The Extended DISC System Tool Manual - Amazon S3 · 2015-07-12 · and consultancy projects. ... The Profiles are used to describe the Job Profile. The DISC Profiles were the cornerstone

Extended DISC Personal Analysis Manual - 1 -

Extended DISC – Business with People Copyright 1994-2010 - Extended DISC International Ltd

The Extended DISC® System

Tool Manual

Extended DISC® Personal Analysis

Extended DISC® Professional System - Version 5.1

This manual is intended to assist in utilizing the Extended DISC® System.

Extended DISC® Professional System is proprietary property of Extended DISC International Ltd

This manual is protected by Copyright.



TABLE OF CONTENTS

1 EXTENDED DISC® TOOL MANUAL - PREFACE.........................................................................................3

2 EXTENDED DISC® TOOL MANUAL – THEORY BEHIND THE TOOL ..............................................4 2.1 LINK TO EXTENDED DISC® THEORY ................................................................................................................4 2.2 LINKS TO OTHER EXTENDED DISC® TOOLS ....................................................................................................5

3 EXTENDED DISC® TOOL MANUAL – ADMINISTRATION ....................................................................6 3.1 GENERAL INSTRUCTIONS.....................................................................................................................................6 3.2 PROCEDURE...........................................................................................................................................................8 3.3 EDOS – EXTENDED DISC ONLINE SYSTEM....................................................................................................9

3.3.1 EDO – Account management.......................................................................................................................9 3.3.2 EDO – Responding the questionnaire........................................................................................................9 3.3.3 EDOS – Account management.....................................................................................................................9 3.3.4 EDOS – Responding the questionnaire................................................................................................... 10

4 EXTENDED DISC® TOOL MANUAL – TECHNICAL INTERPRETATION ..................................... 11 4.1 GENERAL INSTRUCTIONS...................................................................................................................................11 4.2 PAGE 1: PROFILE AND DIAMOND PAGE ..........................................................................................................12

4.2.1 Extended DISC® Profiles........................................................................................................................... 13 4.2.2 Profile II........................................................................................................................................................ 14 4.2.3 Profile I ......................................................................................................................................................... 15 4.2.4 The Percentages.......................................................................................................................................... 15 4.2.5 The Profile Points ....................................................................................................................................... 16 4.2.6 The Special Cases....................................................................................................................................... 16 4.2.7 Tight profile.................................................................................................................................................. 16 4.2.8 Shifting of Profiles ...................................................................................................................................... 19 4.2.9 Mirror Profiles ............................................................................................................................................ 22 4.2.10 Stress Indication..................................................................................................................................... 23 4.2.11 Invalid Profile......................................................................................................................................... 24

4.3 PAGE 2: TEXT PAGE...........................................................................................................................................25 4.4 PAGE 3: MOTIVATORS PAGE.............................................................................................................................28 4.5 PAGE 4: GRAPHICAL PART ................................................................................................................................31 4.6 PAGE 5: FLEXIBILITY ZONES PAGE..................................................................................................................36 4.7 PAGE 6-15: ADDITIONAL PAGES......................................................................................................................38

5 EXTENDED DISC® TOOL MANUAL – ADVANCED MODE ................................................................. 60 5.1 PAGE: PRESENT SITUATION..............................................................................................................................60

5.1.1 Communicating Strong Emotions............................................................................................................. 60 5.1.2 The Influence of the Present Environment on the Person’s Motivation............................................ 61 5.1.3 Consistency of the results .......................................................................................................................... 61

6 EXTENDED DISC® TOOL MANUAL – APPLICATIONS ........................................................................ 63 6.1 GENERAL INSTRUCTIONS...................................................................................................................................63 6.2 APPLICATION 1: INTERPERSONAL SKILLS TRAINING....................................................................................64 6.3 APPLICATION 2: PERSONAL COACHING..........................................................................................................65 6.4 APPLICATION 3: RECRUITMENT .......................................................................................................................66 6.5 APPLICATION 4: MANAGEMENT TEAM CONSULTING...................................................................................67

7 EXTENDED DISC® TOOL MANUAL – CASES ............................................................................................ 68 7.1 GENERAL COMMENTS........................................................................................................................................68 7.2 CASE 1: MULTINATIONAL COMPANY IN METAL INDUSTRY WITH 4,000 EMPLOYEES.............................69 7.3 CASE 2: INDIVIDUAL DEVELOPMENT...............................................................................................................70 7.4 CASE 3: TRAINING AND RECRUITING IN A FOOD MANUFACTURING COMPANY.......................................72



1 Extended DISC® Tool Manual - Preface Dear friend, Extended DISC® Personal Analysis is the mother of the Extended DISC® System. It was developed between 1991 and 1994 and is today the starting phase in many different training and consultancy projects. Learning the Extended DISC® System typically begins with completing the Personal Analysis Questionnaire and participating in the Personal Analysis Certification Training. Personal Analysis is the most commonly used Extended DISC® assessment because of its many applications; it is also the foundation for the other assessments. Personal Analysis is a behavioral inventory based on self-evaluation. There are no right or wrong answers in the instrument questionnaire. It does not give a high or low score or by any other means classify people into better or worse. The Extended DISC® Personal Analysis does not measure intelligence, professional skills, or attitudes - it purely concentrates on measuring natural behavioral styles. Personal Analysis is a useful tool for not only the individual him/herself but also for everyone communicating with the person. Its main purpose is to increase understanding of human behavior; our own and others’. Compared to other Disc Theory based tools Extended DISC® Personal Analysis goes more deeply into the one’s personality, measuring something much more unconscious, stable and natural than Disc tools traditionally have done. I am very happy to offer you the opportunity to use this tool that we believe is the most comprehensive behavioral assessment tool available. It can help you both in your business and private life. Business with People is our slogan – but it works for you too! Jukka Sappinen Managing Director Extended DISC International Ltd. Founder of the Extended DISC® System



2 Extended DISC® Tool Manual – Theory Behind the Tool 2.1 Link to Extended DISC® Theory The Extended DISC® Personal Analysis is based on the following elements of the Extended DISC® Theory. • The Four Quadrant Model • Extended DISC® Diamond • Extended DISC® Profiles • Extended DISC® Percentages The Four Quadrant Model The Four Quadrant Model is the most widely used behavioral framework in human and organization development. The model was developed in its present format in the early 20th century. The 4Q Model is quick to teach and learn and it can be applied in many different situations. It is also the basis of many assessment tools, learning theories and training concepts around the world. The Extended DISC® Diamond and the Flexibility Zones are based on the 4Q Model. Extended DISC® Diamond One of the unquestionable strengths of the Extended DISC® Diamond is its ability to describe the analysis results on not only individual, team, department, divisional levels, but also on the whole organization level, enabling the analysis results of thousands of people to be included in the same framework. Extended DISC® Profiles The Profiles are used to describe the Job Profile. The DISC Profiles were the cornerstone for the early DISC Theory based tools. The Extended DISC® Profiles represent the latest state of art in that area. Profiles I and II are based on the Extended DISC® Profiles concept.

What Is It?



2.2 Links to other Extended DISC® Tools The Extended DISC® Personal Analysis is in many ways the first step in using the Extended DISC® System and, therefore, has a direct link to most of the tools within the system. Extended DISC® Work Pair Analysis The Work Pair Analysis is based on the results of two Personal Analyses; it compares the results to help the work pair in their communication. Extended DISC® Team Analysis The Team Analysis is based on the team members’ Personal Analysis results and combines them at the team level. Extended DISC® Team Assessment 360 The Team Assessment Questionnaire is based on the same questions Personal Analysis is using. In addition, the 360 Diamond shows the Personal Analysis results of the assessors and the assessed person. Extended DISC® Job Analysis The Job Analysis results can be compared to the Personal Analysis Additional Pages, enabling better comparison of the results of the two tools

What Is It?



3 Extended DISC® Tool Manual – Administration 3.1 General instructions Although Extended DISC® Personal Analysis is very easy and quick to complete, there are some precautions we recommend to guarantee the quality of the process. Extended DISC® Personal Analysis is based on self-evaluation. To achieve the best results, it is best to complete the questionnaire as quickly as possible. Because of this, answering the whole questionnaire should take only 7-10 minutes.

General Instructions for the facilitator • Give the instructions carefully. Ensure the user has a ball point pen. • Make sure no one will interrupt the user. • Do not speak after the user has begun answering the questions. • If the user asks the meaning of a word, do not define it. Rather, let the user think about

the meaning and answer the question. • After the user has completed the questionnaire, check it. It is a lot easier to correct any

mistakes now than to have the user complete the questionnaire again. • Store the questionnaire in a locked place. • Do not provide information about the analyses to unauthorized individuals. Remember

that every user has the right to get feedback on their own analysis. • Remember and convey to the participants that Extended DISC® Theory does not classify

people into good or bad. Neither does it attempt in any way to limit the opportunities of an individual. Extended DISC® Theory describes an individual’s natural reaction mode and behavioral style in different types of situations. It gives the person a better ability to understand one’s own and other’s behavior, to adjust one’s own behavior to better suit the situation, to avoid unnecessary problems in communication, and to point one’s life into the direction where he or she better succeeds and enjoys it the most.

