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INTERCULTURALDISC REPORTNAME DATE

LICENSE HOLDERICQ Consulting Ltd149 Preston RoadBrighton, East SussexBN1 6AS, United Kingdom

COMPANY REGISTRATION 10282894

CONTACT [email protected]

DISCLAIMER

This report has been generated using answer pattern analysis and reporting soft ware from CulturePro Consulting.

CulturePro Consulting shall not, under any circumstances, be liable for any damages; direct, indirect or consequential;arising from or related to the use of the content in the present document and regarding advice given by third parties based on the results presented in this report. The use of the present material is at your own discretion only.

© 2016 ICQ Consulting2

Intercultural DISC™ is internationally accredited framework that allows you to recognise and optimise the dynamics of a culturally diverse environment where individuals have diff erent behaviour and communication styles due to their personality type and cultural background such as their generation, gender, profession and nationality.

© 2016 ICQ Consulting 3

TABLE OF CONTENTS

Introduction 04

Your personal style 06

Communication style

Strengths

Potential weaknesses

Key characteristics

Your cultural orientation 09

Your results at a glance

Understanding the underlying intercultural values and drivers

How to maximise eff iciency between styles 17

How to adapt your behaviour 24

Intercultural DISC framework 33

ICQ Consulting 39


“YOUR PERSONALITY DETERMINES HOW YOU WANT TO BEHAVE,CULTURE DETERMINES HOW YOU SHOULD BEHAVE.”

INDIVIDUAL CULTURE Unique, but predictably diff erentINHERITED & LEARNED Personal Experiences

HUMAN RACE CULTUREINHERITED Common to all Mankind

SOCIAL CULTURE We all belong to several at onceGENERATIONS, GENDERS, PROFESSIONS, PROFESSION, COMPANY

LEARNED Collective by Group

THE LEVEL OF SUCCESS IS IN DIRECT PROPORTION WITH THE QUALITY OF YOUR RELATIONSHIP WITH YOURSELFAND OTHERS.Behavioural science has proven that the most successful people are those who know themselves, both their strengths and weaknesses. This knowledge is important to them as they develop the strategies necessary to meet the demands and challenges of achieving success.

Personality is shaped by both genetic and environmental infl uences, it is partly inherited, partly learned and oft en subconscious. 85% of people think they are objective, however research shows that 98% of our actions are based on unconscious bias. Our mind fi lters an incredible amount of information through our unconscious biases...the little categories we try to fi t everything we see. The conscious mind is limited, it tries to analyse the information while the unconscious mind starts seeing a pattern we might not even be aware of...

Our biases are infl uenced by our background, cultural environment, personal experiences and they have enormous impact on what we consider to be true and logical.

Individuals think and behave diff erently that is the reason why understanding how cultural background and personality type infl uence the way we see the world and how others see us is the strategic advantage of high-performing companies and successful managers.

The purpose of this report is to introduce you to the deeper dimensions of your personality, the learned part, which was wired by your environment and you might not even be aware of.


Yesterday’s solutions turn the opportunities of DIVERSITY and GLOBALISATION into liability when employeesand customers with oft en opposing preferencesand communication styles feel mistreated and they choose your competition.

Customers and employees become disengaged and they choose your competition when they feel frustrated, confused or dissatisfi ed. Understanding how cultural background, such as generation, gender, profession, nationality and personality type infl uence how they feel, think and behave is the strategic advantage of successful companies.

Globalisation has created new opportunities and challenges which cannot be solved by solutions created 30-40 years ago. ICQ Consulting has combined the latest business data with academically validated research to give you a versatile framework to recognise, understand and connect people from a wide range of cultural backgrounds.

Intercultural DISC™ is a comprehensive assessment of an individual’s preferred behavioural style and cultural orientation. It uses the language of DISC, the most popular behavioural model, to introduce the topic of cultural intelligence by explaining which underlying values and beliefs drive us.

Research suggests that a good understanding of self combined with cultural intelligence can help individuals develop eff ective strategies for interaction and respond better to the challenges and demands of their environment.

The report has been generated from the answers you have given. You may feel some of the statements do not apply to you, however it is highly recommended that fi rst you check it with your colleagues or friends to identify whether the statement may be a “blind spot” for you.

This profi le must be used pro-actively. You can identify the areas in which you feel you need to improve, you can learn new aspects about yourselves and others which can be used to develop an action plan for you to grow personally and interpersonally. The report off ers no-nonsense insights toward your own cultural and personal preferences in terms of behaviour and communication and it provides you with practical and immediately applicable suggestions about how to apply cultural intelligence on an individual level with the least amount of eff ort so you can focus on your success.


