The main condition for a reliable result of this test is your sincere answers.
Under no circumstances take this test in the presence of other people!
Answer sincerely, not from the perspective of who you wish you were. Answer as you usually do (if you have been in such a situation) or as you really want to do (if the situation is unfamiliar to you). After all, no one sees you, this is your big secret.
1. You came to visit where more than 10 people have already gathered. Your reaction:
- A) Great! I love noisy companies, I can have fun and make new friends.
- B) I like to be in companies, I often find myself in the center of attention. Either I’ll get a good start, or, at worst, I’ll meet some useful people.
- C) I hope that I will meet some acquaintances here, it will be pleasant for me to communicate with them. If everyone is strangers, then I will feel uncomfortable.
- D) I don’t really like noisy companies and go to parties only to make or maintain useful contacts. I prefer to sit and talk with one or two people in peace and quiet.
2. At the same party you were asked to make a toast. Your reaction:
- A) I don’t like to attract attention to myself, I hate making toasts. I will neither agree nor refuse, but will simply evade it somehow.
- B) I'm a good storyteller and know a couple of cool toasts. Everyone will be delighted.
- C) I’m not afraid to make toasts, I even enjoy it, I’ll say something smart and to the point.
- D) I will most likely refuse under a convincing pretext. But if I need to make a good impression for the benefit of the business, then I can make an appropriate, elegant toast.
3. Your boss gave you and your co-worker a task, but did not assign someone responsible for its implementation. You both relied on each other and forgot about the task. Now your boss is scolding you for not completing a task. Your reaction:
- A) Negative emotions that do not manifest themselves outwardly. I am able to control myself, but now I know what to expect from these people, I will be more careful when working with them in the future.
- B) A very emotional reaction, the girl may cry. Well, yes, I am an absent-minded and not very punctual person, but I am not the only one to blame. I will complain about them to all my friends and acquaintances.
- B) Resentment towards a co-worker. How could he set me up like that! Resentment towards the boss. I will worry about this for a long time, most likely in silence.
- D) Anger at the boss because he is an illiterate leader, and/or at a co-worker because he set me up. A surge of aggressive emotions. Most likely, I will say something to one of them.
4. You have been given an important task. The deadline is in a month, but it can be completed in two weeks. Your reaction:
- A) I’d better complete the task as soon as possible and hand it in. And I will look good in the eyes of my superiors, and I will have time for other things.
- B) First I need to think about how best to approach this job. Even if I do it in advance, I won’t hand it in right away. Let it rest, then I’ll correct the mistakes again. Maybe I'll turn in the work the day before it's due.
- B) I’ll get down to business right away. But, most likely, I will quickly get bored with this work and get carried away with another task. I'll leave this work until the deadline comes. Then I’ll urgently finish everything, and maybe I’ll even be late with the delivery.
- D) I would like to start doing it right away, but I know that it won’t work out that way. There are always more urgent or important things to do, and there are always distractions. Most likely, I will complete the task until the last minute.
5. Long weekend ahead. You decide to go somewhere. What will you choose:
- A) Go to visit relatives or otherwise spend the day with family or spouse.
- B) Go to the park or to a party with friends.
- C) Go karting or play football (cards) with friends.
- D) You can go to a concert or exhibition, alone or with a loved one.
6. If you decided to jump with a parachute, then for what reason:
- A) I met very interesting people(person) who engage in parachuting. They persuaded me to join.
- B) I need to go through this to achieve a goal that is important to me.
- Q) I generally like risk and adrenaline. I want to find out what I'm capable of.
- D) I am considered quiet. I am always in the shadows, keeping silent. I want to prove to myself and others that I am not a coward or a wimp.
7. What comments do you hear more often (both at work and at home) addressed to you:
- A) “Can’t it be faster?” “You’re stalling again!” “How long can we discuss the same thing?”
- B) “Please, slow down.” “You’re rushing everyone again, we’re not late!” “Everything is already clear to you, but not yet to me. Let’s take our time and discuss everything.”
8. You found out that they have decided to promote you. What will you do first:
- A) Inform your family and friends about the promotion, arrange a cozy home party.
- B) Buy yourself some expensive item so that you can arrive at your place of work in decent shape on your first day in a new position (watch, suit, car).
- C) Share the joy with your friends, throw a big noisy party.
- D) Wait to rejoice, waste money and talk about a promotion until you start working in a new place. After all, the order has not even been signed yet.
9. You have an exam tomorrow. Your behavior:
- A) It’s better to quickly review the material so that you have time for other things that are important to you.
- B) It’s better to repeat everything slowly again, even if it takes all night.
- C) It’s better to get a good night’s sleep before the exam so that you can come to it with a fresh head. You prepared for the exam in advance.
- D) You can’t breathe before you die. It's better not to think about the exam at all, but to go have fun.
10. What do you think is the main thing for winning, for achieving success:
- A) Everyone's personal efforts. Each person must be responsible for himself, give his best, and not hide behind the backs of others.
