Chinese Version
The report of DiSC personality test
NO.: 5d354bc903290626-2018/3/29 18:47:57
.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:SC CS
SC:
Personality traits:
SC
Profiles of this kind, showing both high Steadiness and high Compliance, are often referred to as 'Technical'. This term is used in its broadest sense; people with this type of approach are suited to jobs such as accountancy, computer programming or engineering, because their personalities combine accuracy and precision with the patience to work at a problem until it has been solved. They are interested in producing quality work, and will often go to great lengths to ensure that the results of their efforts are the best they can possibly achieve.
Calm and rational in approach, this type of person often has a better understanding of personal or emotional issues than might be suggested by their relatively detached demeanour. They are not assertive in style, and will rarely offer input in a group situation, or act in an independent manner.
Descriptive words:Analytical,Patient,Restrained,
Cautious,Dispassionate,Accurate,Conscientious.
Relating to others:
This rather passive style often finds it difficult to relate to other people, especially in unfamiliar settings, because they need to know exactly where they stand before they feel able to act. While they value friendships and strong relations with others, this factor is often disguised by an apparently aloof and reserved style. In order to interact effectively with others, this type will look to more direct and outgoing styles to initiate and take control of interpersonal issues.
Common abilities:
As the term 'Technical' suggests, the particular talents and skills of this type of person lie in the areas of complex systems and procedures. Their high Steadiness lends them patience and a degree of persistence, while their correspondingly high levels of Compliance bring an interest in order and precision to their behaviour. In combination, these factors reflect an individual with strong potential in broadly technical work. Because of their interest in quality and productivity, it is not unusual to find people of this kind who possess special skills or knowledge, especially in the 'technical' areas described.
Motivating factors:
1.A consequence of the patient, precise style of this type is a need for time to plan and execute their work to a standard with which they can feel satisfied. They will wish to work steadily at a project, and dislike interruptions or distractions from the task in hand. They will also seek certainty, and need to be sure that the work that they are doing conforms with the expectations of their colleagues and managers.
2.A more subtle aspect to this type's motivation is their enjoyment of positive relations with others. As we mentioned above, this fact is unlikely to be clear from their somewhat reserved and reticent demeanour, but they like to feel accepted by other people, and can be surprisingly open in style in a favourable environment of this kind.
CS:
Personality traits:
Perfectionist Pattern(CS)
Perfectionists are systematic, precise thinkers and workers who follow procedure in both their personal and work lives.Extremely conscientious, they are diligent in work that requires attention to detail and accuracy. Because they desire stable conditions and predictable activities, Perfectionists are most comfortable in a clearly defined work environment. They want specifics on work expectations, time requirements, and evaluation procedures.
Perfectionists may bog down in the details of the decision-making process. They can make major decisions but may be criticized for the amount of time they take to gather and analyze information. Although they like to hear the opinions of their managers, Perfectionists take risks when they have facts that they can interpret and use to draw conclusions.
Perfectionists evaluate themselves and others by precise standards for achieving concrete results while adhering to standard operating procedures. This conscientious attention to standards and quality is valuable to the organization.Perfectionists may define their worth too much by what they do and not by who they are as people. As a result, they tend to react to personal compliments by thinking, "What does this person want?" By accepting sincere compliments,Perfectionists can increase their self-confidence.
Emotions: displays competence; is restrained and cautious
Goal: stability; predictable accomplishments
Judges others by: precise standards
Influences others by: attention to detail; accuracy
Value to the organization: is conscientious;maintains standards; controls quality
Overuses: procedures and "fail-safe" controls;overdependence on people, products, and processes that have worked in the past
Under Pressure: becomes tactful and diplomatic
Fears: antagonism
Would increase effectiveness with more: role flexibility; independence and interdependence;belief in self-worth
Opportunities for Increased Effectiveness:
With Tasks:Be willing to experiment and take some risks to get new, better results. Develop role flexibility.
With People:Be surrounded by people who can see the big picture without getting bogged down in details. Balance working alone with working with others.
Descriptive words:Analytical,Patient,Restrained,Cautious,
Dispassionate,Accurate,Conscientious.
