BEHAVIOURAL STYLES HUMAN RESOURCE MANAGEMENT

DISC Personal Profile Understanding Behavior Styles utilizes the “DISC Personal Profile”

Objectives At the end of this session, you will be able to:  Identify your work behavioral style.  Increase your appreciation of different work styles.  Identify and minimize potential conflicts with others.  Create the motivational environment most conducive to success.

O'Hare Window Open I Know You Know

Open I Know You Know Hidden I Know You Don’t Know O'Hare Window

Open I Know You Know Hidden I Know You Don’t Know Blind I Don’t Know You Know O'Hare Window

Open I Know You Know Hidden I Know You Don’t Know Blind I Don’t Know You Know Unknown I Don’t Know You Don’t Know JoHari Window

Open I Know You Know Hidden I Know You Don’t Know Blind I Don’t Know You Know Unknown I Don’t Know You Don’t Know O'Hare Window

Description of the Personal Profile Survey The Personal Profile System is not a test. There are no “bad” survey results. It measures your self-perception. It describes only normal behavior. It is an educational tool, not a clinical tool. Interpretations describe tendencies of behavior

Description of Survey, continued The survey contains 3 levels of interpretations: General Highlights Dimensional Intensity Index Classical Profile Pattern

D D Dominance I I Influence S S Steadiness C C Compliance Four Basic Profiles

Behavioral Characteristics of “D” - Dominance  Decisive actions and decisions  Likes control  Dislikes inaction  Prefers maximum freedom to manage  Cool, independent, competitive  Low tolerance for feelings and attitudes  Works quickly and impressively alone  Seeks esteem, self- actualization  Administrative skills

High Behavioral Tendencies   High ego strength   Impatient   Change agent   Fears being taken advantage of   Motivated by directness, confrontation DD

Some Descriptors ~ ~ Restless ~ ~ Competitive ~ ~ Independent ~ ~ Self-reliant ~ ~ Wants immediate results ~ ~ Adventurous ~ ~ Assertive ~ ~ Likes power and authority ~ ~ Likes prestige and challenge ~ ~ Vigorous ~ ~ Causes action ~ ~ Tends to dominate ~ ~ Pioneering ~ ~ Wants direct answers ~ ~ Outspoken ~ ~ Strong-willed ~ ~ Wants freedom from control & supervision ~ ~ Decisive ~ ~ Persistent ~ ~ Argumentative DD

Negative Conditions  Require following policies and procedures  Tell them exactly how you want the job done.  Give them lots of examples to make your points understood.  Require documentation for everything. DD

What to Remember A high “D” may want authority, challenges, prestige, freedom, varied activities, difficult assignments, logical approaches and an opportunity. DD

Behavioral Characteristics of “I” Influence  Spontaneous actions and decisions  Likes involvement  Dislikes being alone  Exaggerates and generalizes  Dreams and gets others to dream with them  Jumps from one activity to another  Works quickly and excitingly with others  Seeks esteem and belonging  Persuasive skills

High Behavioral Tendencies   Very emotional   People oriented   Disorganized   Fears loss of social approval   Motivated by flattery II

Some Descriptors ~ ~ Inspiring ~ ~ Convincing ~ ~ Likes change ~ ~ Playful ~ ~ Wants freedom from detail ~ ~ Charming ~ ~ Exciting & stimulating ~ ~ Wants freedom of expression ~ ~ Talkative ~ ~ Likes participating in groups ~ ~ Often dramatic ~ ~ Likes working with people ~ ~ Likes recognition for accomplishments ~ ~ Generates enthusiasm ~ ~ Likes stimulating others ~ ~ Desires to help others ~ ~ Persuasive ~ ~ Confident II

Negative Conditions  Assign tasks that require long periods of intense concentration.  Place them in a work environment that requires them to always be serious.  Assign very detailed tasks to them.  Place in a non-participating environment II

A high “I” may want social recognition, popularity, people to talk to, freedom from control and detail, favorable working conditions, recognition of abilities, an opportunity to help others and a chance to motivate others. II What to Remember