• Extended DISC® Personal Analysis is a behavioral inventory based on self-evaluation that is designed to clarify in what order and relation to others an individual prefers the areas of the four-quadrant. The analysis has no right or wrong answers. It does not classify people into good or bad categories or in any other way classify people into better or worse.

What Is It?



General Instructions for the User • There are no right or wrong answers. • Answer the questions in order. • Do not return to a previously answered question. • Always answer both components (what describes you the best and the least) before

moving to the next question. • Do not ponder the questions too much. Answering the whole questionnaire should take

only 7-10 minutes. Select the answer that first feels right. • Complete the questionnaire without interruptions. Do not do something else or talk with

someone during the process. • Complete the questionnaire quickly, but not hastily. • Do not attempt to influence the results; you will only confuse yourself and invalidate the

results. • Always use a ball point pen. NOTE! Different countries have different laws for collecting and storing individual ma terial. Check the legislation in the country where you conduct the procedure and follow it precisely. Remember! Extended DISC® Personal Analysis • Describes the person's natural reaction mode or behavioral style in different situations • Is a behavioral inventory based on self-evaluation • Measures natural behavioral styles • Does not classify people into good or bad • Does not limit a person's ability to develop in another direction or work environment • Does not give high or low scores or in any other way classify people into better or worse • Does not measure intelligence, professional skills, or attitudes



3.2 Procedure Users have the option to complete the Personal Analysis questionnaires either on the computer screen, on paper or online. The process for us ing Personal Analysis is simple. 1. Administer the questionnaires. 2. Customize and generate the Personal Analysis reports. 3. Present the behavioral styles and the Extended DISC® Diamond. 4. Discuss and explain the Personal Analysis reports. 5. Present behavioral modifications for improved individual performance. Extended DISC® allows the facilitator to customize the presentation to address the participant ’s needs. Because of its flexibility, the facilitator has a wide range of options in determining how much time to spend on the presentation. Obviously, the more time available, the more fluent the participants become in applying the concepts in practice. Also, since Extended DISC® has so many applications, training sessions may be focused on specific applications, such as communication skills training. In later training sessions the participants are able to use the same framework in learning new applications. Administering the questionnaire on paper or screen 1. Make sure you have the questionnaire in the person’s native language 2. Give the instructions 3. Wait until you see the process begins correctly 4. After five or so minutes check how it is going and ask the person to speed up if necessary 5. Enter the answers in EDPS (paper questionnaire only) 6. Print the report Administering the questionnaire online 1. Send the person the Access Code (and password if in use) and instructions on how to

complete the procedure plus the web address 2. If you are using dtr return accounts, after receiving the results by mail, import them in

EDPS 3. Print the report

Step-by-Step



3.3 EDOS – Extended DISC Online System Extended DISC® Personal Analysis is supported by EDOS - Extended DISC Online System and EDO – Extended DISC Online platforms. 3.3.1 EDO – Account management To start using EDO you need to have at least one Account opened. To open an Account, please contact your Extended DISC® Consultant. The following information is needed to open an Account: • Access Code • Passwords (No passwords, multi entry passwords, one entry passwords) • Return information

• dtr with points taken – transfer file with counter points already taken from specified pages and language

• dtr with points not taken – transfer file with counter points not taken • Return email address

• To address (can be fixed or “send to respondee”) • Bcc address (not compulsory)

3.3.2 EDO – Responding the questionnaire The process for answering Personal Analysis Questionnaire online is the following: 1. Go to www.extdisc.com/edo and first select your native language. 2. Select “Extended DISC® Personal Analysis”. 3. Enter you Access Code and press “Submit” 4. Give the required and optional information and press “I am ready to begin”. 5. Read the instructions carefully and press “I have read the instructions and am ready to

continue”. 6. Answer each question at a time. You can go to the next question by selecting “Next”. 7. After you have answered all 24 questions, the process is completed and the results will be

sent to the email address specified in the Account Information 3.3.3 EDOS – Account management To start using EDOS you need to have your own user account. Please contact your Extended DISC representative for user account details and manual.

How To Do It?



3.3.4 EDOS – Responding the questionnaire The process for answering Personal Analysis Questionnaire online is the following: 1. Go to www.myedos.com and first select your native language. 2. Select “I can do it now”. 3. Enter you Access Code and press “Submit” 4. Give the required and optional information and press “Submit”. 5. Read the instructions carefully and press “I have read the instructions and am ready to

continue”. 6. Answer each question at a time. You can go to the next question by selecting “Next”. 7. After you have answered all 24 questions, the process is completed and the results will be

sent to the email address specified in the Account Information



4 Extended DISC® Tool Manual – Technical Interpretation 4.1 General instructions The Extended DISC® Personal Analysis is in a way easy to interpret since there is a lot of text that should be self-explanatory. However, to get the most out the reports, one should be able to read the graphics (like the Profiles and the Diamond). To learn to use them requires training and experience. NOTE! We highly recommend that everyone using the Personal Analysis tool participates in the Extended DISC® Personal Analysis Certification Training. The graphics in the report form the basis for all the information, whereas the text parts only describe partially what the core result means. When reading the Personal Analysis report we suggest you go through the pages in the following order: 1. Profile & Diamond Page 2. Flexibility Zones Page The first two pages should be used for learning to know the individual; they form the core results of the analysis. 3. Graphical Part 4. Additional Pages 5. Motivators Page 6. Text Page Extended DISC® Personal Analysis is designed for one person only.

What Is It?

Maximum Size



4.2 Page 1: Profile and Diamond Page The Profile and Diamond Page includes all the information Extended DISC® Personal Analysis can produce. This page represents all the graphical and numerical information that has been derived from the Extended DISC® Personal Analysis Questionnaire. The interpretation of both the profiles and the Diamond require training. To interpret the results without a good understanding of how to read the information is not recommended because of the possible misinterpretations.

The Page consists of the following parts: • Extended DISC® Profiles • Extended DISC® Diamond • Extended DISC® Percentages • Profile Points Extended DISC® Profiles contain more information than other frameworks but are also more difficult to learn. Extended DISC® Diamond is a behavioral map. Its strengths are the ability to give a holistic picture of a team and its adaptability to different types of training. Extended DISC® Percentages are the simplest way of giving the analysis results and can be used when mathematical calculations are needed.

What Is It?



We recommend that the user studies them all and then use the one(s) that best fits his/her circumstances. 4.2.1 Extended DISC® Profiles The Extended DISC® Profile has proven to be a very clear way of describing and analyzing an individual’s natural reaction mode to the stimuli in the environment. The theory does not have any good-bad categories, making it a behavioral inventory, not a test that one can pass or fail. Extended DISC® Profiles consist of two profiles: • Profile II • Profile I Both profiles are divided into the following parts:

In Extended DISC® Personal Analysis the Profiles provide answers to the following two questions: 1. Who is he/she? – This information is received from the shape of Profile II 2. How is he/she feeling? – This information is received from the size and position of

Profile II plus Profile I and the Special Cases The Upper Zone The Upper Zone describes the traits that the individual has not responded against in any question. The interpretation of the Upper Zone is the same as the Upper Normal Zone. The Normal Zone (Upper = above Middle Line, Lower = below Middle Line) This area represents the most typical outcome of the results; the individual has in most cases preferred this side of the trait (for example High D to Low D). Traits in this area can be observed in the person’s normal behavior. Traits in the Lower Normal Zone are seen as opposites to the traits in the Upper Normal Zone.



The Neutral Zone This area represents those responses where the person has not been consistent and has found it impossible to prioritize either end of the trait scale. A trait in this area cannot be interpreted in any way. The Middle Line The Middle Line is like the surface of the water; what is above it can easily be seen (controls one’s behavior) and what is below it is more difficult to see. The Middle Line in each axis acts as a point where a type changes from significant to less significant. Any types that are above the Middle Line are considered to direct the natural reaction mode and hence, in most situations, the observable behavior. The nonexistence of a particular type (located below the Middle Line) from an individual’s natural behavior exhibits itself in an opposite reaction (for example, calm-restless). The lower the type is, the stronger the opposite reaction shows in one’s behavior. A good understanding of a type’s characteristics on both sides of the Middle Line can be gained by studying the adjective list of a particular type. Please note that the Middle Line is not an exact, clearly defined line. In some cases the whole Neutral Zone can be considered to be the Middle Line. The Lower Zone The Lower Zone, like the Upper Zone, describes the traits that are extremely clear; the individual has not in any question responded for this trait (D, I, S or C). The interpretation of the Lower Zone is the same as the Lower Normal Zone. 4.2.2 Profile II Profile II illustrates a person’s natural response to an externa l stimulus. It is a behavioral style that takes the least energy and effort, requires the least amount of concentration, and is usually the most pleasant to the individual. It illustrates the reaction mode that the person uses to naturally react and is most frequently exhibited outwardly in one’s behavior. When interpreting Profile II, one must look at its shape, size and position on the Extended DISC® reference framework. By using Profile II, it is possible to define action and thinking models to a person’s natural behavioral style. Profile II is the Extended DISC® System’s most accurate and lasting illustration of a person’s natural behavior. Any significant and large changes in it usually mean significant events and changes in the immediate environment of the individual that are forcing him or her to seek new ways to succeed.



