Chinese Version
Update
The report of DiSC personality test
NO.: 10_69010702_202109-2021/9/25 13:30:06
.What's DiSC
DiSC is a behaviour self-assessment tool originally based on the 1928 DISC emotional and behavioural theory of psychologist William Moulton Marston, which centred on four personality traits: Dominance, Influence, Steadiness, and Compliance. This theory was then developed into a behavioural assessment tool by industrial psychologist Walter Vernon Clarke. Personality expert and researcher, Merrick Rosenberg, notably innovated on the contemporary application of the DISC model as it applies to team development, interpersonal relationships, and American presidential campaigns.
According to Marston, people illustrate their emotions using four behavior types: Dominance (D), Inducement (I), Submission (S), and Compliance (C). He argued that these behavioural types came from people's sense of self and their interaction with the environment. He based the four types on two underlying dimensions that influenced people's emotional behaviour. The first dimension is whether a person views their environment as favourable or unfavourable. The second dimension is whether a person perceives themselves as having control or lack of control over their environment.
Ⅰ.Graph Ⅰ – The Core (Private Self)
This graph Ⅰ is generated by the "least like me" answers in the DISC assessment, and most represents how a person core behavior or even how a person behaves under stress. This graph is the least likely to change because it represents ingrained, learned responses to past events in life. This graph is sometimes referred to as the stress graph because of a person’s tendency to revert to their core behaviors under pressure. For example, one's "S" might spike quite high in this graph when under pressure, revealing their preference to take a step back, slow things down, and evaluate a situation before proceeding or making any rash decisions.
1.The Core of you:SIC SCI
SIC:
Personality traits:
SIC
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team-oriented,Courteous,Moderate,
Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
SCI:
Personality traits:
SCI
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team-oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
2.Sub-traits:
S/D-
Patience
1.This style of person has little sense of urgency and a slow pace, which means that they are able to work in situations that others would find repetitive or dull. They are submissive in style, and ready to accept that there are some things they cannot change.
2.Patient individuals tend to have an open and optimistic attitude, especially to other people. They are not competitive in style, and prefer to avoid situations where they may come into conflict with others. This leads to a rather trusting approach; they like to develop warm and friendly relations with those around them, and will not usually look for ulterior motives.
3.The position of influence will affect the style of a Patient individual, affecting the level of overt Friendliness that that individual presents. Regardless of the Influence level, Patience always retains the same basic behavioural structure, but more Influential individuals will present a more open and outgoing aspect.
4.Where Patience occurs in a profile that also contains a high level of Compliance, then a more practical aspect to the sub-trait appears. In this situation, the profile shares Patience with Accuracy; the result is a behavioural style in which a person concentrates particularly carefully on the details of a task.
I/D-Friendliness
1.Friendly people love to talk - communication is the strongest element of this style. They are outgoing and extrovert, but they find it far from easy to concentrate on mundane tasks, and are easily distracted from such work by the opportunity for social interaction.
2.Friendliness is a very positive (if not always very practical) sub-trait: individuals showing this aspect in their behaviour are typically warm, open and genuinely interested in others. In common with all High-I profiles, they enjoy being the centre of attention, but in this particular case they are also interested in others' feelings and ideas, especially where the profile exhibits a high Steadiness score.
3.Friendly individuals typically display a confident style, especially in circumstances where they feel comfortable and accepted. Despite this confidence, though, they are not particularly assertive - their low level of Dominance makes it difficult for them to be effective in pressurised or confrontational situations.
C/D-Co-operativeness
1.This is the classic 'rule-oriented' sub-trait, relating to a person who need to be absolutely sure of their position and prefers to use established regulations and procedures as a framework to support their ideas. Co-operative people are so called because this aspect of their personal style extends to the need for practical support from managers, colleagues and friends, and so they seek to maintain positive working relationships with others.
2.Co-operativeness is sometimes mistaken for a social sub-trait, but this is not the case. People of this kind work co-operatively with others as part of a behavioural strategy: it allows them to avoid individual risk and distribute responsibility. (This is not to say that there will not be other social drives in the behaviour - whether or not these are present will depend largely on the levels of Influence and Steadiness present in the profile).
3.Regardless of their motivations, though, Co-operative styles tend to be good team-workers. They are able to focus on the good of the group as a whole rather than on their own specific needs, and the organised, structured style that commonly accompanies this sub-trait can also be a strength in a group situation.
II.Word Sketch-Graph Ⅰ
Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Please learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses.
DISC is an observable "needs-motivated" instrument based on the idea that emotions and behaviors are neither "good" nor "bad." Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one's actions,it is easier to "read" and anticipate their likely motivators and needs.
This chart shows your Graph Ⅰ–The Core (Private Self). Use it with examples to describe why you do what you do and what's important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC intensity scores at levels 1 and 8, your emotions and needs are the opposite of those at Levels 20 and 28 in that area.