Behavioral Characteristics of “S” - Steadiness  Makes decisions carefully  Likes close personal relationships  Dislikes interpersonal conflict  Supports and actively listens to others  Doesn’t pay much attention to goal setting  Has ability to gain support from others  Works slowly and cohesively with others  Seeks security and belonging  Counseling skills

High Behavioral Tendencies   Loyal   Family oriented   Possessive   Fears loss of security   Motivated by use of traditional procedure SS

Some Descriptors ~ ~ Dislikes conflict ~ ~ Takes time to listen ~ ~ Likes security and stability ~ ~ Obedient & thorough ~ ~ Takes time to make decisions ~ ~ Wants others to agree ~ ~ Accommodating ~ ~ Patient with others ~ ~ Demonstrates loyalty ~ ~ Satisfied and generous ~ ~ Neighborly ~ ~ Expects credit for accomplishments ~ ~ Considerate of other’s needs ~ ~ Wants to be appreciated ~ ~ Minimal work infringements on home life ~ ~ Wants guarantees before change ~ ~ Likes status quo unless given reason for change SS

Negative Conditions  Give assignments that require them to place pressure on others.  Give assignments that require a different approach each time they are done - give them guidelines.  Place them in conflict situations. SS

A high “S” may want status quo, security of situation, time to adjust, appreciation, identification with group, limited territory, and areas of specialization. SS What to Remember

Behavioral Characteristics of “C” - Compliance  Cautious actions and decisions  Likes organization, structure  Dislikes involvement  Ask questions with specific detail  Prefers objectives, task oriented work environment  Wants to be right, relies on data collection  Works slowly & precisely alone  Seeks security, self- actualization  Problem solving skills

High Behavioral Tendencies  Perfectionist  Sensitive  Accurate  Fears criticism, especially of their work  Motivated by being permitted to proceed the “right way” CC

Some Descriptors ~ ~ Orderly ~ ~ Diplomatic ~ ~ Agreeable ~ ~ Obliging ~ ~ Accuracy ~ ~ Humble ~ ~ Devout ~ ~ Utilizes critical thinking ~ ~ Likes controlled circumstances ~ ~ Likes assurance of security ~ ~ Checks for accuracy ~ ~ Soft spoken ~ ~ Likes status quo, unless assured of quality control ~ ~ Prefers no sudden or abrupt changes ~ ~ Performs precise work ~ ~ Respectful ~ ~ Follows prescribed directive & standards ~ ~ Well-disciplined ~ ~ Cautious CC

Negative Conditions  Require quick decisions on important matters.  Require them to enforce unpopular rules.  Place them in unstructured situations where no performance guidelines exist.  Don’t allow enough time to check for accuracy. CC

A high “C” may want security, no sudden changes, personal attention, little responsibility, exact job description, controlled work environment, status quo, reassurance, and to be a part of a group. CC What to Remember

When Working with a “D” Be clear, specific, brief and to the point. Stick to business Come prepared with all requirements, objectives, support material in well organized “package”. Present the facts logically, plan your presentation efficiently. Ask “what”, not “how”. Provide alternatives & choices for making their own decisions.

Working, continued... Provide facts & figures about probability of success, effectiveness, options. If you disagree, take issue with facts, not the person. If you agree, support results, not the person. Motivate and persuade by referring to objectives and results. Outline possibilities for person to get results, solve problems, be in charge. After talking business, depart graciously.

When Working with an “I” Provide favorable, friendly environment. Leave time for relating, socializing. Provide chance for them to verbalize about ideas, people and their intuitions. Provide details in writing, but don’t dwell on them. Ask for their opinions, ideas regarding people.

Working, continued... Provide ideas for implementing action Provide time for stimulating and fun activities. Provide testimonials of experts on ideas. Offer special, immediate and extra incentives for their willingness to take risks.

When Working with an “S” Start, however briefly, with a personal comment. Break the ice. Show sincere interest in them as people. Find areas of common involvement; be candid and open. Patiently draw out personal goals, and work with them to achieve these goals; listen, be responsive. Present your case softly, non-threateningly. Ask “how” questions to draw their opinions.

Working, continued... If you agree easily, look for possible areas of early disagreement of dissatisfaction. If you disagree, look for hurt feelings, personal reasons. Move casually, informally. Define clearly (preferably in writing) individual contributions. Emphasize how their actions will minimize their risk.