- B) The main thing is teamwork, people can only achieve anything together, helping each other, supporting each other.
11. If you decided to open your own business (success and equal profitability are guaranteed), what would you choose (abstract from your profession):
- A) A financial consulting firm or a pest control firm.
- B) A security company or a gun store.
- B) Restaurant or night club.
- G) Medical Center or good offices.
12. You have a new spacious office. How will you decorate its walls:
- A) Your photos from famous people or bright modern paintings.
- B) Photos of your spouse and children or group photos of your colleagues at a corporate party.
- C) Diplomas or neutral paintings.
- D) A portrait of the president or an ancient saber.
13. What do you value most in clothes?
- A) The clothes must have some zest, courage.
- B) Clothes should look expensive and cool.
- C) Clothes should be comfortable.
- D) Clothing should be of high quality and appropriate, so as not to be conspicuous.
14.You need to choose a competition in which you feel most comfortable participating and where you have the best chance of winning. What will you choose?
- A) Individual competitions, where intelligence is assessed, not reaction speed (chess, billiards, poker).
- B) Individual competitions for speed and courage (skydiving, auto racing, alpine skiing).
- C) Team competitions, preferably something unusual (football in the mud, all sorts of corporate fun competitions).
- D) Team competitions that require mutual support and interaction of the entire team (university competition to create the best robot, curling).
15. You need to choose a hotel in St. Petersburg. What will you choose?
- A) Some decent hotel in the center, so as not to be embarrassed.
- B) Some cool unusual mini-hotel.
- C) A hotel where you have stayed before or which friends recommend.
- D) A hotel with an ideal price/quality ratio. Maybe in an old house in a retro style.
Calculation of results:
Circle (in bold) all of your answers, divided into four sections:
D: 1b, 2c, 3d, 4a, 5c, 6c, 7b, 8b, 9a 10a 11b 12d 13b 14b 15a
I: 1a, 2b, 3b, 4c, 5b, 6a, 7b, 8c, 9d 10b 11c 12a 13a 14c 15b
S: 1c, 2a, 3c, 4d, 5a, 6d, 7a, 8a, 9b 10b 11d 12b 13c 14d 15c
C: 1d, 2d, 3a, 4b, 5d, 6b, 7a, 8d, 9c 10a 11a 12c 13d 14a 15d
Count the number of circles (highlights) in each of the four sections and fill out the table:
| - | - | - | - |
Your dominant behavioral style is the one that scores greatest number points. If there is another style that scored the same amount or 1-2 points less, then this is your secondary style. If all other styles scored significantly less points, then they are not typical for you. For example,
This is the behavioral style of S.
- You can read from brief description behavioral styles. From it you are in general outline learn about your strengths and weaknesses Oh.
Four factors of human behavior are assessed, namely:
- How do you react to problems and difficulties? (D Domination)
- How do you influence others? (I Influence)
- How do you react to changes? (S Persistence)
- How you respond to rules and procedures set by others. (C Compliance)
personality typologies
DISC CLASSIFICATION
DISC Roots
In 1928, American psychologist William Marston published his book “The Emotions of Normal People.” In it, based on his research conducted since 1920, he describes four variants of behavioral reactions, which he for the first time (previously the author used other terms) named so that the first letters of the names subsequently formed the abbreviation DISC: Dominance (dominance), Compliance (consent) ), Inducement and Submission. Over 400 pages, he explores these reactions in depth, as well as the relationships between them.
A lot of DISC experts refer to this book. But judging by the fact that they “quote” from it what is not written in it, few people have read it. And, in fact, reading Marston’s book requires good thoughtfulness and a certain culture of thinking, in particular because of the rather specific and even specially invented terms he uses.
More to the point in clear language, but without losing too much accuracy, then:
D is the reaction of a stronger one to a hostile stimulus,
I – stronger for a friendly stimulus,
S – weaker to a friendly stimulus and
C – weaker to a hostile stimulus.
D: ego - emotions; aggressiveness; rage; rabies...
I: persuasiveness; attractiveness; Charm; seduction...
S: ready; obedience; pleasantness; good nature...
C: fear; fear of expressing one's will; fear of some more powerful force, person or object; timidity...
On the other hand, unity with nature; the joys of nature; look at the hills from where help will come to me; setting to infinity...
Basic Marston reactions (inner circle)
Original drawing from the book “Emotions of Normal People.”
Based on Marston’s ideas, various questionnaires were developed, but it was American psychologists John Geier and Dorothy Downey who in 1970 proposed the now classic DISC questionnaire and the Personal Profile System report form. And, having received a measurement tool, DISC walked across the planet.
Nowadays, more than 1 million people are tested per year using Wiley’s DiSC questionnaires, the most widely used in the world.
What's wrong with the original DISC?
As a researcher, Marston did not think about creating a commercial product.