4.2.3 Profile I Profile I illustrates how the person feels he/she has/wants to adjust his/her behavior to better cope with the requirements of the present environment. Profile I demonstrates the individual’s conscious understanding of one’s self and own behavior in the present situation (conscious self- image). The Profile I is compared to Profile II. Any potential disturbances during answering the questionnaire, as well as the individual’s desire to answer against the true answers, will be reflected in Profile I. Consequently, one must be careful in interpreting the results. Significant differences from Profile II are: • A change in the shape of the profile • Shifting of a type (D,I,S,C) over the Middle Line • A change in the dominating type (D,I,S,C) • Other significant changes in the profile If a trait is descending in Profile I (when compared to Profile II) it is a sign of the person feeling that the present environment doesn’t fully provide him with those aspects that motivate him/her most. If a trait is ascending in Profile I, it is a sign of the person expressing a feeling that in order to better cope with the requirements of the present environment, this behavior needs to be emphasized. 4.2.4 The Percentages The Percentages describe the shape of the Profiles in numbers. They illustrate what is the inter-relationship of the four main styles. The Percentages are also useful when the results of several individuals need to be compared. How percentages are calculated: The share of the combined distance from the Middle Line of the dimensions that are on the same side of the Middle Line. Upper Percentages: Dimensions that are above the Middle Line. Describe the inter-relationship of the dominating characters. Lower Percentages: Dimensions that are below the Middle Line. Describe the inter-relationship of the low characters.



4.2.5 The Profile Points The Profile Points draw the Profile. They do not have any interpretation or role. You can re-create the Profile by entering the Profile Points in the system. 4.2.6 The Special Cases The Special Cases provide answers to the question “How is he/she feeling?”. They are often used as discussion-openers that help the person to open up and start talking about the feelings that are most disturbing in the present situation. NOTE! The Special Cases should never be used like results of a comprehensive psychological or psychiatric analysis; they are just topic hints that could well be worth discussing. 4.2.7 Tight profile A tight profile is a result of the respondent not answering the questions consistently. In other words, one has not been able to identify oneself with a clear role. A profile is defined as tight if either profile in its entirety is located within the neutral zone. The profile should also be considered as tight if it is clearly smaller than the other profile. In our examples later in the manual Tight Profile II is a case like that. If the two profiles are very different and the other one is almost tight, it is better to view the confined profile as being tight. Below is an example of that.



Does a Tight Profile indicate a problem? A Tight Profile in itself does not indicate a problem. However, it may indicate a situation in which the person cannot concentrate completely. Note: Remember that a tight profile does not have a clear shape! Tight Profile I Key feeling: Uncertainty, lack of clarity The person has not been able to form a clear understanding of his or her role in the present work environment. This could be caused by an unclear job descrip tion, or the person may be new to the position and has not yet quite found his or her role. It could be also caused by the employee feeling that he or she is not given clear instructions or areas of responsibility, or that the person is already thinking about the future, i.e. he or she is seeking change to the existing situation.

Note that a Tight Profile cannot be shown on Extended DISC® Diamond. In the case of a Tight Profile I, there will be no arrow in the Diamond.



What is the cause for the Tight I? Interpretation: Tight Profile I is basically caused by two possible reasons; the one described above and the other described here. If the person wants to - consciously or subconsciously - alter his/her responses, they will most likely be reflected in Profile I. This means that when interpreting the Tight Profile I, one should keep the two possibilities in mind. Tight Profile II Key feeling: Insecurity The person is under pressure. The probable cause of the pressure is a perceived threat that pertains to the basic areas of safety. The specific causes can be unemployment or threat of losing one’s job, rumors about changes in the future, problems of business, divorce, etc. Often the explanation lies in something that is valuable for the person and is at the same time threatened in the future.

Note that a Tight Profile cannot be shown on Extended DISC® Diamond. In the case of Tight Profile II, the Diamond will be empty. Is the result reliable? Interpretation: If the Profile becomes almost tight, we should be careful with the interpretation. If the Profile II has much the same shape as Profile I, we can feel more able to use the shape of the Profile II.

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However, if Profiles II and I do not clearly have the same shape and Profile II is almost tight, we should be very careful in saying anything about the natural behavioral style of the individual. In such a case it is recommended that the analysis be redone. Both Profiles Tight Key feeling: Frustration When both Profile I and II are tight, the person has answered both parts of the questions inconsistently. Apparently, one has not been able to form a clear understanding of oneself, wants to please everyone, does not have any motivation to look into the future, or feels that he/she is currently in an unsuitable role, etc.

If both profiles are tight, the validity of the analysis could be lower. Therefore, one must use caution when interpreting the results. Do the profiles have similar or different shapes? • Interpretation: If the two profiles have a similar shape, trusting the shape of Profile II is a

lot easier. If the shapes are different (like in the above example), one should not draw any conclusions from the shape of Profile II; the only outcome of the analysis is the “Both Profiles Tight” and feelings related to it.

4.2.8 Shifting of Profiles The shifting of a profile is defined as the movement of the profile independent of changes in the order of the four types (D, I, S and C). The shifting can be upward or downward in either profile or in both profiles. Two stages in the shifting can be identified: 1. The center point of the Profile clearly going upward or downward 2. The whole Profile being above or below the Middle Line

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The first stage is less significant than the second stage when we talk about Overshift or Undershift. NOTE! It is not technically possible to have descending or Undershift in Profile II. Ascending Profile I / Overshift in Profile I Key feeling: Helplessness Ascending of the profile indicates the feeling of constraint. The person feels constrained and acts at the limits of his or her abilities or in complete contrast to the natural traits to succeed in the demands of the environment. In the case of a type shifting above the middle line, the explanation can typically be found in the matters relating to that behavioral type.

Note that an Overshift Profile cannot be shown on Extended DISC® Diamond. In the case of Overshift in Profile I, there will be no arrow in the Diamond. What is the cause for the ascending of the Profile? Interpretation: The profile may ascend by one or two styles going upwards or by the whole Profile shifting. If it is a case with certain styles going up (and at the same time changing the shape of the Profile when compared to Profile II), the cause for the key feeling is most likely to be found from those styles. If the whole Profile goes up keeping the original (Profile II) shape, the likely cause for the feeling may well be somewhere that has no direct correlation with the individual behavioral styles.

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Ascending Profile II / Overshift in Profile II Key feeling: Pressure The person is under a lot of pressure and might feel the pressures of the environment too much to handle. The consequences of failure are more fundamental than in the ascending of Profile I.

Note that an Overshift in Profile II is also an invalid analysis result. No results will be printed on the Diamond and it is not possible to print out any Personal Analysis report. Styles in the neutral zone Interpretation: If Profile II is clearly ascending, the importance of the styles in the Neutral Zone diminishes. We should not use them as part of the interpretation of the shape of Profile II but just those styles that are above the Neutral Zone. That is because when the Profile goes up, the Middle Line doesn’t. This means that when the reason for the shifting upwards has been removed, the characters in the Neutral Zone will most likely return below the Middle Line. Descending Profile I / Undershift in Profile I Key feeling: Moral problems

The descending of profiles reflects problems relating to oneself (for example, self-confidence). In extreme cases the person may have problems with self-motivation or in the understanding of right or wrong. When the whole profile falls below the Middle Line (Undershift), it may indicate moral problems.

Extreme caution must be exercised in interpreting descending profiles. Further discovery, including a new analysis, is strongly recommended.

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Note that an Undershift in Profile I cannot be shown on Extended DISC® Diamond. In the case of Undershift in Profile I, there will be no arrow in the Diamond. Note also the Undershift in Profile II is not technically possible. Do not interpret NOTE! The interpretation of the Undershift in Profile I is at the limits of the tool. The Personal Analysis tool is not designed to be a psychiatric evaluation tool. 4.2.9 Mirror Profiles Key feeling: No interpretation When the profiles are mirror images of each other in relation to the Middle Line, one must be careful when interpreting the results. The person can be very frustrated in the present situation, or be uncertain about his or her own goals. It may also be possible that no interpretation can be found. The full Mirror Profile has all the four traits (D, I, S and C) in different sides of the Middle Line in the two profiles. It is also recommended that a result with three traits in different sides be considered as a Mirror Profile (example below) if the profiles really have opposite shapes.

Note that the Mirror Profiles is also an invalid analysis result. No results will be printed on the Diamond and it is not possible to print out any Personal Analysis report.

Checklist



Do again Interpretation: Since the Mirror Profiles do not have any interpretation and are most likely caused by some disturbance in thinking, it is recommended that the person redo the analysis. If the Mirror Profiles still appear in the second report, we recommend that a longer break be taken. 4.2.10 Stress Indication Key feeling: Need to adjust If the person is experiencing stress, it can possibly manifest itself from the S Style shifting in Profiles I and II. The bigger the shift, the greater the amount of stress. One must be careful when evaluating the level of stress, because different profiles have different tendencies to recognize, react, and reveal stress. Similarly, people’s understanding and definition of stress is often very different. The phenomenon can nevertheless be studied as a defense mechanism to a change in the environment.