Relating to others:
This rather passive style often finds it difficult to relate to other people, especially in unfamiliar settings, because they need to know exactly where they stand before they feel able to act. While they value friendships and strong relations with others, this factor is often disguised by an apparently aloof and reserved style. In order to interact effectively with others, this type will look to more direct and outgoing styles to initiate and take control of interpersonal issues.
Common abilities:
As the term 'Technical' suggests, the particular talents and skills of this type of person lie in the areas of complex systems and procedures. Their high Steadiness lends them patience and a degree of persistence, while their correspondingly high levels of Compliance bring an interest in order and precision to their behaviour. In combination, these factors reflect an individual with strong potential in broadly technical work. Because of their interest in quality and productivity, it is not unusual to find people of this kind who possess special skills or knowledge, especially in the 'technical' areas described.
Motivating factors:
1.A consequence of the patient, precise style of this type is a need for time to plan and execute their work to a standard with which they can feel satisfied. They will wish to work steadily at a project, and dislike interruptions or distractions from the task in hand. They will also seek certainty, and need to be sure that the work that they are doing conforms with the expectations of their colleagues and managers.
2.A more subtle aspect to this type's motivation is their enjoyment of positive relations with others. As we mentioned above, this fact is unlikely to be clear from their somewhat reserved and reticent demeanour, but they like to feel accepted by other people, and can be surprisingly open in style in a favourable environment of this kind.
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.
S/I-
Thoughtfulness
1.Thoughtful individuals plan their words and actions carefully and never act on impulse. Deadlines and other time constraints are difficult for this type of person to deal with. Their advantage, however, is the reliability and steadiness they bring to their work.
2.As a sub-trait, the term thoughtfulness refers specifically to the fact that individuals with element in their profile tend to think, plan and consider more than most other types. In common use, 'thoughtfulness' also often indicates someone who is considerate, or takes other people's feelings into account. Though this isn't part of the 'technical' definition of the sub-trait, people with high Steadiness in their profile often display such considerate traits in their styles.
3.The specific form taken by thoughtfulness will often depend on the level of Compliance present in the profile under consideration. Where this is high, Thoughtfulness combines with Accuracy, leading to a disciplined, purposeful approach, where actions are carefully planned with caution and care.
4.Where the Compliance level is low, Thoughtfulness becomes a less focused sub-trait. In this case, it can often be used to reinforce a High-S's resistance to change or direct action: the person concerned will prefer to think and plan than act directly.
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.
C/I-Accuracy
1.The sub-trait of Accuracy is found in DISC profiles with high Compliance and low Influence. The greater the difference between these two factors, the more Accurate the individual in question. The opposite sub-trait of Accuracy, where Influence is higher than Compliance, is Self-confidence.
2.This sub-trait is also sometimes referred to as 'Caution'. The type of person to whom it refers hates to make mistakes - they check and recheck their work, and are prone to correct errors in other people, whether or not they have been asked to do so. This need for certainty means that they will never take a risk unless absolutely necessary. They are also cautious in communication, rarely revealing more about themselves than a bare minimum.
3.Accuracy is a classic introverted sub-trait: those who possess it are highly analytical and relatively uncommunicative. Because of their analytical style, people of this kind will often hold back from action, rather than risk negative results. They prefer the predictable and systematic. This can lead to their being seen by more active types as rather dour and uninspired. In fact, Accurate styles are quite as capable of original thought and inventiveness as any other style, but they are typically reluctant to act on their ideas, or communicate them to others unless encouraged to do so.
4. Accuracy takes a unique form in profiles showing high Compliance in conjunction with high Dominance. In this case, the analytical and rather inexpressive element of the sub-trait is combined with a more demanding and assertive element. The demand for precision and unwillingness to take unnecessary risks associated with Accuracy are maintained, but the High-DC also has the assertiveness to demand these traits from those around them.
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:C
C:
Personality traits:
Objective Thinker Pattern(C)
Objective Thinkers tend to have highly developed critical thinking abilities. They emphasize the importance of facts when drawing conclusions and planning actions, and they seek correctness and accuracy in everything they do. To manage their work activities effectively, Objective Thinkers often combine intuitive information with the facts they have gathered. When they are in doubt about a course of action,they avoid public failure by preparing meticulously. For example, Objective Thinkers will master a new skill privately before they use it in a group activity.
