Time to interpret

Results from the leadership/management diagnostic indicate that my primary profile is type S. My secondary type is an even draw between types D & C; however, because the position of the #6 under the D column (which is like a micrometer higher than the # -2 position under the C column) my secondary management type is technically D.

Because tendencies of the “S-type” person include: demonstrating patience, desiring to help others, being a good listener, calming excited people, and creating a stable, harmonious work environment, I feel that the DISC profile system has accurately gauged my management orientation. Nevertheless, I am in disagreement with my secondary (or “minor”) profile type—D. Most of the tendencies, desired environmental conditions, and other characteristics of the D profile run contradictory to those found in the S profile system. Because my tendencies also include: attention to key directives and standards, concentrating on key details, being diplomatic with people, and checking for accuracy, I feel that my secondary profile type should be far greater on the C scale than the results have indicated.

The S-way of management suits me well because it is quite telling of how I would approach a management position; managing in an S-type fashion would allow me to perform my job comfortably because the characteristics of the S-type are quite telling of who I really am. Though I am content to manage with an emphasis on cooperating with others, it is quite possible that I could transform my approach towards the C-type. That is, with an emphasis on working conscientiously within existing circumstances to ensure quality & accuracy. This would take some conditioning. I could not, however, manage by taking the D-type approach as I would grow weary of trying to maintain an air of power and authority…and I couldn’t see myself being so concerned with immediate results.

Certainly the DISC profile test provides a glimpse into how a person approaches life and, thus, how they would manage or lead. This can be a valuable tool for understanding your manager’s (or your own) perspective which can help to create a more harmonious work relationship. Of course, as with any profiling system, the information gathered from DISC should be taken with a “grain of salt”. After all, HOW a person is questioned may actually influence their answers and we all know how influential the “framing effects” of a question can be (see professor’s blog, Nov 5^th entry).

In my opinion, a test like this may or may not be helpful for me in personal interactions. If I were aware of the results of my boss’s DISC survey (or even someone that I was going on a blind date with) before I actually got to know them through experience, I can see how being aware of their tendencies and overall perspective could help me navigate through the course of a conversation. However, having a preconceived notion of who they are may bias my actions in an adverse way; the preconceived notion might set up expectations about how we will get along. Like any tool, I would use DISC when appropriate. Would anyone care to provide any example/s of when using the DISC profile system would be highly effective? How about instances when it would be unwise to rely on DISC results?