INTERCULTURAL DISC

YOUR BEHAVIOURAL AND COMMUNICATION STYLE

ACTIVE PEOPLE-ORIENTED

Very outgoing and persuasive, people-oriented, optimistic, strong communication skills, likes to have variety in their day.

INFLUENCE

PASSIVE TASK-ORIENTED

Data, fact and analysis based. Precise and accurate. Trusts in the value of structure,

standards and order. Sees the value of 'rules'.

COMPLIANCE

PASSIVE PEOPLE-ORIENTED

Very patient, favours stability and structure. Not a risk taker, likes to operate at a steady, even pace. Trust and relationships are crucial.

STEADINESS

ACTIVE TASK-ORIENTED

Assertive and results-oriented, focused, quick decisions, likes challenges, can be aggressive

and impatient, desires to lead.

DOMINANCE




YOUR CULTURAL ORIENTATION


YOUR RESULTSAT A GLANCE

COMMUNICATION

INTERCULTURAL DISC DIMENSIONS

OBJECTIVE

Linear, logical, fact-based communication focusing on resolving the task, rather on relationship. Highly individualistic, decisive, dry communication.

SUBJECTIVE

Spiral, more impulsive and implicit communication based on emotions focusing on relationship mainly.

Group interest and harmony are important.

ASSERTIVE

Conversation is as much about winning as exchanging information. While you respect people for who they are, your respect is earned by their achievement rather than their title.

REFLECTIVE

Communication is about learning to see a situation from a diff erent perspective, gaining more

information and fi nding a better solution instead of wanting to be right. Social status and titles are

important and respectable.


BEHAVIOUR

INTERCULTURAL DISC DIMENSIONS

ACCEPTING

Bigger distance between boses and subordinates. Parental management style is accepted or counter-dependence is projected, less direct criticism. Group interest is important.

CHALLENGING

Consultative management style, free communication between bosses and subordinates,

acting equal even without the power. Individual interest is important.

RESULT-ORIENTED

Focus on the big picture, ability to deal with ambiguity. Macro-management is more typical and ability to deal with risk in order to achieve results in the short run. Expressing emotions is acceptable.

OPEN

People-oriented, agreeable communication, sharing more personal information, social and professional roles overlap. Rules depend on relationships and situation.

PROCESS-ORIENTED

Detailed and organised style focusing on processes and stability. Micro-management style trying to

minimise risk, slower pace. Expression of emotions is less acceptable.

GUARDED

Task-oriented behaviour, challenging attitude, preference for structure and results. Good

relationship is not needed for co-operation, social roles are separate. Rules are for everyone to follow.



UNDERSTANDING THE UNDERLYING INTERCULTURAL VALUES AND DRIVERS

SUBJECTIVEOBJECTIVE


REFLECTIVEASSERTIVE

GUARDED BEHAVIOUROPEN BEHAVIOUR



PROCESS-ORIENTEDRESULT-ORIENTED


HOW TO MAXIMISE EFFICIENCY BETWEEN STYLESAdaptability is your willingness and ability to adjust your approach or strategy based on the particular needs of the situation or relationship at a particular time. It’s something applied more to yourself (to your patterns, attitudes and habits) than to other people.

No one style is naturally more adaptable or superior than another. Every situation is diff erent and every style needs specifi c adjustment. The decision to employ specifi c adaptability techniques is made on a case-by-case basis: you can choose to be adaptable with one person, and not so much with others. Adaptability is about the way you manage your own behaviour. Why is it important?

Your adaptability level infl uences how others judge their relationship with you. Higher level of adaptability increases your credibility, trust, productivity while decreases the chances of avoidable confl icts and stressful misunderstandings, it gives you the ability to make people comfortable around you.

When we are making judgments and decisions about the world around us, we like to think that we are objective, logical, and capable of taking in and evaluating all the information that is available to us. The reality is, however, that our judgments and decisions are oft en riddled with errors and infl uenced by a wide variety of biases. A cognitive bias is a type of error in thinking that occurs when people are processing and interpreting information in the world around them. Cognitive biases are oft en a result of our attempt to simplify information processing. They are rules of thumb that help us make sense of the world and reach decisions with relative speed. Unfortunately, these biases sometimes trip us up, leading to poor decisions and bad judgments.