NOTE! The Stress Indication is more a reflection of a change in the environment and the adjustment process it causes than anything to do with the medical or psychological illness called also stress. Be careful Interpretation: People have different interpretations for the word stress. You should be careful in using the word since some consider it automatically positive whereas some negative. It would be better to talk about response to change instead of stress.

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4.2.11 Invalid Profile The Extended DISC® Personal Software does not generate a report when the validity of the results is very low. In these cases, the system will indicate an error code. Most of the invalid profiles fall in one of the following categories. • Code 001 - Tight Profile II • Code 002 – Overshift in Profile II • Code 003 - Mirror Profiles I & II

Invalid profile does not indicate a problem. It is very likely that the user was not able to concentrate when completing the questionnaire or perhaps simply misunderstood the instructions. Simply ask the user to complete the questionnaire again. Do again? Interpretation: Extended DISC® Personal Analysis is a tool that measures both an individual’s spontaneous response style and also his/her current feelings. In most cases the spontaneous measuring of feelings does not work as actively if the completion of the questionnaire is repeated. Therefore, in most cases the second time will not produce an invalid result.



4.3 Page 2: Text Page The Text Page describes the typical behavior of the individual. Read the text as such and use it to develop an overall picture. In evaluating specific sentences, it is important to consider a person’s conscious ability to adapt behavior. The narrative was specifically designed to be concise. Today everyone experiences information overload – Personal Analysis was designed to provide information quickly and in an easy-to-use format. However, the system’s text bank is so large that it can generate over 115,000,000 different Text Pages. As a result, the results will be very specific to each individual.

What Is It?



When reading The Text Page it is important to keep in mind that it describes how this type of person typically is seen behaving by other people. What it doesn’t take into account is what the person has learned to do in contrast to the most natural style. A typical example could be a person with very high I style who has made an effort to learn to be much more systematic and detailed than his/her natural style would indicate. Another aspect that the page does not recognize (since it is measuring an individual’s most natural and spontaneous behavior) is what the person believes oneself to be. It may be that in the environment the person has grown he/she has always been the most decisive one but, when compared to all people, he/she would not be considered that decisive. The Text Page should be used for qualifying the validity of the results. The Profiles and the Diamond have the analysis results in their most detailed format and should, therefore, be analyzed first and when define the validity of the results. The Text Page is additional information that should help in understanding the behavior of the individual and in initiating discussion with him/her. It is always recommended that other people be permitted to read the text page and comment on those parts of the text the individual him/herself doesn’t identify in his/her behavior. The Text Page consists of the following parts: • Attributes describing the person • Motivators • Tries to Avoid • Ideal Supervisor • Communication Style • Decision-making



Are there words that the person doesn’t recognize in him/herself? • Is this something I have learned to do/avoid? • Why do I not see that in my behavior? • What about others? Can they see it in my behavior? How do the Text Page and the contents of my job fit? • Is there something that I would like / be good at that my job doesn’t include? • Is there something in my job that is contrary to the Text Page text? • How would I change my job description to better go along with the Text Page text? The Text Page is easy to read but we recommend it not be used before thoroughly going through the Profile & Diamond Page. The Text Page gives a good overall picture of the person, which is how it should be used. A few of the applications of the results include: • To help in interviews • To allow other people to comment and give feedback • To get a quick overall image of the person • To help in analyzing oneself • To help in managing the person

Checklist

When to Use?



4.4 Page 3: Motivators Page The Motivators Page describes the individual using four main categories. Go through each line that has significance in relation to the individual’s job responsibilities. Evaluate if the person is able to use his/her strengths and how to work on the development areas. If the requirements of the job position and the strengths of the individual do not correspond, this provides an opportunity to evaluate the situation with the employee to enhance performance.

What Is It?



Motivators / Comfort Areas This part describes things that usually motivate this type of person. It is to be expected that he/she will respond positively if the amount of the listed items is increased in his/her work environment. Situations that reduce motivation Here are listed items that this type of person typically doesn’t like that much. It is most likely that the effect on his/her motivation will be negative if these items are increased in his/her work. Strengths The behavioral skills listed in this section are this person’s clear natural strengths. It may be that they are not exceptional skills, but it is very natural for him to do those things and they don’t burn him/her out as quickly as perhaps other people. Considering these requirements could be increased in the present work environment is recommended. Reactions to pressure situations It is important to note that this is not a description of this person’s weaknesses or present behavior. It is a list of things the person should be cautious about since if he/she gets overly excited or stressed these weaknesses may become active. From management ’s perspective, the person should not be pushed towards using these weaknesses Comparison to present work environment • How many of the Motivators and Tries to Avoid items can be found in the present work

environment? • How important are the Tries to Avoid items in the work? Development of the work environment • Are there Motivators that are clearly missing and could be added to the work content? • Are there Fears that could easily be avoided in the work content? • Are there Motivators in the present work that do not motivate the person? What is the

reason for that?

Checklist



Utilizing the person’s strengths better • Has the person the ability to use all the strengths in the present work? • Has the management and other people identified them as being special strengths? • Is there a way of utilizing the strengths more efficiently? Identification of personal development areas • How many of the Development Areas does the person identify in his/her own behavior? • How many of the Development Areas do other people identify in the person’s behavior? • If there are things the person doesn’t identify, why is that? Are there examples that could

be given? • Under which circumstances do the Development Areas become visible? • Could others give help in avoiding those? • Is there anything management could do to avoid the weaknesses being used? The Motivators Page is very direct by style. At the same time it is suggestive by nature. It lists items for discussion but doesn’t say if all of them describe the person as he/she is today. A few of the applications of the results include: • To learn to understand the behavior of oneself and others better • To compare the person and his/her job • To find better ways of managing the person • To identify ways of increasing organizational effectiveness by utilizing the person’s

strengths better • To solve problems in communication

When to Use?



4.5 Page 4: Graphical Part The Graphical Part relates the analysis results to different overall work environment factors and requirements. Do not concentrate on the numerical value of a specific line, but focus on the items that received the lowest and highest scores. The greater numerical values reflect areas that are most natural to the individual. The lower values correspond to the areas that require the most effort and energy by the individual. Broad range, uninstructed The job includes a variety of different types of responsibilities. Much of the job is not instructed beforehand, but the person needs to solve the problems as they come. A variety of different contacts The job includes contacting different types of people in different situations. Much of the contacting requires self- initiative and an active approach to people. Systematic planning The job includes planning of fact-based actions and procedures, paying a lot of attention to details. The job requires concentration and spending time with one project until it is finished. Creative fact-based thinking The job includes the creating of new ideas and plans that are based on understanding the facts influencing the subject. The results are achieved by thinking rather than via communicating with people. Emphasizing positiveness The job includes constant encouragement of people to make and keep them in a positive mood. Most of the work is done by communicating with people. Helping, guiding The job includes helping people in their jobs by providing them with the information and assistance they need and ask for.

What It Is?



Repetitious routines The job includes work procedures that constantly repeat, therefore keeping their nature much the same. The performer needs to concentrate and pay attention to details. Exact following of instructions The job is instructed to the last detail and the performer needs to patiently and thoroughly follow the established procedure. Tough competition The job is performed in an environment that is extremely competitive. The performer needs to constantly invent new approaches and be very goal-oriented to survive. Distance to other people The job requires distanc ing oneself from others and working by oneself with not much direct communication with other people. Avoiding mistakes The job requires the performer to pay attention to every action to avoid making mistakes. It is more important to produce perfect results than to progress as fast as possible or take risks. Continuous search for change The job requires the performer to look for new ideas, improvement and new approaches in every decision and plan made. Survival requires constantly changing the status quo. Independent, uninstructed The job includes making decisions alone in an environment where there is not much support available. In most cases it is also not possible to benefit from experience in similar situations. Concentration on facts The decisions are based purely on facts. Based on the information given, a decision needs to be made without considering the opinions or feelings of oneself or the others. Concentration on people encouragement When making decisions the effects of them on other people need to be prioritized. The goal is to make decisions that encourage people to perform and stay in a good mood; even if other criterion for decisions needs to be sacrificed.



Exact following of rules The decision maker needs to follow the exact rules and standards set for making the decisions. The job requires the person to look for instructions for every situation and refrain from using creativity in decision making. Finding a favorable solution When making decisions a solution needs to be found that can easily be accepted by all people concerned or influenced by them. The decisions need to get a positive response. Fast The key in decision making is to make them as fast as possible. It is possible that part of the decision making takes place under uncertain circumstances and that there are risks involved in the outcomes of the decisions. Direct, fact-oriented The communication required in the job is mainly fact-based where it is important to go directly to the point, to explain as clearly and purely as possible with no consideration for the effect of the communication. Inspiring, results-oriented The communication required in the job needs to inspire, encourage and activate people into a performance that enhances the achievement of the required goals. All people are treated much the same. Inspiring, adjusting The communication required in the job needs to influence people into positive behavior. It is important to understand the special approach each individual requires. Balanced talking/listening The communication required in the job needs to include an equal amount of ability to actively participate by keeping the discussion alive, but also the ability to listen and understand the situation from the point of view of the other communicators. Considerate/based on facts The communication required in the job must be cautious, with each word considered before communicated. The message needs to be based on facts and should progress logically with no special need to influence the other party.