D
I
S
C
DiSC Focus:
Problems/Tasks
DiSC Focus:
People
DiSC Focus:
Pace(or Environment)
DiSC Focus:
Procedures
Needs:
Challenges to solove,Authority
Needs:
Social relationships,
Friendly environment
Needs:
Systems,Teams,Stable environment
Needs:
Rules to follow,Data to analyze
Observable:
Decisive,risk-taker
Observable:
Optimistic,Trust others
Observable:
Patience,Stabilizer
Observable:
Cautious,Careful decisions
Fears:
being taken advantage of
/lack of control
Fears:
being left out,loss of social approval
Fears:
sudden change
/loss of stability and security
Fears:
being criticized
/loss of accuracy and quality
D
I
S
C
28 egocentric
28 enthusiastic
28 passive
28 perfectionist
27 direct
27 gregarious
27 patient
27 accurate
26 daring
26 persuasive
26 loyal
26 fact-finder
25 domineering
25 impulsive
25 predictable
25 diplomatic
24 demanding
24 emotional
24 team-person
24 systematic
23 forceful
23 self-promoting
23 serene
23 conventional
22 risk-taker
22 trusting
22 possessive
22 courteous
21 adventuresome
21 influential
21 complacent
21 careful
20 decisive
20 pleasant
20 inactive
20 restrained
19 inquisitive
19 sociable
19 relaxed
19 high standards
18 self-assured
18 generous
18 nondemonstrative
18 analytical
17 competitive
17 poised
17 deliberate
17 sensitive
16 quick
16 charming
16 amiable
16 mature
15 self-reliant
15 confident
15 stable
15 evasive
14 calculated risk-taker
14 convincing
14 mobile
14 "own person"
13 self-critical
13 observing
13 outgoing
13 self-righteous
12 unassuming
12 discriminating
12 alert
12 opinionated
11 self-effacing
11 reflective
11 eager
11 persistent
10 realistic
10 factual
10 critical
10 independent
9 weighs pros and cons
9 logical
9 discontented
9 rigid
8 meek
8 controlled
8 fidgety
8 firm
7 conservative
7 retiring
7 impetuous
7 stubborn
6 peaceful
6 suspicious
6 restless
6 arbitrary
5 mild
5 pessimistic
5 change-oriented
5 rebellious
4 quiet
4 aloof
4 fault-finding
4 defiant
3 unsure
3 withdrawn
3 spontaneous
3 obstinate
2 dependent
2 self-conscious
2 frustrated by status quo
2 tactless
1 modest
1 reticent
1 active
1 sarcastic
III.Graph II–The Mask (Public Self)
The graph II in the DISC report shows how someone believes they are expected by others to behave within a particular environment. This graph can be quite different from Graphs 1 and 3, or quite similar. We call this the “Mask” because it might not accurately represent who the person really is. This graph is based on the “most like me” answers in one’s DISC assessment and has the greatest potential for change. For example, if you assess someone and see they have an “I” well above the midline in this first graph, but it’s below the midline in Graphs 1 and 3, this person might believe they are expected to be more outgoing and relational, when they may actually be more task-oriented or passive.
1.The Mask of you:CIS
CIS:
Personality traits:
Practitioner Pattern(CIS)
Practitioners value proficiency in specialized areas. Spurred by a desire to be "good at something," they carefully monitor their own work performance. Although their aim is to be "the" expert in an area, Practitioners frequently give the impression that they know something about everything. This image is particularly strong when they verbalize their knowledge on a variety of subjects.
As Practitioners interact with others, they project a relaxed,diplomatic, and easygoing style. This congenial attitude may change quickly in their own work area when they become intensely focused in order to meet high standards for performance. Because they value self-discipline, Practitioners evaluate others on the basis of their ability to focus on daily performance. They have high expectations of themselves and others, and they tend to verbalize their disappointment.
While they naturally concentrate on developing an organized approach to work and increasing their own skills, Practitioners also need to help others build skills. In addition, they need to increase their appreciation of those who contribute to the work effort even though they may not use the Practitioner's preferred methods.
Emotions: wants to keep up with others in effort and technical performance
Goal: personal growth
Judges others by: self-discipline; position and promotions
Influences others by: confidence in their ability to master new skills; development of "proper" procedures and actions
Value to the organization: is skilled in technical and people problem-solving; displays proficiency and specialization
Overuses: overattention to personal objectives;unrealistic expectations of others
Under Pressure: becomes restrained; is sensitive to criticism
Fears: predictability; no recognition as an "expert"
Would increase effectiveness with more: genuine collaboration for common benefit; delegation of key tasks to appropriate individuals
Opportunities for Effectiveness with Tasks and People:
Tasks: Share your valuable insights. Delegate tasks to others when appropriate.
