DISC Model

Using the DISC Personality System in Decision Making

The DiSC model of personality can help analyze your own preferred behavioral style, and those of your team members.

By understanding your own profile, you can manage your work so it suits your preferences. And you can help people understand their differences so they can work more effectively together, by sharing DiSC profiles within your team.

In his 1928 book “Emotions of Normal People,” William Moulton Marston developed what we know and use today as the DISC Personality System

He defined the four quadrants of DISC and the associated predictable traits that we act out in our everyday lives and defined the four quadrants of personality as Dominance, Influence, Steadiness, and Compliance

He saw our DISC personality styles as being both internal and innate, but impacted largely by our external environment.

This means DiSC profiling is a useful tool to help you improve team working, recruitment and retention, customer service, and resolve interpersonal issues.

When making important decisions, are you the sort of person who naturally jumps right in, the sort of person who first makes a detailed plan, or the sort of person who tries to minimize risk?

Whatever your preferred natural style, understanding your dilemma from a different perspective can help you to make better decisions by paying attention to your natural weaknesses.

  • Dominance: a person who is naturally driven and assertive. and assertive.

  • Influence: a person who likes to make use of social connections and verbal communication.

  • Steadiness: a person who is naturally thoughtful, patient, and persistent.

  • Caution: a person who naturally has great attention to detail.

Using DISC to approach a problem

DOMINANCE Perspective

To examine the decision to be made from the D-Perspective, ask questions from the D-Style, such as what would you do if you could not fail? What are the quickest ways past the obvious challenges that lie ahead? What action needs to be taken immediately?

INFLUENCE Perspective

When considering the problem from the I-Perspective, use questions such as who do I know that could help me with this? Is there a partnership to be made? Can Linkedin or another social media site help me with this?

STEADINESS Perspective

Questions to ask when facing a potential decision from the S-Perspective include, what information am I missing? Do I fully understand the possible options? Can I backtrack if this turns out to be a mistake? Is there anything I’ve overlooked?

CAUTION Perspective

When considering things from the C-Perspective, ask questions like how can risk be minimized? What is my Plan B if Plan A fails? Is there a simpler way of doing it? What possible things might go wrong?

Once you have analyzed the problem/decision from all four different perspectives you will be in a better position to take a course of action. Even if you still decide on your original instinctive course of action, you will have the advantage of at least considered perspectives that don’t come naturally to you.

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