Your behaviour is infl uenced by your values and beliefs. All behaviour and thinking are made up of patterns. This is the basis of all models. Your behaviour is based on your intention. Your intention is mostly based on 3 main factors:

• how you feel about the consequences of your action

• how the most relevant people think about it

• how much you feel capable of and in control of the behaviour.

All these factors are based on mostly your culture and personality.


Our behaviour refl ects our personality and intention. I.e.: If I talk to you in a very straightforward manner, my intention is to get the message across eff iciently to get the desired result. Seeing my behaviour you might think my intention is being provocative, rude or aggressive depending on your background.

You assume the intention, motivation and values of my behaviour according to your own system and way of thinking which is trying to be consistent with what you know and understand. This is where communication fails. The diff icult part is to control our judgements and assumptions by being open, having the knowledge about other cultures and the skills to adapt when needed. It is crucial to understand that it is all relative. We can compare something against something, not on its own! The percentage of your dominant styles determines how you perceive others and how they see you!

For instance a very high D will fi nd a very I person annoyingly chatty and distracted while the I will be alienated by the D person’s down to facts and straightforward, ‘arrogant’ style. The relative distance is bigger than the diff erence between a high I and DI.

This is what the Intercultural DISC focuses on. It gives you the knowledge and skills focusing on adaptability and versatility while making you aware of how you might be perceived by others.

Behavioural adaptability is the key to success with the diff erent types. The fi rst step of every counter is communication. Within minutes you can easily identify the most visible behavioural style of your partner and you can adjust yours accordingly.

All of us have developed behavioural patterns: distinct ways of thinking, feeling, and acting. The central core of our patterns tends to remain stable because it refl ects our individual identities. The core evolved throughout our childhood when we absorbed our own culture.


DOMINANCE People with a "D" behavioural tendency seek to shape their environment by overcoming opposition to accomplish results.

INFLUENCE People with an "I" behavioural tendency seek to shape their environment by infl uencing or persuading others.

STEADINESS People with an "S" behavioural tendency seek to cooperate with others to carry out their tasks.

CONSCIENTIOUSNESS People with a "C" behavioural tendency seek to work within existing circumstances to ensure quality and accuracy.

THE DISC MODEL IDENTIFIES FOUR DIMENSIONS OF BEHAVIOUR

Below are the main characteristics of the four main styles and how you can adapt to them.

IDENTIFYING THE STYLES IN 4 SIMPLE STEPS1 | Check out their environment.

2 | Find out the nationality and profession (hobby) of the person.

3 | Observe the behavioural patterns.

4 | Confi rm if it is correct and adjust your style accordingly.


The way people live, work and dress are a sign of their personality. It must be mentioned again, it is relative and we need to consider circumstances. These clues can narrow down your options to fi nd the dominant style of communication even before you start talking to the person. What are these clues?

Here are some examples:

D-STYLE• Busy desk with a lot of documents all over it.• Awards and memories of proud moments displayed on the wall and desk.• Interior is arranged to project power and authority, size

and materials matter!

I-STYLE• Disorganised desk looking messy but they know exactly what is where.• Motivational decoration and memories of emotional/important

moments.• Open arrangements of furniture, enough space to move around.

S-STYLE• Family and friend photos on the desk.• Decoration consists of art, family moments, group pictures.• Open arrangements of furniture.

C-STYLE• Structured, organised and clear desk.• Functional arrangements of objects.• Formal setting.

1 | ENVIRONMENT

The country of origin and chosen profession (even hobby) can tell a lot about a person.

Life is about choices and happiness. You choose hobbies to make yourself happy and ideally you choose a job where you feel fulfi lled, which is line with who you are and it fi ts your personality. If you are successful, probably it is the case as you are able to use your strengths. If you have made the wrong choice, you will not be doing it for too long hopefully and you are going to change or the company is going to force you to change. The person’s nationality and profession can be an important clue regarding their cultural orientation and behavioural styles which makes it easier for you to adapt.

2 | NATIONALITY AND PROFESSION


INTERCULTURAL DISC

INTERCULTURAL DISC - PRO WHEEL


This type of clue refers to the signs of open and guarded as well as the direct and indirect behavioural signs. These traits are displayed during the conversation. This step might take a bit longer as very few people are brave enough to give themselves immediately. We tend to be more guarded until we feel more comfortable. This is the part where etiquette plays an important role and it cannot be mistaken with natural communication style.