With People: Appreciate and inspire others and keep them going when the going gets tough. More collaboration with others can be beneficial. Trust the input of others. Help others develop organizational skills and create an organized approach to their work.
Descriptive words:Co-operative,Team-oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
2.Sub-traits:
C/D-Co-operativeness
1.This is the classic 'rule-oriented' sub-trait, relating to a person who need to be absolutely sure of their position and prefers to use established regulations and procedures as a framework to support their ideas. Co-operative people are so called because this aspect of their personal style extends to the need for practical support from managers, colleagues and friends, and so they seek to maintain positive working relationships with others.
2.Co-operativeness is sometimes mistaken for a social sub-trait, but this is not the case. People of this kind work co-operatively with others as part of a behavioural strategy: it allows them to avoid individual risk and distribute responsibility. (This is not to say that there will not be other social drives in the behaviour - whether or not these are present will depend largely on the levels of Influence and Steadiness present in the profile).
3.Regardless of their motivations, though, Co-operative styles tend to be good team-workers. They are able to focus on the good of the group as a whole rather than on their own specific needs, and the organised, structured style that commonly accompanies this sub-trait can also be a strength in a group situation.
I/D-Friendliness
1.Friendly people love to talk - communication is the strongest element of this style. They are outgoing and extrovert, but they find it far from easy to concentrate on mundane tasks, and are easily distracted from such work by the opportunity for social interaction.
2.Friendliness is a very positive (if not always very practical) sub-trait: individuals showing this aspect in their behaviour are typically warm, open and genuinely interested in others. In common with all High-I profiles, they enjoy being the centre of attention, but in this particular case they are also interested in others' feelings and ideas, especially where the profile exhibits a high Steadiness score.
3.Friendly individuals typically display a confident style, especially in circumstances where they feel comfortable and accepted. Despite this confidence, though, they are not particularly assertive - their low level of Dominance makes it difficult for them to be effective in pressurised or confrontational situations.
S/D-
Patience
1.This style of person has little sense of urgency and a slow pace, which means that they are able to work in situations that others would find repetitive or dull. They are submissive in style, and ready to accept that there are some things they cannot change.
2.Patient individuals tend to have an open and optimistic attitude, especially to other people. They are not competitive in style, and prefer to avoid situations where they may come into conflict with others. This leads to a rather trusting approach; they like to develop warm and friendly relations with those around them, and will not usually look for ulterior motives.
3.The position of influence will affect the style of a Patient individual, affecting the level of overt Friendliness that that individual presents. Regardless of the Influence level, Patience always retains the same basic behavioural structure, but more Influential individuals will present a more open and outgoing aspect.
4.Where Patience occurs in a profile that also contains a high level of Compliance, then a more practical aspect to the sub-trait appears. In this situation, the profile shares Patience with Accuracy; the result is a behavioural style in which a person concentrates particularly carefully on the details of a task.
Ⅳ.Word Sketch-Graph II
Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Please learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses.
DISC is an observable "needs-motivated" instrument based on the idea that emotions and behaviors are neither "good" nor "bad." Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one's actions,it is easier to "read" and anticipate their likely motivators and needs.
This chart shows your Graph II–The Mask (Public Self). Use it with examples to describe why you do what you do and what's important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC intensity scores at levels 1 and 8, your emotions and needs are the opposite of those at Levels 20 and 28 in that area.
D
I
S
C
DiSC Focus:
Problems/Tasks
DiSC Focus:
People
DiSC Focus:
Pace(or Environment)
DiSC Focus:
Procedures
Needs:
Challenges to solove,Authority
Needs:
Social relationships,
Friendly environment
Needs:
Systems,Teams,Stable environment
Needs:
Rules to follow,Data to analyze
Observable:
Decisive,risk-taker
Observable:
Optimistic,Trust others
Observable:
Patience,Stabilizer
Observable:
Cautious,Careful decisions
Fears:
being taken advantage of
/lack of control
Fears:
being left out,loss of social approval
Fears:
sudden change
/loss of stability and security
Fears:
being criticized
/loss of accuracy and quality
D
I
S
C
28 egocentric
28 enthusiastic
28 passive
28 perfectionist
27 direct
27 gregarious
27 patient
27 accurate
26 daring
26 persuasive
26 loyal
26 fact-finder
25 domineering
25 impulsive
25 predictable
25 diplomatic
24 demanding
24 emotional
24 team-person
24 systematic
23 forceful
23 self-promoting
23 serene
23 conventional
22 risk-taker
22 trusting
22 possessive
22 courteous
21 adventuresome
21 influential
21 complacent
21 careful
20 decisive
20 pleasant
20 inactive
20 restrained
19 inquisitive
19 sociable
19 relaxed
19 high standards
18 self-assured
18 generous
18 nondemonstrative
18 analytical
17 competitive
17 poised
17 deliberate
17 sensitive
16 quick
16 charming
16 amiable
16 mature
15 self-reliant
15 confident
15 stable
15 evasive
14 calculated risk-taker
14 convincing
14 mobile
14 "own person"
13 self-critical
13 observing
13 outgoing
13 self-righteous
12 unassuming
12 discriminating
12 alert
12 opinionated
11 self-effacing
11 reflective
11 eager
11 persistent
10 realistic
10 factual
10 critical
10 independent
9 weighs pros and cons
9 logical
9 discontented
9 rigid
8 meek
8 controlled
8 fidgety
8 firm
7 conservative
7 retiring
7 impetuous
7 stubborn
6 peaceful
6 suspicious
6 restless
6 arbitrary
5 mild
5 pessimistic
5 change-oriented
5 rebellious
4 quiet
4 aloof
4 fault-finding
4 defiant
3 unsure
3 withdrawn
3 spontaneous
3 obstinate
2 dependent
2 self-conscious
2 frustrated by status quo
2 tactless
1 modest
1 reticent
1 active
1 sarcastic
Ⅴ.Graph III – The Mirror (Perceived Self)
The graph III is an average of the 1st and 2nd graphs, and is most depictive of one's natural behavior. It combines the way someone believes they are expected to behave in their current situation or environment with their core behaviors from learned past responses. This graph represents the self- perception of the person and represents how they communicate and behave in the majority of situations.
