, what motivates and what each style dislike in terms of communication, types of tasks, work environment etc. Furthermore, it is important that the project manager understands how to communicate and how to empower different behavioural styles.
- When the project manager is fully aware of the different traits of each behavioural style, the manager needs to identify their own style. This makes the manager capable of understanding their own behaviour and what traits that might seem offensive or misaligned with other behavioural styles.
- The manager must know identify behavioural styles of employees within their team. When the manager understand their team the manager can work on improving self-awareness to make adjustments in their approach to the team and the individual.
- The project manager can now to modify their language and behaviour towards every single one of their employees to enhance communication, assign the right tasks to the right employees, improve effectiveness and motivate employees based on their individual behavioural style. [7]
Managing different behavioural styles
| Dominance profile (D) |
|---|
|
Motivation and fear Employees with a dominant behavioural style are motivated by results. Project managers need to be aware that D's are assigned to valuable task where their contribution is clearly shown. Significance is another key word as D’s wants to be seen, heard and recognized for their work. Too little recognition or other taking credit for work done by D's is feared by D's. They also dislike being controlled too much, which suggests that they should be assigned to tasks that are open and unbounded. |
|
Communicating with D When communicating with D’s managers should always be direct, straight forward and honest. D’s easily get bored when presented too many details, instead managers should pick out what is most important and quickly get to the bottom line of the conclusion. |
|
Empowering D D’s are empowered by being in a highly challenging and fast passed environment. Managers should make sure that the task that are assigned to D's are likewise. Managers should provide tasks to D's that have broad objectives and open boundaries, so the D’s can find their own way to the finish line. However, D’s do need clear boundaries of their responsibility. |
| Influence profile (I) |
|---|
|
Motivation and fear I's are motivated by managers that let them investigate new opportunities, where they can express themselves and use their many thoughts to create new ideas and possibilities. Managers should be aware that I’s react strongly to rejections. Furthermore, I’s fears to be limited or boxed in, meaning that managers should be aware of both stimulating I’s with the right kind of tasks and create a social environment around them. |
|
Communicating with I When managers communicate with I’s they should focus on possibilities and solutions rather than obstacles. Due to I’s enthusiastic behaviour, they prefer the use of stories rather than being communicated statistics and facts. When surrounded by I’s, managers should communicate with enthusiasm and positivity. |
|
Empowering I To empower I’s managers must create a fun and collaborative environment, so the I’s don’t get bored. To many repetitive task will bore I’s, so creating a flexible work structure will help empowering I’s. |
| Steadiness profile (S) |
|---|
|
Motivation and fear The steadiness behavioural style is motivated by stability and providing support to those in need. Managers need to have this in mind as S’s should be placed in roles where their help is appreciated by others. They are also motivated by working together with others and managers should focus on creating harmony’s in groups where S’s are present. Furthermore, they are motivated by continuity, thus managers should create a slow-paced environment to those. S’s dislike too many changes and conflicts and thrives doing well-defined tasks. |
|
Communicating with S Managers should focus on making a personal connection when communicating with S’s as well as allowing them to think before speaking. Generally, conversations with S’s should be kept quiet and peaceful. When communicating in larger groups managers need to create spaces for S’s to enter conversations. |
|
Empowering S To empower a S styled person, managers need to create a stable and harmonious environment. Changes should be introduced slowly and with forewarning as fast changes can seem intimidating. When managing S’s managers need to provide clear expectations to what is expected by the S’s as well as offer encouragement and affirmation. |
| Conscientiousness profile (C) |
|---|
|
Motivation and fear Employees with a conscientiousness behavioural style are motivated by working systematically and using their expertise to solve tasks. The managers need to provide tasks to C’s where they can immerse in finding effective and accurate solutions that requires them to use their logical thinking. C’s have a fear of failing, which mean that managers should be supportive in helping C’s reach their goals. |
|
Communicating with C When communicating with C’s managers must use a practical and factual approach. C’s prefer to process their thoughts before making decisions or speaking, so managers must ensure they have time to do that. Proper and thoroughly preparation is important to C’s and managers should do the same when communicating with C’s. |
|
Empowering C To empower a C styled person, managers must provide clear information and consistent procedures. Before moving ahead and making decisions managers should allow C’s to take the time necessary to gather relevant information. |
Limitations and criticism
- The DISC tool is heavily used in some sectors. Even though there are different providers of DISC assessments all tests are very similar making it easy for candidates to pick the preferred answers to the questions. [8]
- Due to the simplicity of the test it is easy to pick the answers that makes the respondent appear how they would like to appear. [8]
- Respondents are forced to choose adjectives that weight for only one or two of the four behavioural styles. This means that it is impossible to get a high score on all four styles and similar it is impossible to get a low score on all four behavioural styles. [8]
- The composition of the model is rather outdated due to the two dimensional design of the model that doesn't reflect a person's personality, furthermore the model has received criticism from psychologists and people that works in Human Resource. [8]
- Tests of behavioural traits are in general narrow-minded as humans complex and is reflected by emotions, social abilities and dynamic environments. [9]
References
- ↑ Center for Internal Change, DiSC History, Retrieved 21 February 2021, https://www.onlinediscprofile.com/what-is-disc/disc-history/
- ↑ 2.0 2.1 2.2 2.3 2.4 2.5 M. Scullard & D. Baum, (2015), Everything DiSC Manual, Wiley
- ↑ 3.0 3.1 Everything DiSC, About Everything DiSC: Theory and Research, Retrieved 21 February 2021,'https://www.mindlabconnect.com/FuseMLC/media/FuseMLC/Assets/EverythingDisc/Resources/Everything-DiSC-resources-aboutdisc.pdf
- ↑ 4.0 4.1 4.2 4.3 4.4 4.5 4.6 4.7 J. Hedge, (2013), The Essential DISC Training Workbook: Companion to the DISC Profile Assessment, Disc-U.Org
- ↑ J. Robison, (2008), Turning Around Employee Turnover, Retrieved 21 February 2021, https://news.gallup.com/businessjournal/106912/Turning-Around-Your-Turnover-Problem.aspx
- ↑ C. Crowe, (February 2015), "Using personality profiles for team management", In Practice, Volume 37, Issue 2 p. 99-101, https://doi-org.proxy.findit.dtu.dk/10.1136/inp.h309
- ↑ C. Bowser, (2018), Managing Your Team More Effectively Using DISC Leadership Tools, Retrieved 21 February 2021, https://blog.extendeddisc.org/managing-team-more-effectively-disc-leadership-tools/
- ↑ 8.0 8.1 8.2 8.3 Sales Team Focus Ltd, Shortcomings of DISC Profiling, Retrieved 21 February 2021, http://www.salesteamfocus.com/whatwedo/psychometricTesting/shortcomingsDISC.php
- ↑ Deviate Consulting, Limitations of the DISC Test, Retrieved 21 February 2021, https://www.deviateconsulting.org/single-post/2018/08/20/limitations-of-the-disc-test