Objective Thinkers prefer to work with people who, like themselves, are interested in maintaining a peaceful work environment. Considered shy by some, they may be reticent in expressing their feelings. They are particularly uncomfortable with aggressive people. Despite being mild-mannered,Objective Thinkers have a strong need to control their environment. They tend to exert this control indirectly by requiring others to adhere to rules and standards.
Objective Thinkers are concerned with the "right" answer and may have trouble making decisions in ambiguous situations.With their tendency to worry, they may get bogged down in "analysis paralysis." When they make a mistake, Objective Thinkers often hesitate to acknowledge it. Instead, they immerse themselves in a search for information that supports their position.
Emotions: rejects interpersonal aggression
Goal: correctness
Judges others by: ability to think logically
Influences others by: use of facts, data, and logical arguments
Value to the organization: defines and clarifies;obtains, evaluates, and tests information
Overuses: analysis
Under Pressure: becomes worrisome
Fears: irrational acts; ridicule
Would increase effectiveness with more: self-disclosure; public discussion of their insights and opinions.
Opportunities for Increased Effectiveness:
With Tasks:Minimize overuse of analysis. Loosen up ... no need to be right all the time.
With People:Be more receptive and open to other people's ways ... be more social.
Descriptive words:Diplomatic,Factual,Organised,
Impartial,Unemotional,Precise,Scrupulous.
Relating to others:
High-C's have many strengths, but the ability to relate easily to other people is rarely among these. The combination of a passive social style with a certain innate suspiciousness makes it difficult for this type of person to form or maintain close relationships, and this is especially true in a business sense. Their friendships or close acquaintances will normally be based on mutual interests or common aims, rather than emotional considerations.
Common abilities:
High-C's are generally very self-reliant people although this fact is often difficult to perceive for other styles. They have structured ways of thinking, and often show particular strengths when it comes to organising facts or working with precise detail or sophisticated systems. The low Steadiness score in this profile suggests a quick-thinking individual who will often have useful input, but their natural reticence means that they will rarely offer an opinion unless asked directly for their thoughts.
Motivating factors:
There is one factor that has a more significant effect on a High-C's motivation than any other - certainty. They need to feel completely sure of their position, and of others' expectations of them, before they are able to proceed. Because of this, they have a very strong aversion to risk, and will rarely take any action unless they can feel absolutely sure about its consequences.
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.
C/S-Sensitivity
1.People of this kind are extremely aware of their environment and changes taking place within it, to the extent that they often notice subtle points that other people miss or ignore. In itself, this is a positive factor, but it does have the consequence that they have a very low boredom threshold and are very easily distracted.
2.The precise nature of Sensitivity will vary somewhat depending on the position of the Influence factor within the profile.
3.Where Sensitivity is accompanied by high Influence, then this describes individuals who are socially aware, and able to detect nuances in communication. An example of such a profile is shown in the third of the example profiles opposite. While social Sensitivity of this kind is valuable, it can also have its disadvantages: specifically, individuals can become over-sensitive to others' opinions, sometimes seeing criticism or disapproval where none in fact exists.
4.Where Influence is low in the profile, Sensitivity becomes a more practical sub-trait, focussing on matters of fact and precision. A profile of this kind, Sensitivity reinforces Accuracy: such an individual is concerned to check things carefully and ensure that mistakes are avoided. Again, this detailed approach is positive in itself, but can sometimes be taken to extremes.
C/I-Accuracy
1.The sub-trait of Accuracy is found in DISC profiles with high Compliance and low Influence. The greater the difference between these two factors, the more Accurate the individual in question. The opposite sub-trait of Accuracy, where Influence is higher than Compliance, is Self-confidence.
2.This sub-trait is also sometimes referred to as 'Caution'. The type of person to whom it refers hates to make mistakes - they check and recheck their work, and are prone to correct errors in other people, whether or not they have been asked to do so. This need for certainty means that they will never take a risk unless absolutely necessary. They are also cautious in communication, rarely revealing more about themselves than a bare minimum.