1.The Mirror of you:ISC ICS SIC SCI CIS CSI
ISC:
Personality traits:
ISC
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team-oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
ICS:
Personality traits:
ICS
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team-oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
SIC:
Personality traits:
SIC
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team-oriented,Courteous,Moderate,
Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
SCI:
Personality traits:
SCI
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team-oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
CIS:
Personality traits:
Practitioner Pattern(CIS)
Practitioners value proficiency in specialized areas. Spurred by a desire to be "good at something," they carefully monitor their own work performance. Although their aim is to be "the" expert in an area, Practitioners frequently give the impression that they know something about everything. This image is particularly strong when they verbalize their knowledge on a variety of subjects.
As Practitioners interact with others, they project a relaxed,diplomatic, and easygoing style. This congenial attitude may change quickly in their own work area when they become intensely focused in order to meet high standards for performance. Because they value self-discipline, Practitioners evaluate others on the basis of their ability to focus on daily performance. They have high expectations of themselves and others, and they tend to verbalize their disappointment.
While they naturally concentrate on developing an organized approach to work and increasing their own skills, Practitioners also need to help others build skills. In addition, they need to increase their appreciation of those who contribute to the work effort even though they may not use the Practitioner's preferred methods.
Emotions: wants to keep up with others in effort and technical performance
Goal: personal growth
Judges others by: self-discipline; position and promotions
Influences others by: confidence in their ability to master new skills; development of "proper" procedures and actions
Value to the organization: is skilled in technical and people problem-solving; displays proficiency and specialization
Overuses: overattention to personal objectives;unrealistic expectations of others
Under Pressure: becomes restrained; is sensitive to criticism
Fears: predictability; no recognition as an "expert"
Would increase effectiveness with more: genuine collaboration for common benefit; delegation of key tasks to appropriate individuals
Opportunities for Effectiveness with Tasks and People:
Tasks: Share your valuable insights. Delegate tasks to others when appropriate.
With People: Appreciate and inspire others and keep them going when the going gets tough. More collaboration with others can be beneficial. Trust the input of others. Help others develop organizational skills and create an organized approach to their work.
Descriptive words:Co-operative,Team-oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
CSI:
Personality traits:
CSI
This combination of three high factors represents a behavioural style with a number of divergent elements. One common theme of the style, however, is represented by the low level of Dominance, meaning that overtly assertive or direct behaviour will rarely be seen. Instead, individuals of this kind will try to achieve their ends through communication, using their persuasive abilities or their powers of rational discussion.
This is not an ambitious type of person; profiles of this kind reflect people who rarely set distinct goals for themselves in life, but prefer instead simply to build strong relationships with others and pursue their personal interests or pastimes. They work particularly well as part of a team or group, being both friendly and co-operative in style, and ready to accept others' ideas.
Descriptive words:Co-operative,Team- oriented,Courteous,
Moderate,Compromising,Team-oriented,Sociable.
Relating to others:
Influence, Steadiness and Compliance, the three important factors in this profile, all confer certain communicative strengths on this type of person. In combination, these three elements give styles of this kind a number of strengths in the field of relations with other people. Influence is the factor that relates to an outgoing, friendly personality style, while Steadiness confers capable listening skills and patience with others. Finally, Compliance gives a rational aspect to such an individual's personal approach, helping them to present cogent and coherent arguments when necessary.
Common abilities:
As we saw above, many of this style's abilities lie in the field of personal communication and relationship management. They are good team players who work well with other people, and appreciate their input into discussions. While they have the confidence to maintain a pro-active role, this does not equate to the direct assertiveness of certain other types. They are capable of being outgoing and extrovert, they are also receptive to other people and sympathetic to other points of view.