Consistent keeping to the subject The communication required in the job needs to progress logically, and the communicator can not get side-tracked from the essence of the message. High-risk situation The job regularly includes situations and decisions that need to be performed under considerable risks. The performer needs to stay motivated in an environment where uncertainty cannot be avoided. Security The job includes mostly pre-planned activities that the organization has previous experience with. There is no need to take any action that would be considered insecure. The person needs to stay motivated in an environment where no radical steps can be taken. Belonging to a team The job is mostly performed in a team-environment. Peoples’ duties are connected to each other and require communication and cooperation between team members. The person needs to stay motivated in an environment where there is a consistent dependence on other people. Encouraging atmosphere The job environment includes a lot of activities that are designed to encourage people to stay positive. It is considered important to influence each other, and the level of positive motivation is also important. The person needs to stay motivated in an environment where other people are approaching them and where they are also expected to carry responsibility for others’ well-being. Possibility to specialize The job environment is divided into specific functions that clearly separate each person’s duty from the other. The person needs to stay motivated in an environment where concentration on only one area of expertise is expected and allowed.



High scores • How to find them: Identify those items that are most on the right-hand side of the scale.

Certain profiles get a larger spread than others. Therefore, do not pay attention to the scores in the bars.

• Interpretation: Those items describe the type of work behavior that is easiest for the person to do, takes the least energy, and is most natural. He is likely to last longer when concentrating on those items

• How well do the high score items correlate with his/her present job? • How well do the high score items match with the job he/she is applying for? • Is there anything in the high scores that we haven’t realized and utilized yet? Low scores • How to find them: Identify those items that are most on the left-hand side of the scale. • Interpretation: Those items describe the type of work behavior that is not natural for the

person to do, takes more energy, feels less natural and is likely to cause the person to get tired easier than the items on the right side of the scale are.

• How much in my daily work do I need to do the items on the left? • How much emphasis needs to be given to the left-side items when a person is applying

for a job? • Is there a possibility of delegating some of the items on left? • NOTE! The person can, when sufficiently motivated and trained, perform tasks requiring

attention to the issues on left. It is, however, recommended that he/she is aware of the increased amount of energy that it takes.

The Graphical Part becomes useful when there is something to compare it with; either an existing job or one that he/she is applying for. Note that it is not a “can – cannot” scale but a “natural – non-natural” scale. A few of the applications of the results include: • To compare the individual with the requirements of the job • To help in designing the future career of the person • To help in sharpening the job description • To help in identifying the training needs

Checklist

When to Use?



4.6 Page 5: Flexibility Zones Page The Flexibility Zones Page demonstrates how much and in what direction the individual’s behavior is the most flexible, as well as in what areas the person is the farthest from the natural style.

It is important to note that when we describe an individual’s behavior we cannot say he can do something and cannot do something. We all have the potential to do everything; it is just that some things are more natural and some less natural.

What Is It?



The colored areas in the Flexibility Zones Diamond illustrate those areas that are natural for the person. It doesn’t take additional energy from him/her to spend time doing work assignments that require him/her to behave in that way. It is also most likely that when dealing with people whose natural style is in that area, the person may find it easy to understand the other person and communicate with him/her. When entering the white area, the energy consumption increases and the person needs to concentrate more. It doesn’t feel as natural as it felt in the colored areas and the person is most likely to get tired and start making mistakes earlier than he/she would in the colored area tasks. There is also an additional requirement when communicating with people in the white area to learn to understand their “language”, their way of expressing things. Flexibility Zones • Which parts of my job fit in the Flexibility Zone? • In what direction could my career be developed to enable me to stay in my most natural

zones? White areas • Which parts of my job require me to leave my comfort area? • What type of support could I get for those duties? • How should I adjust my communication when with people from the white area? The Flexibility Zones helps the individual in understanding his/her feelings when completing different types of tasks or when communicating with different types of people. A few of the applications of the results include: • To help in career development • To help in team work • To help in communication training • To help in redefining the job content

Checklist

When to Use?



4.7 Page 6-15: Additional Pages The Additional Pages relate the analysis results to more specific behavioral styles and their requirements. Again, do not concentrate on the numerical value of a specific line, but focus on the items that received the lowest and highest scores. The greater numerical values reflect areas that are most natural to the individual. The lower values correspond to the areas that require the most effort and energy by the individual. Each page analyzes the specific style from 20 perspectives. The optional pages are listed below with brief explanations when not self-explanatory. The available Additional Pages are: • Customer Service • Sales • Management • Leadership • Team • Administrative • Entrepreneurial • Project • Training • Information Technology

What Is It?



The following is a list of the individual items on the Customer Service Style Additional Page together with an interpretation guide. Consistent, stable customer relations • Both the customers and the contacts to them remain mainly the same Building and maintaining customer files • Collecting, sorting and producing information about the customers Positive diverse contacts with customers • Several different types of contacts where it is important to keep the contacts positive. Brief, goal-oriented customer contacts • Contacts to customers are short and can go directly to the point. Taking care of the customer and creating goodwill • Serving and taking care of customer needs is important as well as creating a positive

environment Product-oriented customer contacts • Emphasis on the product features as key components in achieving the sale Repetitive independent service contacts • Contacts to customers repeat themselves although are not connected to each other Winning the customer by talking up the product • Customer needs to be sold by emphasizing the features of the product and not by smooth-

talking Changing and diverse projects without follow-up • New projects with no similarities to previous ones; no need to take care of customers

from previous projects Goal-oriented customer motivation • Purpose is to get the customer excited but at the same time lead the customer towards the

goal

Customer Service Style



Maintaining customer relations to achieve results • The goal is to keep the relationship to the customer alive and at the same time maximize

the sales Managing long-term customer relations • The goal is to maximize the length of the customer relationship Creating a positive image; inspiring • The goal is to create a positive image and inspire the customer Polite repetitive customer contacts • The customer contacts repeat themselves and require maintaining a polite approach Discussing and taking care of customer needs • Important to get the customer talking about his/her needs and also to take care of those

needs Guiding the customer through a complicated matter • The service requires explaining and showing the customer how a complicated matter is to

be understood Follow-up and familiarization • Taking care of the promises given to the customer and advising the customer how a

certain thing functions Mastering the product and providing back-up support • Understanding all the features of the product and working as a support for any technical

or detailed need for information Winning new customers regularly • The goal is to constantly look for new customers and win them to one’s side Good presentation of technical features • Being able to present the technical features of the product/service in a way that keeps the

customer in a positive mood



The following is a list of the individual items on the Sales Style Additional Page together with an interpretation guide. Direct one-off selling • Selling, and then moving on; no long-term customer relationship Strong goal-oriented influencing of people • Having an aggressive approach to customers where the main emphasis is to achieve the

sale Follow-up and assessment of the sales process • Looking back to the sales process and analyzing the different steps within the process Technical selling that requires expertise • Selling complicated or technical products/services to experts that need information about

the product Goal-oriented selling while considering individual needs • Taking time to customize the sales process yet keen focus on closing the sale Inspired image-selling • Focusing on the intangible aspects and getting the customer excited about the

product/service Lively, inspiring, short-term and direct selling • Applying a lively, energetic, active contact with the aim of keeping the contact short and

achieving the sale as quickly as possible Positive inspiring and listening • Having to both inspire and listen to the customer all the time, keeping the relationship

positive Positive guiding and sharing of information • Taking a positive approach to the customer with communication being mainly the

providing of information and the explanation of its content Project selling that requires motivating people • Long process sales situations, for example industrial products