3.Accuracy is a classic introverted sub-trait: those who possess it are highly analytical and relatively uncommunicative. Because of their analytical style, people of this kind will often hold back from action, rather than risk negative results. They prefer the predictable and systematic. This can lead to their being seen by more active types as rather dour and uninspired. In fact, Accurate styles are quite as capable of original thought and inventiveness as any other style, but they are typically reluctant to act on their ideas, or communicate them to others unless encouraged to do so.
4. Accuracy takes a unique form in profiles showing high Compliance in conjunction with high Dominance. In this case, the analytical and rather inexpressive element of the sub-trait is combined with a more demanding and assertive element. The demand for precision and unwillingness to take unnecessary risks associated with Accuracy are maintained, but the High-DC also has the assertiveness to demand these traits from those around them.
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:CS
CS:
Personality traits:
Perfectionist Pattern(CS)
Perfectionists are systematic, precise thinkers and workers who follow procedure in both their personal and work lives.Extremely conscientious, they are diligent in work that requires attention to detail and accuracy. Because they desire stable conditions and predictable activities, Perfectionists are most comfortable in a clearly defined work environment. They want specifics on work expectations, time requirements, and evaluation procedures.
Perfectionists may bog down in the details of the decision-making process. They can make major decisions but may be criticized for the amount of time they take to gather and analyze information. Although they like to hear the opinions of their managers, Perfectionists take risks when they have facts that they can interpret and use to draw conclusions.
Perfectionists evaluate themselves and others by precise standards for achieving concrete results while adhering to standard operating procedures. This conscientious attention to standards and quality is valuable to the organization.Perfectionists may define their worth too much by what they do and not by who they are as people. As a result, they tend to react to personal compliments by thinking, "What does this person want?" By accepting sincere compliments,Perfectionists can increase their self-confidence.
Emotions: displays competence; is restrained and cautious
Goal: stability; predictable accomplishments
Judges others by: precise standards
Influences others by: attention to detail; accuracy
Value to the organization: is conscientious;maintains standards; controls quality
Overuses: procedures and "fail-safe" controls;overdependence on people, products, and processes that have worked in the past
Under Pressure: becomes tactful and diplomatic
Fears: antagonism
Would increase effectiveness with more: role flexibility; independence and interdependence;belief in self-worth
Opportunities for Increased Effectiveness:
With Tasks:Be willing to experiment and take some risks to get new, better results. Develop role flexibility.
With People:Be surrounded by people who can see the big picture without getting bogged down in details. Balance working alone with working with others.
Descriptive words:Analytical,Patient,Restrained,Cautious,
Dispassionate,Accurate,Conscientious.
Relating to others:
This rather passive style often finds it difficult to relate to other people, especially in unfamiliar settings, because they need to know exactly where they stand before they feel able to act. While they value friendships and strong relations with others, this factor is often disguised by an apparently aloof and reserved style. In order to interact effectively with others, this type will look to more direct and outgoing styles to initiate and take control of interpersonal issues.
Common abilities:
As the term 'Technical' suggests, the particular talents and skills of this type of person lie in the areas of complex systems and procedures. Their high Steadiness lends them patience and a degree of persistence, while their correspondingly high levels of Compliance bring an interest in order and precision to their behaviour. In combination, these factors reflect an individual with strong potential in broadly technical work. Because of their interest in quality and productivity, it is not unusual to find people of this kind who possess special skills or knowledge, especially in the 'technical' areas described.
Motivating factors:
1.A consequence of the patient, precise style of this type is a need for time to plan and execute their work to a standard with which they can feel satisfied. They will wish to work steadily at a project, and dislike interruptions or distractions from the task in hand. They will also seek certainty, and need to be sure that the work that they are doing conforms with the expectations of their colleagues and managers.
2.A more subtle aspect to this type's motivation is their enjoyment of positive relations with others. As we mentioned above, this fact is unlikely to be clear from their somewhat reserved and reticent demeanour, but they like to feel accepted by other people, and can be surprisingly open in style in a favourable environment of this kind.