Motivating factors:
This type of person is not ambitious by nature, and rarely has a specific set of goals or aims in life. Motivation for this person is more a matter of a general sense of happiness or contentment, and specifically this means the development of positive, warm relations with other people, time to adapt to changes in circumstance, and a sense of sureness about their position, especially (but not exclusively) in social terms.
2.Sub-traits:
S/D-
Patience
1.This style of person has little sense of urgency and a slow pace, which means that they are able to work in situations that others would find repetitive or dull. They are submissive in style, and ready to accept that there are some things they cannot change.
2.Patient individuals tend to have an open and optimistic attitude, especially to other people. They are not competitive in style, and prefer to avoid situations where they may come into conflict with others. This leads to a rather trusting approach; they like to develop warm and friendly relations with those around them, and will not usually look for ulterior motives.
3.The position of influence will affect the style of a Patient individual, affecting the level of overt Friendliness that that individual presents. Regardless of the Influence level, Patience always retains the same basic behavioural structure, but more Influential individuals will present a more open and outgoing aspect.
4.Where Patience occurs in a profile that also contains a high level of Compliance, then a more practical aspect to the sub-trait appears. In this situation, the profile shares Patience with Accuracy; the result is a behavioural style in which a person concentrates particularly carefully on the details of a task.
I/D-Friendliness
1.Friendly people love to talk - communication is the strongest element of this style. They are outgoing and extrovert, but they find it far from easy to concentrate on mundane tasks, and are easily distracted from such work by the opportunity for social interaction.
2.Friendliness is a very positive (if not always very practical) sub-trait: individuals showing this aspect in their behaviour are typically warm, open and genuinely interested in others. In common with all High-I profiles, they enjoy being the centre of attention, but in this particular case they are also interested in others' feelings and ideas, especially where the profile exhibits a high Steadiness score.
3.Friendly individuals typically display a confident style, especially in circumstances where they feel comfortable and accepted. Despite this confidence, though, they are not particularly assertive - their low level of Dominance makes it difficult for them to be effective in pressurised or confrontational situations.
C/D-Co-operativeness
1.This is the classic 'rule-oriented' sub-trait, relating to a person who need to be absolutely sure of their position and prefers to use established regulations and procedures as a framework to support their ideas. Co-operative people are so called because this aspect of their personal style extends to the need for practical support from managers, colleagues and friends, and so they seek to maintain positive working relationships with others.
2.Co-operativeness is sometimes mistaken for a social sub-trait, but this is not the case. People of this kind work co-operatively with others as part of a behavioural strategy: it allows them to avoid individual risk and distribute responsibility. (This is not to say that there will not be other social drives in the behaviour - whether or not these are present will depend largely on the levels of Influence and Steadiness present in the profile).
3.Regardless of their motivations, though, Co-operative styles tend to be good team-workers. They are able to focus on the good of the group as a whole rather than on their own specific needs, and the organised, structured style that commonly accompanies this sub-trait can also be a strength in a group situation.
Ⅵ.Word Sketch-Graph III
Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Please learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses.
DISC is an observable "needs-motivated" instrument based on the idea that emotions and behaviors are neither "good" nor "bad." Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one's actions,it is easier to "read" and anticipate their likely motivators and needs.
This chart shows your Graph III as a "Mirror". Use it with examples to describe why you do what you do and what's important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC intensity scores at levels 1 and 8, your emotions and needs are the opposite of those at Levels 20 and 28 in that area.