The Intercultural DISC is the most versatile tool making you be able to “read” people. Reading people involves observing their behaviour, being aware of their tone of voice, and actively listening to their words. It requires that you tune into them, build a rapport and instead of expecting them to pick up your style, fi nd theirs! That creates real connection.

The Intercultural DISC is based on the fact that human beings are oft en predictable; they develop habitual ways of dealing with other people in their environments and it works in a multicultural environment as well. The behavioural styles you will learn in the following sections are based on personality theories that classify behaviour patterns.

People display behaviours every day in every situation. This helps defi ne their behavioural styles. We can identify them by watching for the visible patterns such as verbal, vocal, and visual traits that people display when interacting with others.

It might seem confusing fi rst but it is possible to identify a person’s behavioural style. You can start by examining an individual’s style on these two dimensions: OPENNESS and DIRECTNESS.

The ways and degrees to which openness and directness are demonstrated vary from individual to individual. We all express some level of openness and some level of directness. Let’s clarify what we mean by these terms.

OPENNESS The readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationships.

DIRECTNESS The amount of control and forcefulness a person attempts to exercise over situations or others’ thoughts and emotions.

3 | BEHAVIOURAL PATTERNS


GUARDED AND OPEN TRAITS

DIRECT AND INDIRECT TRAITS

OPENGUARDED

Verbal

Verbal

Vocal

Vocal

Visual

Visual

Lots of storiesShares personal feelingsInformal

Facts and task-orientedFormal speech

Variety in pitch and infl ection

Small variety in pitchand little infl ection

Facial expressionsEye contact

Controlled facial expressionsand eye body movement

INDIRECT

Verbal

Vocal

Visual

More questionsListensReserves opinionLess speech

Lower volumeSteady pace

Gentle handshakeLimited gesturesPatientLess eye contact

DIRECT

VerbalLots of verbal communication

Tells and not asksOpinionated

Vocal

Visual

Higher volumeMore forcaful

Faster

Firm handshakeEye contact

GesturesLooks impatient


This is a crucial step. Based on your observation you must have a rather clear picture in your mind which dominant style the other person might be. Once you made the decision, look for the specifi c signs to verify it. It is might take a bit more time, but it pays off !

Having identifi ed the right communication style, we can go deeper into the more complex dimensions of culture from an intercultural point of view focusing on the cultural background of the person.

This is one of the most challenging tasks for people-oriented individuals. Task-oriented cultures tend to be highly organised planners who complete action-chains by doing one thing at a time, preferably in accordance with a linear agenda. They prefer straightforward and direct discussion, sticking to facts and data which they get from reliable, oft en printed or computer-based sources. Verbal communication is for information exchange, not for small talk. They tell the truth rather than stay diplomatic and they are up for confrontation, based on logic rather than emotions. They value privacy despite looking friendly sometimes. They are results and goal-oriented and like to move quickly forward, compromising when necessary to close a deal.

They believe that good products and results speak for themselves and sometimes fail to see that sales are made in many parts of the world based on relationships. Task-oriented people normally use off icial channels; they prefer not to use connections, take short cuts or to cheat in any way. They tend to be law-abiding and believe in rules and regulations to guide their life and environment. They stick to contracts letter by letter which they have signed and make payments in time.

When doing business they are fond of punctual performance, good quality and reliable, realistic delivery dates. They are process-oriented, brief on the telephone and respond quickly to written communication. Status is gained through achievement, bosses are oft en low key, money and expertise are important. Rationalism, science, hard facts dominate their thinking more than religion.

4 | CONFIRMATION

ADAPTING TO TASK-ORIENTED CULTURES


ADAPTING TO THE ACTIVE TASK-ORIENTED STYLE

CONCERNED WITH BEING #1 Show them how to win, new opportunities, make money

CONCERNED WITH TIME Do not waste it, time is money

THINK LOGICALLY Display reasoning

WANT FACTS AND HIGHLIGHTS Provide concise data

STRIVE FOR RESULTS Agree on goal and boundaries, the support or get out of their way

LIKE PERSONAL CHOICES Allow them to “do their thing,” within limits

LIKE CHANGES Vary routine

PREFER TO DELEGATE Look for opportunities to modify their workload focus

WANT OTHERS TO NOTICE ACCOMPLISHMENTS Compliment them on what they have done

NEED TO BE IN CHARGE Let them take the lead, when appropriate, but give them parameters

ATTITUDE TOWARDS CONFLICT If necessary, argue with conviction on points of disagreement, backed up with facts; don’t argue on a “personality” basis



INFLUENCE




COMPLIANCE



STEADINESS




DOMINANCE


Very outgoing and persuasive, people-oriented, optimistic, strong communication skills, likes to have variety in their day.skills, likes to have variety in their day.