When Working with a “C” Prepare your “case” in advance. Provide straight pros and cons of ideas. Stick to business. Support ideas with accurate data. Make an organized contribution to their efforts; present specifics and do what you say you can do. Take your time, but be persistent. Draw up a scheduled approach to implementing actions with step-by-step timetable; assure them that there won’t be surprises.

Working, continued... If you agree, follow through. If you disagree, disagree with the facts, not the person. Give them time to verify reliability of your action; be prepared to provide many explanations in a patient, persistent manner. Provide solid, tangible, practice evidence. Indicate guarantees over long period, but provide options.

When Working with a “D”, don’t... Don’t ramble on or waste their time. Don’t try to build personal relations. Don’t forget or lose things; don’t be disorganized or messy; don’t confuse or distract their mind from business. Don’t leave loopholes or cloudy issues - if you don’t want to be zapped. Don’t ask rhetorical questions, or useless ones. Don’t come with a ready-made decisions, nor make it for them.

Don’t, continued Don’t speculate widely or offer guarantees or assurances. If you disagree, don’t let it reflect on them personally. If you agree, don’t reinforce with “I’m with you”. Don’t d Don’t direct or order. Don’t do an “epilogue” bit after finishing business.

When Working with an “I”, don’t... Don’t legislate, muffle or stop gaps. Don’t be curt, cold or tight-lipped. Don’t drive on to facts and figures, alternatives, abstracts. Don’t leave things hanging in the air, or they’ll hang there. Don’t waste time trying to be impersonal, judgmental, task-oriented.

Don’t, continued Don’t dream” with them, though, or you’ll lose time. Don’t kid around too much, or “stick” to the agenda too much. Don’t talk down to them. Don’t be dogmatic.

When Working with an “S”, don’t... Don’t rush headlong into business or the agenda. Don’t stick coldly or harshly to business. On the other hand, don’t lose sight of goals by being too personal. Don’t force them to respond too quickly to your objectives; don’t say “Here’s how I see it”. Don’t be domineering about facts and figures, they will not participate in debate.

Don’t, continued Don’t manipulate or bully about facts and figures. They will not participate in debate. Don’t patronize or demean by using subtlety or invective. Don’t be abrupt or rapid. Don’t be vague. Don’t offer opinions and probabilities. Don’t offer assurances and guarantees you can’t fulfill.

When Working with a “C”, don’t... Don’t be disorganized or messy. Don’t b Don’t be circuitous, giddy, casual, informal. Don’t r Don’t rush the decision-making process. Don’t b Don’t be vague about what’s expected of either of you; don’t fail to follow through. Don’t d Don’t dilly-dally. Leave things to change or luck.

Don’t, continued Don’t provide special personal incentives. Don’t threaten, cajole, wheedle, coax, whimper. Don’t use testimonies of others or unreliable sources; don’t be haphazard. Don’t use someone’s opinion as evidence. Don’t use gimmicks or clever, quick manipulations.

INCREASE your “D” Express emotions (emote) more often, Make faster decisions. “Tell” more often. “Ask” less often. DECREASE your “D” Ask for opinions of others. Negotiate decision-making. Listen without interrupting. “Control” less. Allow others to assume leadership. Style Modification

INCREASE your “I” Be more outgoing and friendly. Be more enthusiastic. Express emotion (emote) more often. Spend time on relationships. DECREASE your “I” Talk less. Restrain your enthusiasm. Made decisions based on facts. Get to the point. Style Modification

INCREASE your “S” Initiate conversation. Be more loyal. Act on your convictions. Work on your listening skills. Become more apathetic. DECREASE your “S” Make quicker decisions. Be willing to take risks. Listen to others. Become more self- sufficient. Style Modification

INCREASE your “C” Make non-emotional decisions. Gather information, define, clarify, test your assumptions. Develop standards. DECREASE your “C” Be less concerned about control and security. Relax your standards. Open yourself more to emotional appeals. Style Modification

Thank You….. Completed By :-Hemant Kumar Dhanuka Agritech Limited Karol bagh New Delhi