D
I
S
C
DiSC Focus:
Problems/Tasks
DiSC Focus:
People
DiSC Focus:
Pace(or Environment)
DiSC Focus:
Procedures
Needs:
Challenges to solove,Authority
Needs:
Social relationships,
Friendly environment
Needs:
Systems,Teams,Stable environment
Needs:
Rules to follow,Data to analyze
Observable:
Decisive,risk-taker
Observable:
Optimistic,Trust others
Observable:
Patience,Stabilizer
Observable:
Cautious,Careful decisions
Fears:
being taken advantage of
/lack of control
Fears:
being left out,loss of social approval
Fears:
sudden change
/loss of stability and security
Fears:
being criticized
/loss of accuracy and quality
D
I
S
C
28 egocentric
28 enthusiastic
28 passive
28 perfectionist
27 direct
27 gregarious
27 patient
27 accurate
26 daring
26 persuasive
26 loyal
26 fact-finder
25 domineering
25 impulsive
25 predictable
25 diplomatic
24 demanding
24 emotional
24 team-person
24 systematic
23 forceful
23 self-promoting
23 serene
23 conventional
22 risk-taker
22 trusting
22 possessive
22 courteous
21 adventuresome
21 influential
21 complacent
21 careful
20 decisive
20 pleasant
20 inactive
20 restrained
19 inquisitive
19 sociable
19 relaxed
19 high standards
18 self-assured
18 generous
18 nondemonstrative
18 analytical
17 competitive
17 poised
17 deliberate
17 sensitive
16 quick
16 charming
16 amiable
16 mature
15 self-reliant
15 confident
15 stable
15 evasive
14 calculated risk-taker
14 convincing
14 mobile
14 "own person"
13 self-critical
13 observing
13 outgoing
13 self-righteous
12 unassuming
12 discriminating
12 alert
12 opinionated
11 self-effacing
11 reflective
11 eager
11 persistent
10 realistic
10 factual
10 critical
10 independent
9 weighs pros and cons
9 logical
9 discontented
9 rigid
8 meek
8 controlled
8 fidgety
8 firm
7 conservative
7 retiring
7 impetuous
7 stubborn
6 peaceful
6 suspicious
6 restless
6 arbitrary
5 mild
5 pessimistic
5 change-oriented
5 rebellious
4 quiet
4 aloof
4 fault-finding
4 defiant
3 unsure
3 withdrawn
3 spontaneous
3 obstinate
2 dependent
2 self-conscious
2 frustrated by status quo
2 tactless
1 modest
1 reticent
1 active
1 sarcastic
D:
12 unassuming
Usually modest about your abilities, you’re not one to call attention to yourself or seek recognition for your accomplishments. This is a quality that others may appreciate when working with you because you’re not "high maintenance." However, it’s important to speak up every now and then to let others know what you need to be effective.
13 self-critical
This means that introspection often comes easily for you, and you’re not afraid to examine your flaws and shortcomings. Such analysis can yield helpful insights that benefit you and your organization. Take care, however, that you do not become overly critical of yourself and cease to participate, or worse yet, project your condemnation onto others.
14 calculated risk-taker
Wild speculation is usually not for you. In taking calculated risks, you can help prevent disasters and minimize losses; however, the downside is that this tendency can stifle creativity and limit growth.
15 self-reliant
Embracing this trait requires an affinity for independent thinking and a fondness for going it alone when necessary. These habits can produce effective solutions and hone leadership skills. On the other hand, excessive self-reliance can undo a team’s bond and wreck camaraderie.
16 quick
Your agility in grasping complexities and forming opinions rapidly is an enviable talent that can help speed up an organization’s progress. The key is to temper your tendency to make fast decisions or you will be seen as reckless or oblivious to the dangers.
17 competitive
Striving to be the best can lead to superior accomplishments and major successes. Your drive to be the victor may help you achieve much along the way, even if you fall short of your ultimate goal. This desire can become obsessive, though, if you only think about winning and pay no attention to the cost.
18 self-assured
Your belief in your own abilities may propel you toward leadership positions. The confidence and certainty you exude can also inspire your colleagues to greater heights. Relying on this trait too much, however, can cause others to view you as arrogant or haughty.
I:
15 confident
Having a strong belief in your own powers to get the job done can inspire others to take risks that could lead to new levels of success. It is rewarding to work with confident people, unless their confidence becomes inflated and self-gratifying, at with point others may feel irritated or invisible.
16 charming
Combined with emotional intelligence and leadership abilities, your skill at capturing the attention of others and winning them over has a lot of potential. You need to remember, however, not to overuse your charm to manipulate or take advantage of others.
17 poised
This may refer to your self-assurance as you encounter new situations, people or problems. Rarely reactive, you're likely to respond calmly to whatever comes your way, which often earns you respect and emulation. Still, if your responses don't show an appreciation for other's worries, you risk losing your credibility.
18 generous
In a work setting, this can mean giving your time and energy without expecting something in return. It’s an admirable trait that works well toward achieving a common goal. But you need to conserve your time and energy by saying “no” when there are multiple projects and your name is on all of them.
19 sociable
Not one to shy away from lively interaction with others, you’re likely to be found in the center of activities with lots of ideas to share. This is welcome, especially with introverted types who might need you to help them get comfortable in groups. Being sociable is not appropriate, however, when you need to be deadline-oriented or the focus is strictly on the task at hand.
20 pleasant
Being cheerful and agreeable are traits that will allow you to fit in almost everywhere and contribute to a shared goal. However, if you never share your real thoughts and opinions for fear of being disagreeable, you run the risk of being perceived as wishy-washy or lacking in substance.
21 influential
The ability to inspire others and move them to action is a quality found in effective leaders.Having this skill means that you can mentor individuals, or act on their behalf when they aren't able to do so.However, it is important that you also see this as a responsibility to stay truthful and accountable, so that others are not misled or misrepresented.
S:
15 stable
You may often be the one whom people count on. By remaining strong and supplying a reliable framework, you encourage high-quality work. But this characteristic becomes counterproductive if others start to take you for granted or underappreciated your contributions.