INFLUENCEINFLUENCE

PASSIVE TASK-ORIENTEDPASSIVE TASK-ORIENTED

Data, fact and analysis based. Precise and Data, fact and analysis based. Precise and accurate. Trusts in the value of structure,


COMPLIANCE

PASSIVE PEOPLE-ORIENTEDPASSIVE PEOPLE-ORIENTED

Very patient, favours stability and structure. Very patient, favours stability and structure. Not a risk taker, likes to operate at a steady, even pace. Trust and relationships are crucial.

STEADINESS


ADAPTING TO THE PASSIVE TASK-ORIENTED STYLE



INFLUENCE




COMPLIANCE



STEADINESS




DOMINANCE



INFLUENCEINFLUENCE



STEADINESS



and impatient, desires to lead.and impatient, desires to lead.

DOMINANCEDOMINANCE

CRITICISM Do not take their criticism personally, it is addressed to the task only, not you

RESPECT They respect achievement, knowledge and power, not titles

RISK They are willing to take risk, show them why it is worth it for them

RELATIONSHIP They do not have to like you on a personal level to do business, focus on the task

COMMUNICATION Down to facts, straightforward, no time to beat around the bushes

EMOTIONS Do not try to build a case on generating emotions

CONCERNED WITH AGGRESSIVE APPROACHES Approach them in an indirect, nonthreatening way

THINK LOGICALLY Show your reasoning

SEEK DATA Give data to them in writing

PROCESS Provide explanations and rationale

UTILISE CAUTION Allow them to think, inquire and check before they make decisions


PREFER TO DO THINGS THEMSELVES When delegating, let them check procedures, and other progress and performance before they make decisions

WANT OTHERS TO NOTICE THEIR ACCURACY Compliment them on their thoroughness and correctness when appropriate

QUALITY CONTROL Let them assess and be involved in the process when possible

AVOID CONFLICT Tactfully ask for clarifi cation and assistance you may need

NEED TO BE RIGHT Allow them time to fi nd the best or “correct” answer, within available limits

LIKE TO CONTEMPLATE Tell them “why” and “how”

CRITICISM Do not take their criticism personally, it is addressed to the task only, not you

RESPECT They respect achievement, knowledge and power, not titles

RISK They are not willing to take risk, unless you can prove undeniably it is the right thing to do

RELATIONSHIP They do not have to like you on a personal level to do business, focus on the task

COMMUNICATION Down to facts, straightforward, no time to beat around the bushes

EMOTIONS Do not try to build a case on generating emotions, joke is not for work


This is the hardest part for a task-oriented person. People-oriented people usually have high-context communication. They are relational, collectivist, intuitive, and contemplative. This means that people in these cultures emphasise interpersonal relationships. Developing trust is an important fi rst step to any business transaction. These cultures are collectivist, preferring group harmony and consensus to individual achievement. And people in these cultures are less governed by reason than by intuition or feelings. Words are not so important as context, which might include the speaker’s tone of voice, facial expression, gestures, posture—and even the person’s family history and status. High-context communication tends to be more indirect and more formal. Flowery language, humility, and elaborate apologies are typical.

People-oriented cultures usually believe that each circumstance, and each relationship, dictates the rules that they live by. Their response to a situation may change, based on what's happening in the moment, and who's involved.

They like to do multiple things at the same time. A manager's off ice in a polychronic culture typically has an open door, a ringing phone and a meeting all going on at the same time. Though they can be easily distracted they also tend to manage interruptions well with a willingness to change plans oft en and easily. People are their main concern (particularly those closely related to them or their function) and they have a tendency to build lifetime relationships. Issues such as promptness are fi rmly based on the relationship rather than the task and objectives are more like desirable outcomes than must do's.

The society fosters strong relationships where everyone takes responsibility for fellow members of their group. In collectivist societies off ence leads to shame and loss of face, employer/employee relationships are perceived in moral terms (like a family link), hiring and promotion decisions take account of the employee’s in-group, management is the management of groups.

People-oriented cultures tend to accept the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Usually they are a hierarchical society. This means that people accept a hierarchical order in which everybody has a place and which needs no further justifi cation. Hierarchy in an organisation is seen as refl ecting inherent inequalities, centralisation is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat.

