of 74
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DiSC Management Strategies
A Systematic Approach toManaging People, Process,
and Performance
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Introductions
Your name
Your title
A typical work day
What you want to learn
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Meeting TodaysWorkplace Challenges
Organizational change
Productivity
Quality
Effective teamwork Managing differences and
conflict
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Assumption A
Differences cause conflict
Different = Wrong
I Win/You Lose
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Assumption B
Different Wrong
Different = Different
I Win/You Win
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Foundation of Understanding
I understand, accept, andrespect who I am.
I understand, accept, andrespect who you are, even
though you may be verydifferent from me.
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Foundation of Understanding
You understand, accept, andrespect who I am, eventhough I may be verydifferent from you.
You understand, accept, andrespect yourself.
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Foundation of Understanding
Now we can work together
effectively in a climate ofmutual understanding,acceptance, and respect.
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Four Types of ConflictIntrapersonalConflict
InterpersonalConflict
Personal-Functional
Conflict
Personal-Organizational Conflict
Me vs. Me
Me vs. You
Me vs. Job
Me vs. Culture
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Module 1: Managing Self
Discover your behavioral style.
Identify the attributes of thebehavioral styles.
Develop an action plan for self-
management.
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Module 1: Managing Self
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Module 1: Managing Self
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Simple Approach to
Human Behavior
Goals
Fears
To Be More Effective
Overuses
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DiSC ModelEnvironmentSees environment as
supportive/favorable
Sees environment as
supportive/favorable
i
SSees environment as
antagonistic/unfavorable
Sees environment as
antagonistic/unfavorable
D
C
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DiSC ModelPersonal Power
Perceives self as less powerfulthan environment
S C
Perceives self as more powerfulthan environment
Di
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DiSC ModelPersonal Power
more powerful
Di
less powerfulS CSees environment as
antagonistic/unfavorable
Sees environment as
antagonistic/unfavorable
Sees environment as
supportive/favorable
Sees environment as
supportive/favorable
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Behavioral Continuum
for Strengths
Precise
Optimistic
Cooperative
Most Least
S i C D
Ego-Strength D i C S
Di CS
D iC S
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Behavioral Continuum
for Fears
Criticism
Loss of Control
Loss of Approval
Loss of Stability
Most Least
DiC S
D iC S
D iCS
Di CS
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Behavioral Continuum
for People-ReadingOutgoing Reserved
Accepting Assessing
Supporting Directing
Open Closed
Self-Maintaining
Self-Modifying
Direct IndirectD
i
C
S
D
i
C
S Di
C
S
D
i
C
S
D
i
C
S
D i
C
S
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Characteristics of
Behavioral Style
Trusting of Others
Use of Logic
Consistency of Performance
Self-Discipline in WorkingAlone
Natural Listening Ability
Most Least
Di CS
Di CS
D iCS
D iC S
D iC S
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Characteristics of
Behavioral Style
Verbalizes Spontaneously
Displays Emotion
Produces Concrete Results
Comfort with InterpersonalAggression
Displays Interpersonal Warmth
Most Least
Di CS
Di CS
D iCS
D iC S
Di CS
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Dimensional Intensity Index
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Graph lll
3 2 6 7
Perfectionist
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Managing Your Performance
Motivating factors
Preferred environment
Tends to avoid
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Managing Your Performance
Demotivating factors
Behavior in conflict situations
Strategies for increased
effectiveness
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Module 2: Managing Others
Use DiSC
to identify thebehavioral styles of others.
Develop strategies forworking more effectively with
people who have differentbehavioral styles.
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OH-27
Module 2: Managing Others
Create an action plan for
managing or workingeffectively with anotherperson.
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Key Points
They do whatothers need them todo (tasks or activities).
They do it howothers need themto do it (meeting style needs).
When managing or working withothers, people are perceived as
effective when:
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People-Reading Guide
Is this persons behavior more
Outgoing/Direct Reserved/Indirect
More competitiveand directing
More talkativeand interactive
More acceptingand doing
More assessingand thinking
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Basic Principles of Motivation
You cannot motivate anotherperson.
All people are motivated.
People are motivated to do
what theywant to do, notwhat you want them to do.
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Basic Principles of Motivation
Help people create anenvironment where they areself-motivated.
Hold people accountable and
responsible for their ownperformance.
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Steps to Managing Others
More Effectively
Identify behavioral styles of the
people involved. Determine which management
activities are most appropriate.
Select strategies that meet thebehavioral needs of eachindividual.