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.
S/I-
Thoughtfulness
1.Thoughtful individuals plan their words and actions carefully and never act on impulse. Deadlines and other time constraints are difficult for this type of person to deal with. Their advantage, however, is the reliability and steadiness they bring to their work.
2.As a sub-trait, the term thoughtfulness refers specifically to the fact that individuals with element in their profile tend to think, plan and consider more than most other types. In common use, 'thoughtfulness' also often indicates someone who is considerate, or takes other people's feelings into account. Though this isn't part of the 'technical' definition of the sub-trait, people with high Steadiness in their profile often display such considerate traits in their styles.
3.The specific form taken by thoughtfulness will often depend on the level of Compliance present in the profile under consideration. Where this is high, Thoughtfulness combines with Accuracy, leading to a disciplined, purposeful approach, where actions are carefully planned with caution and care.
4.Where the Compliance level is low, Thoughtfulness becomes a less focused sub-trait. In this case, it can often be used to reinforce a High-S's resistance to change or direct action: the person concerned will prefer to think and plan than act directly.
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.
C/I-Accuracy
1.The sub-trait of Accuracy is found in DISC profiles with high Compliance and low Influence. The greater the difference between these two factors, the more Accurate the individual in question. The opposite sub-trait of Accuracy, where Influence is higher than Compliance, is Self-confidence.
2.This sub-trait is also sometimes referred to as 'Caution'. The type of person to whom it refers hates to make mistakes - they check and recheck their work, and are prone to correct errors in other people, whether or not they have been asked to do so. This need for certainty means that they will never take a risk unless absolutely necessary. They are also cautious in communication, rarely revealing more about themselves than a bare minimum.
3.Accuracy is a classic introverted sub-trait: those who possess it are highly analytical and relatively uncommunicative. Because of their analytical style, people of this kind will often hold back from action, rather than risk negative results. They prefer the predictable and systematic. This can lead to their being seen by more active types as rather dour and uninspired. In fact, Accurate styles are quite as capable of original thought and inventiveness as any other style, but they are typically reluctant to act on their ideas, or communicate them to others unless encouraged to do so.
4. Accuracy takes a unique form in profiles showing high Compliance in conjunction with high Dominance. In this case, the analytical and rather inexpressive element of the sub-trait is combined with a more demanding and assertive element. The demand for precision and unwillingness to take unnecessary risks associated with Accuracy are maintained, but the High-DC also has the assertiveness to demand these traits from those around them.
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:
10 realistic
When you keep your feet firmly planted on the ground, you often filter out impractical ideas or bizarre suggestions, thus eliminating wasted effort. However, being too pragmatic can provoke mediocrity or uninspired work.
11 self-effacing
Somewhat reserved and low-key in your manner, you may sometimes employ wit to alleviate tension when you are working with others. Being too laid-back has its drawbacks, though. It can cause others to not take you seriously and cost you respect among your colleagues.
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.
I:
6 suspicious
You may often be skeptical of quick fixes or hype, and you may also check things out before taking action or making major decisions. Such thoroughness makes you valuable to any quality-centered organization. But taken to an extreme, this trait can cause you to become distrustful of others’ motives, thereby thwarting the progress of the group.
7 retiring
Typically modest and unassuming, you’re apt to shy away from attention, conflict, and power struggles. Preferring to work quietly behind the scenes, you’re not one to cause friction. However, it’s important to take a firm stand occasionally on those issues about which you are passionate, so that others do not trample your feelings.
8 controlled
Typically this means that you are self-disciplined and know how to act in most situations. In other words, you're not one to be laughed at. In being too reserved, though, you may miss out on new experiences that can broaden and enrich your life.
9 logical
Because of your common sense and ability to reason, others may look to you to help them settle a dispute or arrive at the best solution to a problem. If logic is used all the time, however, it can limit a team that is striving toward new or unproven ways of doing something.
10 factual
Straightforward and no-nonsense are words that likely describe you. Being factual is a quality that your colleagues appreciate. Especially if their ideas are sometimes lofty or unsubstantiated. This trait can be overused, though, and you run the risk of being perceived as a know-it-all or a wet blanket.