These cultures tend to believe that you should be valued for who you are.

ADAPTING TO PEOPLE-ORIENTED CULTURES


Power, title, and position matter in these cultures, and these roles defi ne behaviour. All societies give certain of their members higher status than others, signalling that unusual attention should be focused upon such persons and their activities. While some societies accord status to people on the basis of their achievements, others ascribe it to them by virtue of age, class, gender, education, and so on.

People-oriented people see an overlap between their work and personal life. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially. People spend time outside work hours with colleagues and clients.

CONCERNED WITH APPROVAL AND APPEARANCES Show them that you admire and like them

SEEK ENTHUSIASTIC PEOPLE AND SITUATIONS Behave optimistically and provide upbeat setting

THINK EMOTIONALLY Support their feelings when possible

WANT TO KNOW THE GENERAL EXPECTATIONS Avoid involved details, focus on the “big picture”

ADAPTING TO THE ACTIVE PEOPLE-ORIENTED STYLE



INFLUENCE




COMPLIANCE



STEADINESS




DOMINANCE




COMPLIANCE



STEADINESS




DOMINANCEDOMINANCE


NEED INVOLVEMENT AND PEOPLE CONTACT Interact and participate with them

LIKE CHANGES AND INNOVATIONS Vary the routine; avoid requiring long-term repetition by them

WANT OTHERS TO NOTICE THEM Compliment them personally and oft en

OFTEN NEED HELP GETTING ORGANISED Do it together

LOOK FOR ACTION AND STIMULATION Keep up a fast, lively, pace

SURROUND THEMSELVES WITH OPTIMISM Support their ideas and don’t poke holes in their dreams; show them your positive side

WANT FEEDBACK THAT THEY “LOOK GOOD” Mention their accomplishments, progress and your other genuine appreciation

CRITICISM They take your criticism personally, make sure you explain it clearly it is about a specifi c task, not them

RESPECT They respect titles, elders and people they can create a connection

RISK They are willing to take risk, show them why it is worth it for them and why it is fun

RELATIONSHIP They have to like you on a personal level to do business, take time to get to know them fi rst before getting down to business

COMMUNICATION Lots of stories, oft en distracted and enthusiastic. Be patient and share your life stories

EMOTIONS They need to know you on a personal level, trust is the key


ADAPTING TO THE PASSIVE PEOPLE-ORIENTED STYLE



INFLUENCE




COMPLIANCE



STEADINESS




DOMINANCE



INFLUENCEINFLUENCE




COMPLIANCE




DOMINANCEDOMINANCE

The passive people-oriented cultures seldom take action or start a discussion, fi rst they listen and establish the other’s position, then react to it and formulate their own.

The passive people-oriented cultures listen before they act. They are the best listeners. While it is common to think about something while talking they listen, think and talk giving you their full attention and consideration. Answering a question immediately means the person has not given it any thoughts…or attention to what the person said.

The passive people-oriented cultures are introvert, fi nd it diff icult to trust. They try to control their body-language and emotions.

In passive people-oriented cultures the preferred mode of communication is monologue – pause– refl ection–monologue. If possible, one lets the other side deliver their monologue fi rst. In other cultures the communication mode is a dialogue. One can interrupt the other by frequent comments, even questions, which is a sign of interest in what is being said. As soon as the other person stops speaking, one takes up one’s turn immediately, since the westerner has an extremely weak tolerance of silence.

The passive people-oriented cultures not only tolerate silences well, but regard them as a very meaningful, almost refi ned, part of discourse. The opinions of the other party are taken seriously.


CONCERNED WITH STABILITY Show how your idea minimises risk

THINK LOGICALLY Show reasoning

WANT DOCUMENTATION AND FACTS Provide data and proof

LIKE PERSONAL INVOLVEMENT Demonstrate your interest in them

NEED TO KNOW STEP-BY-STEP SEQUENCE Provide outline and/or one-two-three instructions as you personally “walk them through”

WANT OTHERS TO NOTICE THEIR PATIENT PERSEVERANCE Compliment them for their steady followthrough

AVOID RISKS AND CHANGES Give them personal assurances

DISLIKE CONFLICT Act non-aggressively, focus on common interest or needed support

ACCOMMODATE OTHERS Allow them to provide service or support for others

LOOK FOR CALMNESS AND PEACE Provide a relaxing, friendly atmosphere

ENJOY TEAMWORK Provide them with a cooperative group

WANT SINCERE FEEDBACK THAT THEY’RE APPRECIATED Acknowledge their easy-going manner and helpful eff orts, when appropriate