Sales Style



Long-term customer relations - fulfilling needs • Customer relations stay the same and sales are achieved by providing the customers with

what they need and want Planning activities that require lots of documentation • Lot of activities that require in-office planning and after-activity reporting Listening to the customer’s needs • The person needs to listen to what the customer needs and understand the needs from the

customer’s point of view Following a procedure in an expert role • Following set procedures while establishing oneself as an expert in the eyes of the

customer Taking care of established customer relations • Customer relations already exist and do not change in the large scale; focus is on keeping

the established relations alive Mastering information and collecting material • Needs to collect material and understand what information is available, where it is and

what it relates to Emphasis on product-related problem solving • Product needs adjustment (to customer situation/needs) before it can be accepted Contacting customers in an expert role • Needs to actively contact customers but can at the same time profile oneself as a product

expert more than a salesperson Securing the quality • The focus is making sure all the activities and services provided meet the strictest quality

standards Selling that requires product adjustment • The product/service is in “raw format” and needs to be adjusted to the customer needs;

requires the ability to listen to the customer and think logically



The following is a list of the individual items on the Sales Style Additional Page together with an interpretation guide. Creating a friendly atmosphere • The aim is to create an atmosphere where everyone having to work together can consider

each other as a friend Demanding management of things and systems • The goal is important and it is possible to require whatever is needed to get the systems

working as they should Management that emphasizes people’s well-being • Emphasizing people’s well-being highly in making managerial decisions Long-term planning of details • Managing the business requires understanding the details and being able to plan on a

detailed level Building openness and excitement • Needs to build an open atmosphere in the organization where people are not afraid of

expressing themselves and where people are excited about what they do Thorough familiarizing and teaching • Needs to familiarize people thoroughly with their jobs and teach them when needed Authoritative use of power • Has the power and is both required and allowed to use it Emphasizing people as goal-achievers • Very important to achieve the goals but needs to understand that they can only be

achieved by making the people behave in a desired way Organizing and guiding daily activities • Needs to plan the organization’s activities on a daily level and also advise people about

what they need to do

Management Style



Creating operational systems • Needs to design how the different operations in the organization function. Ability to

construct and oversee systems from holistic point of view. Emphasizing freedom to express oneself • Creating an open work atmosphere where people are encouraged to express themselves Motivating people to do quality work • Needs to be able to motivate people but also to understand and emphasize the importance

of quality in the work Listening, participative management style • Management of people is done by listening to their opinions and participating in what

they are doing Creating and explaining new approaches • Needs to find new approaches to old problems and explain to people what these new

approaches are Reaching perfection by renewing things • Seeking better ways to do things in order to aim for perfection within the organization Bringing up new ideas to inspire people • Needs to continuously bring out new ideas to keep people inspired Goal-oriented and direct communication • Communication needs to be kept direct and to the point; no time or need for coloring

things Assuring and checking the quality of activities • Needs to check what has been done and whether or not it meets the requirements for

quality and other operational standards People-oriented management style • When management needs to go close to people and understand how they can best be

motivated to work Management that requires a fast, analytical approach • Situations vary quickly and require analysis of the situation and reaching the conclusion

quickly



The following is a list of the individual items on the Leadership Style Additional Page together with an interpretation guide. Planning and participating manager • The management of people requires both the ability to plan and participate Communicating and managing from a distance • Needing to keep distance from people and refrain from involvement with employees Constant positive encouragement of people • Success requires constantly encouraging people to perform Being a support person to experts • Providing assistance to the experts/specialists in the organization Participating and supportive member of the team • Being both a participating and supportive team member and leader Encouraging specialists to positiveness • Getting specialists to focus on people and atmosphere Achieving results through and with people • Results are important and are achieved by encouraging people to work and by working

with them Creating routines and systems • Needs to be able to create organizational routines and systems for others to follow Motivating by being knowledgeable and systematic • Assuming an expert/specialist role motivates the people Being a demanding, fast-moving creator of resources • Needs to be on top of things, organizing quickly and setting goals, making sure they are

achieved

Leadership Style



Charismatic leader of masses of people • Being the figure-head and role model for a large number of people Developing new systems independently • Works mostly alone planning and designing new organizational systems Demanding, people-oriented management style • Being results-oriented, yet remembering employees’ needs Modest and participating guide • Not emphasizing oneself but leads by advising and participating Coming up with and selling ideas • Bringing up constantly new ideas and selling them to the organization Developing others’ professional skills peacefully • Coaching of employees’ skill without time pressure Reassuring people in a positive manner • Providing support, reassurance, etc. and at the same time emphasizing the atmosphere Changing complex matters positive • Taking a complex issue and turning it into a positive Strongly influencing people to achieve results • Strong focus on the results, to the point of almost manipulating people Trying new operational procedure • Regularly coming up with new approaches and trying those without prejudice



The following is a list of the individual items on the Team Style Additional Page together with an interpretation guide. Being a fast and lively involver • Refers to the individual’s involvement with the other team members Participating and discussing while working • Needs to be able to concentrate on work but also participate and communicate Demanding goal-setting • Setting goals bravely and courageously and wanting everyone to attain them Organizing and implementing the team’s duties • Organizing the daily activities of the team and checking that everything is done according

to the plan Independent; logical planning • Working independently, mostly with activities requiring logical planning Constructive guidance and advice-giving • Giving advice and guiding others in a way that keeps people positive Motivating and polishing the rough edges off of the others • Solving quarrels and disagreements, encourager of others Firmly picking up the pace • Increasing the speed of the team with a goal-oriented attitude Introducing a new perspective • Being able to constantly come up with new perspectives to old things Accurate and demanding emphasis on quality • Being logical, detailed and unyielding in quality responsibilities Stable in accepting work and responsibility • Working deliberately at a stable speed

Team Style



Reducing conflict while acting and guiding • Taking an active and coaching role in conflict resolution Bringing teammates toward the goal • Making people work together towards the joint goal Reliable and participating; caring • A reliable person that both participates and takes care of everyone’s needs Positive change agent; able to eliminate boredom • Constantly bringing up new ideas and motivating people to get excited about new things Initiative and forceful action • Starting new projects independently and requiring full effort from oneself and others Developing one’s area independently • Working independently developing all aspects of the area of responsibility Specialist concentrating on work • Concentrating fully on one’s own job which requires specialization Specialist who can show the bright side of things • A specialist who communicates with others in a positive way Pleasant in doing routine work and helping others • A person that is easy to approach and is willing to help others while completing his/her

own tasks at the same time



The following is a list of the individual items on the Administrative Style Additional Page together with an interpretation guide. Repetitive duties that require contacts • Repetitive tasks that involve interactions with other people Providing guidance in complicated matters • Needing to explain complicated matters to other people Participating in projects requiring accuracy • Project type of assignments that require paying attention to details Criticizing existing systems • Constant finding of faults in the existing system Regular need for contacts • Taking care of human contacts continuously Duties involving accuracy and repetition • Repetitive duties with much requirement for accuracy Developing new procedures • Inventing and planning new ways of doing things Consistency • Working consistently towards developing new things Solving persistent, difficult problems • Having persistence in spending time to solve difficult problems Repetitive, detailed tasks • Spending time on duties that repeat themselves and require attention to detail Developing routines for oneself and others • Designing new step-by-step procedures to be repeated by self and others

Administrative Style



Need to exceed established quality standards • Aim for perfection by doing things more thoroughly than previously Work familiarity and guidance • Advising other people to learn their jobs and helping when they need help Creating administrative entities • Taking “a look from the top” at the entity and recreating it Imparting one’s own special knowledge to others • Delivering detailed professional knowledge to others Diverse contacts focused on the matter • People change but the subject remains the same Repetitive duties that require concentration and accuracy • Most duties require ability to concentrate and pay attention to detail Selling administrative solutions to others • Needing to make others accept and want to do things in a certain way Varying project planning duties • Tasks change and have a clear beginning and end Organizing and completing daily activities • Designing how to do the daily tasks and then completing them



The following is a list of the individual items on the Entrepreneurial Style Additional Page together with an interpretation guide. Managing logistics • Understanding, organizing and operating the logistical operations within the business Making risky decisions quickly • Making decisions quickly under high uncertainty Taking care of customer needs • Respecting the customers’ opinions and trying to fulfill their needs fully Coming up with product ideas • Constantly searching for new ideas of products/services that could be created and brought

to the market Taking care of the company atmosphere • Making every effort to enhance the well-being and motivation of people within the

company Developing product quality • Paying attention to details to develop the quality of the product, even in small steps Creating an image for external groups • PR - Spending time discussing and motivating the company’s external people to take a

positive attitude towards the company Goal-oriented influencing of people • Very strong and direct motivation to make people achieve the desired goals Maintaining production processes • Running the production operation in a logical way that enables it to run smoothly Screening new customers • Searching for ideas about where and how new customers could be found

Entrepreneurial Style



Daring to enter totally new areas • Being a pioneer and entering into business areas first taking the risks involved Talking up one’s company in an exciting way • Promoting one’s business in a way that makes people get excited about it Creating routines • Organizing activities within the company and describing them so that they can be

repeated Persistence; talking about one’s business • Having the persistence to make other people listen to and learn more about one’s business Striking a balance between people and facts • Not overly emphasizing people (needs, emotions) nor facts (hard values) Creating resources with the help of others • Making other people help in getting the required resources to run the business Maintaining customer trust • Taking every effort to keep promises and serve customers to keep their trust Coming up with new solutions to problems • Trying constantly to look for new ways of solving old problems; not accepting the way

things have been taken care of previously Changing the situation and talking about it • A need to create new ideas and being able to explain and sell them Promoting oneself constantly • Keeping oneself in the public eye all the time



