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Seminar Goals
Understand your behavioral tendencies and develop an understanding of how your behavior affects others
Respect, appreciate, understand, and value individual differences
Enhance strategies for working together to increase teamwork, satisfaction and productivity
Enhance your effectiveness in accomplishing tasks by improving your relationships with others
OH-1
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Successful People
Understand themselves and how their behavior affects others
Understand their reactions to other people
Know how to maximize on what they do well
Have a positive attitude about themselves
Know how to adapt their behavior
OH-4
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Self in Environment
Core Personality
GeneticTraits
Responses(Surface Traits)
OH-6
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Behavior Is…
Observable Situationally-based Flexible Dynamic Based on thoughts and beliefs
OH-7
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Motivating Principles
You cannot motivate other people. All people are motivated. People do things for their reasons, not
your reasons. A person’s strength, when overused, may
become a limitation.
OH-B
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Favorable Unfavorable
Marston’s Model
OH-24
EnvironmentPerceives environment as
Perceives self as
Self
More powerful than the environment
Less powerful than the environment
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Marston’s Model: Environment
D
S
i
C
OH-25
Perceives an
UnfavorablUnfavorablee
Environment
Perceives a Favorable Favorable
Environment
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Marston’s Model: SelfPerceives Self as More Powerful than the EnvironmentMore Powerful than the Environment
Perceives Self as Less Powerful than the EnvironmentLess Powerful than the Environment
OH-26
D
S
i
C
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Marston’s Model: Integrated
UnfavorableD
FavorableS
Favorablei
UnfavorableC
OH-27A
Perceives Self as More PowerfulMore Powerful
Perceives Self as Less PowerfulLess Powerful
Perceives an UnfavorablUnfavorablee Environment
Perceives a Favorable Favorable Environment
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Marston’s Model: Integrated
D
More Powerful/ActU
nfa
vora
bl
e
Less Powerful/Accommodate
Favo
rable
C S
i
OH-27B
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Dimension Environment Self
Dominance Unfavorable More powerful
Influence Favorable More powerful
Steadiness Favorable Less powerful
Conscientiousness Unfavorable Less powerful
Marston’s Model: Integrated
Integrated Perception of Environment and Self
OH-28
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Response Sample
OH-9B
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Tally Box
OH-10
23
11
120
1411111
-12-8
+10
+11
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Graph I
OH-11
23
11
12
0
14
11
1
1
1
-12
-8
+10
+11
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Graph II
OH-12
23
11
12
0
14
11
1
1
1
-12
-8
+10
+11
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Graph III
OH-13
23
11
12
0
14
11
1
1
1
-12
-8
+10
+11
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Tendencies
OH-15
More Tendencies
Fewer Tendencies
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Tendencies:
Emphasis
Dominance
OH-16
Shapes the environment by overcoming opposition to accomplish results.
Getting immediate results
Causing action Accepting challenges Making quick
decisions
Questioning the status quo
Taking authority Managing trouble Solving problems
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Dominance
Power and authority Prestige and
challenge Direct answers A wide scope of
operations Opportunities for
individual accomplishment
Opportunities for advancement
Freedom from controls and supervision
Many new and varied activities
OH-17
Preferred Environment
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Tendencies:
Emphasis
Influence
OH-18
Shapes the environment by influencing or persuading others.
Contacting people Making a good
impression Being articulate
Creating a motivational environment
Entertaining people Being optimistic Participating in a
group
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Influence
Popularity, social recognition Public recognition of ability Freedom of expression Group activities outside of job Freedom from control and detail Coaching and counseling Favorable working conditions
OH-19
Preferred Environment
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Tendencies:
Emphasis
Steadiness
OH-20
Cooperates with others within existing circumstances to carry out tasks.
Demonstrating patience
Developing specialized skills
Helping others Performing in a
consistent manner
Showing loyalty Being a good listener Creating a stable work
environment
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Steadiness
Maintenance of status quo Predictable routines Credit for work accomplished Minimal work infringement on home life Sincere appreciation Identification with a group Minimal conflict
OH-21
Preferred Environment
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Tendencies:
Emphasis
Conscientiousness
OH-22
Works conscientiously within existing circumstances to ensure quality.
Concentrating on key details
Being diplomatic Checking for accuracy Adhering to key
directives and standards
Thinking analytically Using indirect
approaches to conflict Using a systematic
approach to situations
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Conscientiousness
Control of those factors that affect their performance
Cleary defined performance expectations Values on quality and accuracy A reserved, business-like atmosphere Recognition for specific skills and
accomplishments
OH-23
Preferred Environment
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High D
Sees an unfavorable environment that they want to overcome
Tries to change, fix, or control things
OH-29
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High i
Sees a favorable environment in which they can influence others
Tries to persuade, promote, or influence others
OH-30
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High S
Sees a favorable environment that they want to maintain
Tries to be cooperative, supportive, and agreeable while keeping things stable
OH-31
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High C
Sees an unfavorable environment that they do not want to try to change
Tries to work within established rules, guidelines, and procedures to ensure accuracy and quality
OH-32
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Graph III
OH-34
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Intensity Index
Considers each dimension separately Provide you with words to describe
your behaviors Explains how others may perceive you Helps you adapt your behavior
Awareness brings effectiveness
OH-35
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The Green Tail
If someone says you have a green tail, the person is crazy.
If two people say you have a green tail, it is a conspiracy.
If seven people say you have a green tail, you turn around and look.
OH-36
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Compatibility
Work and Social Compatibility
DiSC StylesExcellent Good Fair Poor
1 2 3 4 5 6 7 8
D-D S W
D-i S W
D-S W S
D-C W S
i-i S W
i-S W S
i-C W S
S-S S W
S-C S W
C-C S W
OH-A
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Reactions to Others
JudgingJudging
UnderstandingUnderstanding
RespectingRespecting
AppreciatingAppreciating
ValuingValuing
OH-45