16 amiable
Presenting your opinions and ideas in a pleasant, agreeable manner can lead to satisfying results and a productive atmosphere. A dependence on congeniality, however, can get in the way when tough decisions have to be made.
17 deliberate
You may be extremely thoughtful and methodical in your work. This can be a strength when you carefully consider every angle and implication so you can devise the best solution. It becomes a weakness if you spend so much time deliberating that you have no energy left for taking action.
18 non-demonstrative
You are not likely to become involved in passionate arguments or personal conflicts that hamper productivity if you use the positive aspects of this trait. But if you do not temper this skill, your colleagues may feel shut out or become annoyed at your lack of enthusiasm.
19 relaxed
A reassuring manner when approaching difficult problems can be truly beneficial to any organization. Be aware, though, that if you appear excessively calm, others may perceive you as indifferent or apathetic.
20 inactive
You may often work at a steady pace and refrain from energetic displays or enthusiastic outbursts. This is beneficial when a methodical approach ensures an efficient solution. However, if you stay on the sidelines when direct action is necessary, you may jeopardize quality.
21 complacent
This means that you often display an even-tempered satisfaction, which makes you a content and affable colleague. The downside is that you run the risk of appearing bored or unengaged.
C:
15 evasive
This means that you often stay out of personality conflicts or infighting, which is to your benefit.Being too vague, however, can lead to communication breakdowns or questions about your credibility.
16 mature
To use your experience and wisdom to solve complex problems is an excellent application of this quality. Bear in mind, however, that reliance on your experience can backfire if you close your mind to new ideas.
17 sensitive
This trait is a strength when it allows you to get in touch with the intricacies and nuances of a project. It becomes a weakness if you get flustered over petty difficulties or obstacles.
18 analytical
You may approach assignments with a cool logic that calculates every detail or possible outcome. Favoring reason over gut instinct has the advantage of eliminating haphazard solutions. It becomes a drawback, however, when it is allowed to minimize creativity.
19 high standards
Inferior work or half-hearted efforts often frustrate you, so you may set imposing goals for yourself and others. Such endeavors may inspire you and your colleagues to greater heights. On the other hand, holding onto unrealistically high expectations for performance can cause anxiety and animosity among team members.
20 restrained
Holding your tongue and refraining from criticism may be your default behavior. By avoiding condemnation, you may encourage openness and innovation. Still, showing too much restraint allows tension to go unresolved between you and your colleagues.
21 careful
A reputation for cautious action and deep deliberation may often precede you. This skill helps prevent inaccuracies and slip-ups when quality is critical. However, keep in mind that too much wariness can produce inertia that will keep important projects from being completed.
Ⅶ.Compressed profiles
NO,NOT Compressed profiles!
Ⅷ.Analysis of psychological stress
In psychology, stress is a feeling of emotional strain and pressure.Stress is a type of psychological pain. Small amounts of stress may be desired, beneficial, and even healthy. Positive stress helps improve athletic performance. It also plays a factor in motivation, adaptation, and reaction to the environment. Excessive amounts of stress, however, may lead to bodily harm. Stress can increase the risk of strokes, heart attacks, ulcers, and mental illnesses such as depression and also aggravation of a pre-existing condition.
Stress can be external and related to the environment,but may also be caused by internal perceptions that cause an individual to experience anxiety or other negative emotions surrounding a situation, such as pressure, discomfort, etc., which they then deem stressful.
The self-adjustment ability of your psychological stress:49%
The greater the ability to adapt, the greater the resistance to stress, but at the same time, you may be relatively less sensitive to your own changes.
Psychological stress of you:
Decrease,
Qualitative change
D:
49
9
Decrease,
Quantity change
I:
49
8
Decrease,
Quantity change
S:
49
22
Decrease,
Quantity change
C:
49
1
Analysis of the sub-item stress:
If the above psychoanalysis chart does not show a single item in which red completely covers green, congratulations, your adaptability has helped you overcome all the pressure.
Otherwise: if the above psychoanalysis chart shows a single item with red completely covering the green, you should pay attention to your stress problem. You may be able to bear the individual pressure of quantitative change, but you should pay special attention to the individual pressure of qualitative change.
Stress can be caused by the following reasons:
1.The increase of D indicates that the pressure comes from the competitive work environment;The decrease of D indicates that you are facing less challenges and competition.
About you
(D)
:
Decrease,
Qualitative change
Your DiSC style is high D and you are direct,firm,strong-willed,forceful,results-oriented.It will urge you (and you also want yourself) to be the DiSC style of low D becouse of the situation around you, which will bring you some stress!
You didn't handle it well, you finally showed the DiSC style of hight D!
Congratulations! Your adaptability has helped you overcome this stress!
2.The increase of I indicates that you are not comfortable with interacting with others;The decrease of I indicates that you don't feel close contact with others.