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Module 3: Managing the Job
Use the Role Behavior Analysis
toidentify specific behaviorsrequired by your job.
Develop an action plan to match
your style to the behaviorsrequired by the job.
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Module 3: Managing the Job
Identify and develop strategiesfor shifting behavior from onerole to another.
Use the DiSC
System to identify
role behaviors that requireadditional coaching.
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Module 3: Managing the Job
Use the Role
BehaviorAnalysis
tocreate a careerdevelopmentaction plan.
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Role Behavior Analysis
Applications
Identify areas of functional or
personal conflict.
Identify areas forperformance improvement.
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Role Behavior Analysis
Applications
Evaluate future roles and
opportunities. Assess style/job compatibility
of those you supervise.
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Role Behavior Analysis
Response Form
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Role Behavior Analysis
Graphs
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Role Behavior Analysis
Tally Box
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Role Behavior Analysis
Comparison Grid
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Matching Style and
Role Expectation
Good Fit:Individuals naturallyoccurring behaviors are very
similarto those required bythe job, role, or function.
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Matching Style and
Role Expectation
Stretch:Role requires more of abehavior than tends to occur
naturally.
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Matching Style and
Role Expectation
Redirect:Role requires less of abehavior than tends to occur
naturally.
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This graph compares intensity levels for the roleof Operations Manager to those of Pauls
personal profile.
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Comparison: Paul and Role of
Operations Manager
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This graph compares intensity levels for therole of Team Member to those of Pauls
personal profile.
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Comparison: Paul and the
Role of Team Member
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Role Behavior Analysis
in
Career Development
Match natural behavioralstyles to new role.
Identify areas of good fit,
stretch, and redirect.
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Role Behavior Analysis
in
Career Development
Identify training, coaching, ordevelopment needs.
Develop plan for managing
stress associated withlearning new behaviors.
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Managing Performance
Builds on and applies the skillsdeveloped in:
Module 1: Managing Self
Module 2: Managing Others
Module 3: Managing the Job
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Performance Management isbased on:
Behavioral Style
Willingness
Ability
Performance Management
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Willingness vs. Ability
Willingness:
Level of motivation theindividual brings to the taskor situation. The I will or I
wont of performance.
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Willingness vs. Ability
Ability:
Skill or competence theindividual brings to the taskor situation. The I can or I
cant of performance.
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Selecting Management
Strategies
+Low
Ability =DirectiveApproachWilling
+
Level
ofAbility =
Management
Approach
Level
ofWillingness
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Selecting Management
Strategies
+Moderate
Ability =Combination
ApproachWilling
+
Level
ofAbility =
Management
Approach
Level
ofWillingness
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Selecting Management
Strategies
+HighAbility =
SupportiveApproach
VariableWillingness
+
Level
ofAbility =
Management
Approach
Level
ofWillingness
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Selecting Management
Strategies
+High
Ability =Empowerment
ApproachWilling
+
Level
ofAbility =
Management
Approach
Level
ofWillingness
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OH-59
Directive Management
Approach
Provide a specific description
of the behavior required. Identify the quality standards
surrounding the task.
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Directive Management
Approach
Observe closely as the task is
performed.
Provide information on how
the task should be done.
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Directive Management
Approach
Set goals and standards.
Define procedure for
completing activities.
Provide immediate feedback.
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Directive Management
Approach
Evaluate progress.
Report results.
Monitor the process.
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Supportive Management
Approach
Encourage individuals to
identify their motivationalneeds.
Model problem-solvingbehavior.
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Supportive Management
Approach
Provide support, ideas, andresources only when asked.
Encourage individuals to
develop an action plan.
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Supportive Management
Approach
Negotiate next steps and
standards.
Facilitate problem-solving
and decision-makingprocess.
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Supportive Management
Approach
Work with individual to
identify criteria and timeframeused to evaluate performanceand results.
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Combination Management
Approach
Observe performance at
frequent intervals. Provide specific instructions
when necessary.
Define performanceexpectations.
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Combination Management
Approach
Explain decisions and requestideas.
Make the final decision.
Evaluate performance results.
Develop the plan, then
consult with the individual.
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Empowerment Outcome 1
Empowerment
+Skill Deficiency
=
Disaster
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Empowerment Outcome 2
Empowerment
+Skill Proficiency
=
Success
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Empowerment Management
Approach
Allow individuals to develop
plan and procedures and tocontrol the process forcompleting work activities.
Observe performanceperiodically.
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Thank you for participating in
DiSC
Management Strategies