CRITICISM They take your criticism personally, do not ever make them lose face

RESPECT They respect elders, superiors, hierarchy plays an important role

RISK They are not willing to take risk, unless you can prove undeniably it is the right thing to do

RELATIONSHIP They must like and trust you on a personal level to do business, spend enough time on getting to know them

COMMUNICATION Implicit, you need to read between the lines

EMOTIONS Controlled emotions, less visible although very much existing


The top 3 reasons why 80% of business fail or they are not profi table stem from the lack of understanding how customers and employees think, what they want and how to communicate that. The highest-performing companies and most successful managers realise that expectations, motivation and behaviour depend on their nationality, age, gender, profession and personality type.

The science behind this is called cultural intelligence (ICQ) and ICQ Consulting is leading people development agency which helps companies measure and leverage personal and cultural diff erences so their customers and employees won't feel confused, misunderstood or disengaged and choose their competition.

The ICQ methodology combines and seamlessly integrates the latest business data with academically validated research into practical and proven solutions through a unique internationally accredited, trademarked and endorsed portfolio of assessments, training and consultancy which has already benefi ted some of the leading companies in the USA, Latin-America and Europe ranging from start-ups to Fortune 500 organisations.

Several researchers have tried to explain the diff erences among people. More recently advanced research techniques and expanded knowledge of psychology, new sophisticated models of human behaviour have evolved. Interestingly enough, many of these models have one characteristic in common: they all divide the personalities into four categories. The fi rst model dates back to Greek and Roman times and it was Hippocrates who used this four-factor model. They believed that the diff erences in behaviour were caused by variations in the relative quantities of our bodily fl uids. They referred to the four temperaments as Choleric (yellow bile), Sanguine (blood), Phlegmatic (phlegm) and Melancholic (black bile). Perhaps the most famous of modern scholars was Carl Jung. His book, Psychological Types (1923) was the fi rst scientifi c approach of this theory. The book, Emotions of Normal People, published by William Moulton Marston in the 1920's forms the theoretical basis for the DISC Model of Behaviour. Unlike Jung, Marston was not concerned with categorising people into psychological types; rather he focussed on categorising behaviour into four types.

THE SCIENCE OF INDIVIDUAL HUMAN BEHAVIOUR

THE INTERCULTURALDISC FRAMEWORK


He assumed that eff ective people would behave in a certain way according to the demands and expectations of the environment. All of us have developed behavioural patterns: distinct ways of thinking, feeling, and acting. The central core of our patterns tends to remain stable because it refl ects our individual identities. The core evolved throughout our childhood when we absorbed our own culture.

THE DISC MODEL IDENTIFIES FOURDIMENSIONS OF BEHAVIOUR

DOMINANCEPeople with a “D” behavioural tendency seek to shape their environment by overcoming opposition to accomplish results.

INFLUENCEPeople with an “I” behavioural tendency seek to shape their environment by infl uencing or persuading others.

STEADINESSPeople with an “S” behavioural tendency seek to cooperate with others to carry out their tasks.

CONSCIENTIOUSNESSPeople with a “C” behavioural tendency seek to work within existing circumstances to ensure quality and accuracy.



INFLUENCE




COMPLIANCE



STEADINESS




DOMINANCE


“It is not the strongest of the species that survives,nor the most intelligent that survives.

It is the one that is most adaptable to change.”

- Charles Darwin


The DISC model provides a common language that people can use to better understand themselves and to adapt their behaviours with others however it does not consider how cultural background infl uences behaviour.

Cross-cultural models describe a group of people and compare diff erent dimensions of culture based on their values and beliefs. People within the same culture face similar challenges so they learn similar ways of dealing with them. That is why culture seems to stable within its boundaries.

Cross-cultural models explain how a group of people feel about authority, how much they can handle uncertainty, if they prefer achievement to quality of life, if their communication is very direct or we need to learn to read between the lines. They explain why in some culture it is normal to do many things at the same time and being late while in others it is considered rude and disrespectful.

Most of the frameworks were created 30-40 years ago based on the results of people who were 30 to 60 years old that time with no access to internet, international TV channels and cheap fl ights. Although they are scientifi cally validated and researched, they have their limitations which makes them less practical in a globalised, fast-paced world.