About you
(I)
:
Decrease,
Quantity change
Your DiSC style is high I and you are outgoing,enthusiastic,optimistic,high-spirited and lively.It will urge you (and you also want yourself) to be the DiSC style of high I becouse of the situation around you, which will bring you some stress!
You did it, you finally showed the DiSC style of high I!
Congratulations! Your adaptability has helped you overcome this stress!
3.The increase of S indicates that you are impatient with the rigid work environment;The decrease of S indicates that you need to adapt to a rapidly evolving environment.
About you
(S)
:
Decrease,
Quantity change
Your DiSC style is high S and you are even-tempered,accommodating,patient,humble and tactful.It will urge you (and you also want yourself) to be the DiSC style of high S becouse of the situation around you, which will bring you some stress!
You did it, you finally showed the DiSC style high S!
Congratulations! Your adaptability has helped you overcome this stress!
4.The increase of C indicates that your stress comes from a restricted and regulated work environment;The decrease of C indicates that you are currently working without adequate support.
About you
(C)
:
Decrease,
Quantity change
Your DiSC style is high C and you are analytical,reserved,precise,private and systematic.It will urge you (and you also want yourself) to be the DiSC style of high C becouse of the situation around you, which will bring you some stress!
You did it, you finally showed the DiSC style high C!
Congratulations! Your adaptability has helped you overcome this stress!
Extreme situation:
In the case of very relaxed(such as a lack of discipline), or face the difficult adjustment of the working pressure,you may exhibit the following behavior disadvantaged:
1.Becomes adaptable to those in authority and thinks with the group;Gives in; Avoids revealing true opinions.
2.Becomes careless and sentimental; Becomes disorganized; Gets overly expressive.
The overall stress may come from (mainly):
1.Undertake too much work by yourself and will not put pressure on others.
2.When you have to make major decisions on your own.
3.Being asked to do something that has never been done before.
4.Feel the work schedule of breath, can not act according to plan.
5.The policy changes suddenly and cannot be responded to in time.
6.The work is too busy to take care of family and other things.
7.The face of conflict or situation is too complicated.
8.Fast pace of work
9.Afraid to offend others.
10.Standing in front of the stage to speak publicly.
The overall stress may come from (secondary):
1.Atmosphere too serious.
2.No way to integrate into the group.
3.Work is not fun and boring.
4.Working alone, unable to talk to others.
5.Too many factions in the group,Intrigue with each other.
6.No way to show your true self.
7.No way to get affirmation, praise, and support from the supervisor.
8.The open and friendly style is misunderstood.
9.Will not arrange the schedule properly, it is too urgent and too messy.
Ⅸ.Ease Your Stress
1.Schedule "One-on-one" time
"S" styles are supportive and steady.They may have a hard time managing their routine right now, but routine is what is going to keep some stability and normalcy. They will also want to connect with their co-workers they haven’t seen lately. Schedule some one-on-one projects with friends or co-workers to get back in your comfort zone. When was the last time you have received a handwritten letter from a friend, or written one yourself? Get out some stationery and a pen, and send a friend a thoughtful letter through faithful snail mail.
2.Have a virtual party
"I" styles are outgoing and social. It's a great time to brush up on all the ins-and-outs of Microsoft Teams or Zoom for work. Don’t be surprised if you get random video calls from your "I" co-worker when they have a few minutes just to say, "Hi." The best thing to an in-person party is a virtual Friday night social with the ones you love.
Ⅹ.Team Leadership Styles
The member who fulfils the leadership role will have both a direct and an indirect effect on the team as a whole. The direct effect is usually clear and easy to identify - it consists of the instructions the leader issues or policies they put in place.
Quite as important, but less simple to distinguish, however, are the leader's indirect effects on their team. These stem not from the leader's actions themselves, but from the ways in which they perform these actions - in other words, from their individual behavioural style.
High
I
The Persuader (a style related to profiles showing high Influence) prefers to foster a friendly, open atmosphere, and to build strong relationships with the members of their team. This approach often hides the fact, though, that this style is still an assertive and active one, and will react badly where they believe other members of the team are in some sense taking advantage of their informal style.
High
S
The Supporter (a style based on high Steadiness) tends to see themselves as providing a service for the team's members, rather than a source of direction. While they understand their responsibilities as a leader, they will typically seek to establish rapport with the members of their team, providing support where circumstances require it, and looking for similar support from their members.
Your profile showing both high I and high S will typically display two aspects, often switching between these two styles according to the demands of a situation.
.Postscript
As you read your report, please keep in mind that no dimension or pattern in DiSC Classic is better or worse than another and there are no right or wrong answers. Rather, the report shows your unique responses to your environment.
https://www.rvvr.cn/mytest_discviewwxen.aspx?examineeno=10_69010702_202109&tesi=72226edfacb2520ec0ccddfd6d5c6544554924b3&z=202109&bxid=10&q=0&m=0