11 reflective
You use this trait in a positive manner when you learn from previous experiences. However, when relied upon too heavily, a reflective nature leads to an inability to move forward.
12 discriminating
Ideas and plans often compete with one another, so it is good to have a distinct idea of what the desired results should be. The ability to discriminate among various proposals ensures that the best one will rise to the top. But taken too far, this trait can lead to closed-mindedness.
S:
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.
22 possessive
Taking command of key projects may come naturally for you, and this sense of ownership and accountability can be a valuable asset in a team setting. But if taken too far, your desire to keep pet projects for yourself can alienate others.
23 serene
Embracing a tranquil mood when problems arise can keep projects on track and conflicts in check. Still, an overly laid back approach can create lax leadership or poor follow-through.
C:
23 conventional
By producing stable and predictable results, you may keep projects focused. Employing this quality in excess, however, may lead to uninspired or bland work.
24 systematic
Making sure that everything gets done correctly and on time is often imperative for you. This flair for organization benefits you and your colleagues. The downside is that you may allow little time for spontaneity or innovative ideas.
25 diplomatic
You may often communicate well with others and favor a nonthreatening tone. This helps an organization run smoothly and creates an atmosphere of trust. The risk, however, is that you may not be straightforward enough when the situation demands it.
26 fact-finder
This trait is a strength when you use it to gather key information and identify factors that are necessary to a project’s success. It becomes a weakness if you dismiss all subtleties and intuitions in favor of “just the facts.”
27 accurate
Using this skill to its fullest requires eliminating both minor and critical flaws. You may often catch mistakes that no one else notices. However, if you rely too much on your own accuracy, your colleagues may grow lax and become dependent on you.
28 perfectionist
This means that producing high-quality work may be a top priority for you. The attention to detail and accuracy that you display is often impressive. But you may want to watch for overattention to tiny inaccuracies or insignificant factors, which can lead to diminishing returns or thwart progress.
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:9%
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:
Increase,
Quantity change
D:
9
3
Increase,
Quantity change
I:
9
14
Decrease,
Qualitative change
S:
9
47
Decrease,
Quantity change
C:
9
16
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)
:
Increase,
Quantity change
Your DiSC style is low D and you are not 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 did it, you finally showed the DiSC style of low 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)
:
Increase,
Quantity change
Your DiSC style is low 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 low I becouse of the situation around you, which will bring you some stress!
You did it, you finally showed the DiSC style of low I!
Unfortunately, your adaptability did not help you overcome this stress. You must re-examine the situation and appropriately and decrease the expectations of I(outgoing,enthusiastic,optimistic,high-spirited and lively)!
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,
Qualitative 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 low S 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 high S!
Unfortunately, your adaptability did not help you overcome this stress. You must re-examine the situation and appropriately and increase the expectations of S(even-tempered,accommodating,patient,humble and tactful)!
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!
Unfortunately, your adaptability did not help you overcome this stress. You must re-examine the situation and appropriately and increase the expectations of C(analytical,reserved,precise,private and systematic)!
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 worrisome;Overwhelms others with logic; Becomes rigid.
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.Being questioned and misunderstood.
2.Unable to make a decision due to insufficient data.
3.The daily operation track is questioned and challenged.
4.The principles, regulations, policies, and methods are unclear.
5.Need to actively engage with the crowd.
6.The environment is out of control.
7.Know that others make mistakes.
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.Get organized
"C" styles are conscious and detail oriented.Do you have some older PowerPoint or Excel spreadsheets that could benefit from being reformatted? Now is the time to do it. “C” styles don’t mind working independently, whether it be at home or in the office. They have their eye on the prize, and their goals must be fulfilled. Organize that closet. Upgrade your closet with a new storage shelf, matching cube bins, and color-code those t-shirts. The “C” will feel better than ever after completing these tasks.
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
C
The Thinker (which applies to styles showing high Compliance) represents a leader who works through planning and structure. We have already seen how highly Compliant types will attempt to impose authority through procedure and organisation. This is due largely to their desire for certainty - they will wish to know as much as possible about the operations of the team on a day-by-day level.
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 C 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.
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