• They are based on the average result of a group. What happens when you meet an individual who is not a typical or statistically correct member of that group? It is widely accepted that intercultural models are not recommended to use on individuals as they are about tendencies only, although we do deal with individuals and our performance depends on these relationships with them.

• They tend to be country-specifi c. What happens if you meet someone who grew up in diff erent countries in a diverse, multicultural environment? Also there are diff erent personality types with completely opposing preferences within same culture. A challenge can be the greatest motivation to one type and it can be the scariest one to another.

• Cross-cultural models are based on individual scores for each dimensionand each country which makes it diff icult to apply that knowledge and remember all the combinations without a book.

THE SCIENCE OF GROUP BEHAVIOUR


Intercultural DISC™ is an internationally accredited framework to help you understand and connect with people who have diff erent behaviour and communication styles due to their cultural background such as their generation, gender, profession, nationality and personality type. It combines the latest business data with academically validated research based on Cultural Intelligence to help you recognise and optimise individual behaviour in a fast-paced, culturally diverse environment.

Personality is partly inherited (personality type) and partly learned (cultural background). Intercultural DISC measures both and reveals:

• The individual’s personality type

• The individual’s cultural orientation in terms of communicationand behaviour.

It explains how underlying intercultural values, drivers and personality type infl uence behaviour.

They were created 30-40 years ago based on the results of older generation when internet and cheap fl ight did not exist. Since then the globalisation has changed the way people live, work and communicate.

1 | Intercultural DISC focuses on individuals and their personal preferences.

(Success depends on the quality of relationship you have with an individual in front of you, not a group)

2 | The country of origin is just a fraction of the model in Intercultural DISCand it gives the user the tools to recognise, understand and adapt their behaviour.

3 | Intercultural DISC uses only 5 dimensions with 3 scores - low, medium,high. It is easy to remember and apply it.

THE SCIENCE OF GLOBAL MINDSET

WHAT DOES IT MEASURE?

CROSS-CULTURAL MODELS

Decades of research, tests and experience while travelling and doing business all over the world have revealed that there is a clear pattern regarding communication and behaviour styles among diff erent nations. This makes complete sense as all people have four main personality types and the combination of those so it is logical that the proportion of these types varies according to culture and environment which infl uence and shape behaviour styles by adapting people to circumstances, in this case, their culture.


1 | Intercultural DISC measures personality traits, it reveals the underlying cultural dimensions as well. (Your personality determines how you want to behave, culture determines how you should behave).

The main advantages of Intercultural DISC:

• It combines and seamlessly integrates the latest business data withacademically validated research into a practical and proven solution which is designed for the challenges of 21st century which cannot be addressed by models created before globalisation.

• It introduces Cultural Intelligence using the language of the most popularbehavioural model, DISC, building on the knowledge people already have in a way they can apply immediately.

This report was intended to reveal your communication and behavioural type as well as your cultural orientation. Understanding your own and someone’s cultural background are essential to understand what and why they do the way they do. Nobody is better or worse than the other one just diff erent. We need to learn how to make the most of a multi-cultural team.

This report is just the fi rst part of the training. Once we have established the communication we are able to go deeper and discover more dimensions of the culture. Understanding the extremities of the most relevant styles in terms of communication and behaviour you are able to design to the edges and minimise your cognitive bias and dangerous assumptions.

Now you have a very powerful set of tools in your hand. Use it and have fun in the mean time!

BEHAVIOURAL MODELS


Contact us on [email protected] visit www.ICQConsulting.com.

ICQ Consulting is an international people development agency which makes companies more profi table by measuring and leveraging personal and cultural diff erences through a unique portfolio of assessments, training and consultancy which has already benefi ted some of the leading companies in the USA, Latin-America and Europe ranging from start-ups to Fortune 500 organisations.

The ICQ methodology combines and seamlessly integrates the latest business data with academically validated research into practical and proven solutions so customers and employees won't feel confused, misunderstood, disengaged and they choose the competition.

We have successfully merged 3 companies on 2 continents to form ICQ Consulting so we have a global reach, with the local expertise needed to address the diff erent market challenges that companies may face.

ABOUTICQ CONSULTING

UNLOCKING HUMAN CAPITALTHROUGH CULTURAL INTELLIGENCE

[email protected].

Documents

INTERCULTURAL DISC REPORT - FAMELINEfameline.com/fameline/wp-content/uploads/2016/12/DISC-report-v6.p… · Intercultural DISC™ is a comprehensive assessment of an individual’s