The following is a list of the individual items on the Project Style Additional Page together with an interpretation guide. Comprehending the whole project to the last detail • Being involved in activities that require mastering all the details in the project Selling of the project idea • Selling the project to people whose support in one way or another is needed to back up

the project Setting up a detailed project plan • Drawing a detailed step-by-step plan on how the project should progress Motivating the project members to get started • Playing a major role in getting the members of a new project to work together and enjoy

each others’ company Planning of the daily project tasks • Taking the activities planned for the day and allocating them to oneself and others Helping of the other project members • Being available and willing to help other project members in their own duties Discussing and listening during the project • Being a person to whom others can come with their problems and questions and also

participating in communication Taking part in carrying out the project routines • Concentrating on one’s own area of responsibility in completing the daily tasks of the

project Demonstrating the project details to outsiders • Having the ability to talk in detail to unfamiliar people and keep the presentation lively Daily motivating of others • Playing a role of an inspirer among the project members

Project Style



Setting up the follow up reporting • Collecting information and recording it in a pre-designed way Working steadily and closely with people • Working at a stable speed in a job that requires regular contact with other people Assuming of a distant, expert role • Concentrating fully on one’s area of expertise with communication limited to professional

delivering of information Steady and exact following of project instructions • Concentrating fully on following the pre-set instructions and procedures on a daily basis Courageous expression of own opinions and ideas • Constantly bringing up one’s own view of things and making sure everyone hears it Emphasizing positiveness in the project • Taking every effort to make sure every person in the project feels positive about working

on it Selling the project to outsiders • Contacting outsiders to the project with the aim of selling them the project idea Decision-making in crisis situations • Making up one’s mind quickly with limited amount of information available; acting

strongly and decisively Building of new structures and systems • Designing new operational structures and systems for the project Seeking of new details • Having the persistence to analyze and collect all available information



The following is a list of the individual items on the Trainer Style Additional Page together with an interpretation guide. Long-term carrying out of the same course • The course content remains the same and it is repeated for long periods of time Training of experts who are already familiar about the subject • The audience consists of experts in the subject who need more information than

motivation Forming a long-term relationship with the trainees • It is important to reach a personal and long-term relationship with the trainees Inspiring the trainees about the subject • Most of the trainees are not automatically excited about the topic but need encouragement

and motivation Thoroughly explaining the existing processes • The topic is very clear and systematic; it is enough to describe it thoroughly Distributing facts about the topic in training session • The communication within the training event concentrates mostly on distributing facts

about the topic Providing feedback during the training • The trainer gives feedback to the trainees publicly, keeping the atmosphere positive Selling individual training events • Each training event is different and needs to be sold Performing to a large group of different kinds of people • Much of the training is done for large groups of people with different amounts of

knowledge and levels of motivation

Trainer Style



Following an exact schedule • Keeping the training in the exact, pre-planned schedule is important Providing hard facts in an authoritative manner • The topic needs not to be colored but to be told directly, even as orders Training experts to be more open and expressive • The audience includes product/service experts who need to be trained to be more open

and expressive Strongly encouraging trainees to take action • Influencing peoples’ motivation is crucial in causing the desired action after the training Providing feedback privately • The trainer gives one-to-one feedback to the trainee that can be very personal in nature Thorough, yet encouraging training • The trainer makes sure every aspect is covered thoroughly and at the same time pays

attention to keeping people in a good mood. Training to encourage independent thinking • The training aims to raise the trainees’ self- initiative and independent thinking Training session requires a lot of detailed preparation • Preparing for the training requires taking into account and remembering many very

detailed issues Inspirational and carefree approach • Trainer pays more attention to the people and the general atmosphere than making sure

everyone understands all the details properly Providing individual attention to each trainee • The trainer regards each trainee as an individual who needs special attention and

approach Continuous developing of new group exercises • Trainer needs to develop new approaches and techniques to “show the point”.



The following is a list of the individual items on the Information Technology Style Additional Page together with an interpretation guide. Long-term concentration on one repetitive task • The job includes similar aspects that are repeated for long periods of time Solving problems by following directions • The procedure for problem solving is pre-designed and needs to be followed analytically Detailed preparation of directions for others • Other people are instructed to complete procedures where they need all possible

information to support them Quick reaction time to unexpected and new situations • Things change very unexpectedly and the person needs to respond to the changes quickly

without much time for consideration Performing one's own task reliably • The person concentrates on completing a task as thoroughly and according to instructions

as possible Thorough analysis be fore taking action • There is no rush to start but a need to be exactly sure how and when to begin Detailed checking in order to secure quality • All aspects of work need to be checked and all gaps against the requirements are to be

identified Working under tough time pressure • The individual needs to work at maximum speed; acceptance cannot be sought for

everything, nor can everything be checked Selling one's own ideas to others • Needs to constantly create ideas that also need to be sold to others

IT Style



Actively seeking completely new solutions • Constantly criticizes the existing methods by looking for new ways of approaching the

old tasks or problems Acting in a special role as a part of a project • Concentrates fully on his/her own, rather special, role with no need to interfere with

others or carry responsibility for them Taking action without existing solution models • For much of the work there is no previous history to support how it should be done, and

the performer needs to create the solutions alone Enthusiastic advising of outsiders • There are outsiders that need advice but also motivation/selling Designing extensive software solutions • Needs to pay attention to the “big picture”, finding out what is the best solution to

organize the basic structures Detailed analysis of programming problems • There is a large amount of different types of programming challenges that need to be

analyzed in detail, and solutions need to be found Critical attitude towards received directions • The existing instructions need to be challenged analytically and the loopholes in them

need to be found Taking initiative to ask for information • Other people possess much of the information the person needs in his/her job and the way

to get the information is to independently go and ask for it Finding new creative solutions • There is much need to solve old problems (either large or detailed) with new solutions Acting in a completely regulated task • Almost everything in the job is pre-considered and the performer needs to follow the set

instructions in detail Participating in several projects at the same time • The person needs to divide his/her time between several different types of activities and

be able to quickly switch from one to another



High scores – natural tendencies • What items get the highest scores? • How well do the highest scores match with the requirements of the present work

environment? • Is there a possibility to better utilize the natural strengths? Low scores – non-natural tendencies • What items get the lowest scores? • Is there a conflict between the existing job requirements and the non-natural strengths? • If needed to conduct the non-natural duties, what training or support is available? Career development • Which career options would best fit with the natural strengths? • What skills development is needed for the non-natural areas to support career

development? The Additional Pages give useful information that points directly to certain functions. It is recommended that those Additional Pages that relate to the present or potential future role of the person are printed. A few of the applications of the results include: • To identify the potential support needs • To help in managing the person • To help in personal development • To help in career development

Checklist

When to Use?



5 Extended DISC® Tool Manual – Advanced Mode 5.1 Page: Present Situation The Present Situation Page is divided into three parts: “Communicating Strong Emotions”, “The Influence of the Present Environment on the Person’s Motivation” and “Consistency of the results”. 5.1.1 Communicating Strong Emotions

Feeling of Stress Major = The person is expressing feelings of stress (instability or need to adjust) in the Profiles. Minor = The person is not expressing any special feeling of stress (instability or need to adjust) in the Profiles Stress Source This information should only be used if the Feeling of Stress indicates average or major feeling of stress. Internal = Refers to stress source that is affecting the person’s inner self - it is not any more directly related to any certain environment. External = Refers to stress source that is clearly connected to an external environmental factor. Unclarity about own role Major = The person is not able to fully concentrate or position oneself in the present environment.

What Is It?



Minor = The person is not expressing any distraction between his/her inner self and the requirements of the environment. Feeling of insecurity Major = The person is expressing a clear feeling of insecurity relating to the existence in the present and future environment. Minor = The person is not expressing any distraction between his/her present and future. 5.1.2 The Influence of the Present Environment on the Person’s Motivation

The neutral point of the scale is in the middle of the graph. It indicates the person is not expressing any dissatisfaction between how much he/she would like the environment to offer that particular dimension and how much environment actually offers that dimension. More than desired = This means the person is expressing a feeling that the environment requires him/her to provide more emphasis to that particular aspect than he/she would naturally be willing to provide. Less than desired = This means the person is expressing a feeling that the environment requires him/her to provide less emphasis to that particular need than he/she would naturally be willing to provide. 5.1.3 Consistency of the results



The interpretation of the scale:

• 4-5 = The results are very reliable on this aspect • 2-3 = The results are relatively reliable but some caution should be exercised • 0-1 = The results are not reliable on this aspect

If the score is 0 or 1, you should not trust the results of the analysis alone, but should analyze the results carefully and, if possible, ask the person to redo the analysis. PSim Profile Similarity = How similar Profiles I and II are in shape PSiz Profile Size = How large is Profile II in size PPos Profile Position = How well is Profile II balanced on both sides of the middle line.



6 Extended DISC® Tool Manual – Applications 6.1 General instructions Extended DISC® Personal Analysis has nearly an unlimited amount of potential applications. Extended DISC® Personal Analysis lends itself to several types of training, consulting and coaching applications. A few of the ways our clients use the system include: • Management and leadership development • Change management • Organizational development • Communication skills development • Negotiation training • Sales training • Customer service training • Team building and development • Stress management • Improving interpersonal interactions • Understanding individual differences IMPORTANT NOTE: Extended DISC International doesn’t recommend that decisions concerning the individual are based solely on the information from the Personal Analysis. There are always aspects other than Personal Analysis that need to be taken into account before taking any action concerning the person. Extended DISC® Personal Analysis should not be used for firing people or attempting to classify people in any way. Extended DISC International wants to take the opportunity to remind the user of the Extended DISC® System to check the local legislation on individual privacy and apply the tool in accordance with that legislation.

What Is It?



6.2 Application 1: Interpersonal Skills Training Extended DISC® Personal Analysis can be used in several personal skills development applications (customer service, sales, management, leadership, time management etc.). The sessions can be held one-to-one or, like in this example, within a group. Typically the session takes 1-2 days. The sample agenda for the interpersonal skills training might be as follows: • Intro to 4 Quadrant Model and the four behavioral traits D, I, S and C (see more on the

4Q Model and the traits in the Extended DISC® System Manual). • Discussion on the different areas of the 4Q Model from the perspective of communication

– the strengths and weaknesses of each style • Introducing own profile

• Facilitator represents the results, or • Asks the people to position themselves where they believe they are

• Identification of own style in every day communication • Presentation of methods for improving communication for each style • Identifying own development needs • Making a personal development plan with follow-up The outcome of this procedure is often found to be: • Increased understanding of one’s own behavior • Increased sensitivity in communication • More effective relationships • Fewer conflicts with people

Application

Agenda

Outcome



6.3 Application 2: Personal Coaching Extended DISC® Personal Analysis is an ideal tool for a personal coach to learn to know the person and understand his/her reactions and mode of communication. It is also valuable for the person him/herself in many different ways. During the coaching process the individual profile can be useful whenever behavior (one’s own or others’) is to be understood and when decisions about future action are to be taken. It is important that the coach is well trained in the Extended DISC® System. He should be certified to use the Extended DISC® Profiles to get the best results out of the tool. Topics that could be included in the coaching process are: • Learning to understand oneself • Identifying one’s potential • Finding the easiest way to reach one’s goals • Support in problem solving • Analyzing and learning from one’s own behavior • Support in decision-making The outcome of this procedure is often found to be: • More effective behavior • Happier individual • Fewer mistakes • Better human relations

Agenda

Application

Outcome



6.4 Application 3: Recruitment The following is an example of how Extended DISC® Personal Analysis can help with recruitment. The sample agenda for the session might be like:

• When agreeing on the interview ask the person to complete Personal Analysis online • Get the report produced before the person arrives but do not look at it • Interview the person normally • In the middle of the interview take the report • Optional: explain the 4Q model to the candidate and go through the Flexibility Zones

together • Compare the job requirements as you know them to the Graphical Part, Motivators

Page, Text Page and Additional Pages and allow the candidate to respond • If the Profiles show anything interesting, include that in the interview • Do not use the analysis like “this is the truth” but “what do you think about this?”

The outcome of this procedure is often found to be: • You learn to know the candidate quicker • You get your own perception of the person that you can compare with the analysis result • It will allow you to compare the person with the requirements of the job • It is often easier for an individual to talk when the report gives the “first words”

Agenda

Application

Outcome



6.5 Application 4: Management Team Consulting The following is an example of a how the Diamond can be used in management team development. The sample agenda for the session might be:

• Define and list the first and second priority tasks the team and/or individual team members are supposed to prioritize

• Describe the 4Q Model and the Diamond • Workshop: Place the priority tasks on the Diamond • Presentation of the team’s Name Map • Workshop: Gap analysis + Conclusions and the development plan

The outcome of this procedure is often found to be: • Realization of how our natural behavior enhances the team goals • Understanding where the threats to development are • Understanding what support and/or additional skills the team needs to achieve its goals • A detailed plan pointing out where to pay attention

Agenda

Application

Outcome



7 Extended DISC® Tool Manual – Cases 7.1 General comments In the following some case studies are described where Extended DISC® Personal Analysis has been used to improve organizational performance. The cases have been modified slightly from the original to secure the privacy of the people and organizations involved. We do not recommend you try to apply the cases exactly as they’ve been described here. Each situation has its own special circumstances that make it unique.

What Is It?



7.2 Case 1: Multinational Company in Metal Industry with 4,000 Employees The following is a story of a company that changed its style of behavior by paying attention to the individuals. The company decided to design a training program to develop the team skills of its 4,000 employees in response to greater emphasis and need for teamwork. However, shortly before the new program was to be launched, it became clear to the top management that the program was superficial and lacked the necessary substance to produce desired improvements in teamwork. An Extended DISC® consultant was brought in to design a more comprehensive program. He discovered that in order to achieve the set objectives, it was first necessary to ensure that the employees had a clear understanding of their natural style in a team environment. The Extended DISC® Personal Analysis was selected as the tool for this process. Additionally, “The Extended DISC® Interaction Skills Coaching” was utilized to develop a common language and framework to help the employees to understand others’ behavior and how to adapt their own behavioral style to produce the best results. Initially approximately two hundred employees had received their Extended DISC® reports and coaching. Then the executive management team had a chance to receive their reports and to attend the coaching session. The CEO of the company quickly understood how the company behaved collectively and what type of opportunities and challenges it presented. As a result he stated: ”From this day forward we will better accept our diversity. Every employee has the right to attend this interaction training and to receive the Extended DISC® Personal Analysis report so he/she can effectively develop his/her professional and team skills.” As a result, customers and stakeholders have begun to inquire about the positive changes in the company; it is now so much easier to do business with them.

Case

Description



7.3 Case 2: Individual development The following is a story of an individual who decided that if he wants to improve his relationships with other people he needs to take the first step. He was working in a large multinational company that produces and markets high-tech products. The Starting Point Jim was a sales manager with a sales budget of approximately $20 million. Relations between Jim and his colleagues were poor. In addition, some customers had provided negative feedback regarding his modus operandi. As a result, the CEO of the firm decided to transfer him, appointing him as sales manager of another product line. However, the start at the new post indicated no improvement. Jim attended Extended DISC® Interaction training with his new colleagues. During the training he received his Extended DISC® Personal Analysis that revealed that Jim was 100% “D” style. Due to the deterioration of his situation at the company Jim often emphasized the negative aspects of the D-style.

Case

Description



The realization During the Extended DISC® training Jim became interested in developing his behavioral style to such an extent that he invited the trainer to meet with him. The conversation was intensive and productive. During the 2.5-hour meeting Jim understood very clearly that his strong and decisive behavioral style irritated and even threatened other people. After two months, Jim attended the second phase of the training where he received his colleagues’ reviews of his behavioral styles (Extended DISC® Team Assessment 360). The reviews correlated with the results of Jim’s Personal Analysis. Additionally, the reviews clearly indicated that Jim should develop his behavioral style to become softer and more social. Jim understood the effect his behavior had on achieving desired results and said to the trainer that this had influenced his life more than anything else in recent times. He now understood how he must adapt his behavior to the requirements of other people and different situations in order to achieve better results in his life. In the closing conversation of the training Jim indicated that he had set goals to develop his behavior to become more considerate and social. The End Result The Human Resource Director stated that everyone had seen a significant positive change in Jim. His relationships with other employees and customers had developed so much that his results had improved measurably. She believes that Jim will continue to develop and become more productive without losing the natural strengths that the D Style provides him.



7.4 Case 3: Training and Recruiting in a Food Manufacturing Company The following is a story of a food manufacturing company that included Extended DISC® in their training programs and used the Personal Analysis results of its existing personnel to help in future recruitments. Food Manufacturer – Parent Company A leading food manufacturer had used Extended DISC® for two years in their external and internal recruiting. Based on the recommendation of an Extended DISC® consultant, the company included a two day coaching program, “The Extended DISC® Interpersonal Sensitivity Skills”, to its existing sales training. The Extended DISC® System was used to train the salespeople to understand their natural behavioral styles in relation to other salespeople and sales managers. Additionally, the salespeople learned to understand the behavior of their colleagues, managers, and existing and potential customers. Immediately after the training there was a significant improvement in the sales team’s morale and interpersonal interactions. Also, the sales teams that received the Extended DISC® training achieved sales that were 10 percent higher than teams that did not use Extended DISC® System. As a result, the company now has made the Extended DISC® System part of their sales training program.

Case

Description



Food Manufacturer – Foreign Subsidiary The same company opened an office in St. Petersburg, Russia. The new staff of sales, administrative and warehouse staff was all recruited locally. After one year of operations, the office was experiencing serious difficulties in establishing “a pattern for an ideal person” suitable for their organization and was experiencing high turnover and unsuccessful recruiting. Based on the success of the Extended DISC® System at the parent company, a decision was made to utilize the system to establish profiles for behavioral styles suited for the local requirements. After six months of analyzing the existing and new personnel, the subsidiary was able to create “a most likely success profile” for its employees and began to use it in analyzing new recruits for another six months. The new recruiting system allowed the subsidiary to increase its sales much faster than it had done in the previous 18 months. Also, the turnover reduced to the same level as in the parent company. The parent company’s directors considered the results achieved as “Excellent”.

Documents

The Extended DISC System Tool Manual - Amazon S3 · 2015-07-12 · and consultancy projects. ... The Profiles are used to describe the Job Profile. The DISC Profiles were the cornerstone