Therefore, I could afford to be “politically incorrect.” Well, how could one of the reactions be called “submission” (S)! What business client would be willing to pay for their DISC report with a high “submission” score! Therefore, the set of names as in the book - Dominance, Inducement, Submission and Compliance - can no longer be found on any provider of DISC questionnaires (although there are several decoding options). Submission is changed, for example, to Steadiness - stability. True, for some reason they mislead clients by claiming that Marston already used this term in 1928.
There is even greater discrepancy with translations into Russian. For example, I use my own names:
Another point. To speak of a person, as Marston did in The Emotions of Normal People, as “stronger” or “weaker” can offend him. But, thank God, in 1931, in his next book, Integrative Psychology, written with co-authors, Marston already talks about activity: reactions D and I - with an increase in activity, and S and C - with a decrease. Almost everyone now uses the term “activity”. True, the misconception that it was introduced in the first book is widespread. With a new book DISC model has become even more focused on human behavior.
The word "DISC" cannot be registered as a trademark due to its common usage. So anyone can link to The Emotions of Normal People and claim that they offer DISC training and questionnaires.
True, there are other types of businessmen. They take the DISC model as a basis, but come up with other names and pass them off as their original developments. Who classifies by colors: red, blue, etc. some based on animals: lion, owl, etc., some will come up with other names: Motor, Analyst... The third option is when the author proposes something very specific (such as, for example, Ichak Adizes’ PAEI classification of functional roles in management) , but still describes DISC reactions. This is understandable: you can describe much more using DISC, and much more fun.
DISC as a management tool
It has long been known that the statement: “Do unto others as you would have them do unto you,” which is sometimes passed off as Kant’s categorical imperative, is categorically false. If in a work situation you want to achieve something from someone else, then you need to treat him as He wants this. (We will not consider the case when in a work situation you are a cannibal leader with absolute power over your fellow tribesmen.)
As a matter of fact, this is what you need
determine what kind of person is in front of you and how to behave with him.
And here it is extremely important that in his book Marston describes reactions according to DISC, that is, external
That is, the “definition of a person” according to DISC situationally. DISC is not a typology, that is, it does not strictly assign a person to any “type.” I'll explain with an example. Probably the most well-known division into personality types is extrovert and introvert. It is found in a variety of typologies and is carried out in different ways.
For simplicity, we will assume that the “extrovert” talks a lot and
communicates with people, and the “introvert” spends time in silent solitude. But there are no normal people who either only communicate or only remain silent. Therefore, it turns out that an “extrovert” is someone who communicates more often than is silent. Now let’s assume that in front of me is an employee whom I want to motivate to complete a complex task, or a client to whom I want to sell some complex service. And I know he is an “extrovert.” That is, in the majority life situations I definitely need to listen to him and, in a lively and not very structured dialogue, lead him to the opinion I need.
But I see that in this specific situation my interlocutor is in no hurry to speak out, asks me clarifying questions, takes long pauses, pondering my words and carefully preparing his answers. That is, he behaves like an “introvert.” Should I arrange “dances with a tambourine” for him, as for an “extrovert”? God forbid! I don't care what exactly is happening to him now. Maybe something happened at his home, maybe this particular task/purchase is especially difficult or significant for him….
In order to establish contact with him, in order to be convincing to him, I must adapt to him as he is here and now, and not to his “type”. For example, slow down your speech, provide more information in writing. And if after some time he “as usual” becomes an “extrovert”, then I will change my behavior.
After all, typologies are good for career guidance, when I have a choice of what would be best for me to do. If, for example, I am an “introvert” type, then I probably shouldn’t become a bartender. But in a management situation, it is not too often that there is much choice as to which employee is assigned a specific task. This is usually determined by their functional responsibilities. And in sales, I usually don’t think about whether it’s better for me to sell a particular service to an “introvert” or an “extrovert.” I work with a specific employee, and I work with a specific client in a specific situation here and now. So I don’t have to worry about what his “type” is. I need to understand what he's in now style and choose an appropriate one style way to influence him.
Once again, it is extremely important that in his book Marston describes reactions according to DISC, that is, external manifestations at a specific point in time, not feelings, thoughts, inclinations...
It is known that it is impossible to manage what cannot be measured. DISC style is determined precisely by behavior a person - by what and how he does and says. Some typologies, for example, focus on a person’s “preferences” or “inclinations.” But let's return to the example of an employee or client whom I want to influence in a specific situation. Why should I know, for example, that he has a tendency to be silent more than to speak, or that he would prefer to spend more time in solitude, if I see that he easily and naturally comes into contact with everyone around him, jokes appropriately, and shares advice? I will also adapt to his communication style. And why should I care where he implements his “inclination-preference” to retire
and remain silent? Whether at home with my wife or fishing once a year!
Again. If I need to understand something about a person in the long term (for example, I want to marry a person or have children), then, of course, I will be actively interested in both his “type” and “inclinations-preferences.” I will be interested in all this even if he behaves somehow inappropriately, and I cannot part with him quickly (for example, an employee who has information unique to the business began to incapacitate him with his emotional attacks colleagues and subordinates). But, I’m afraid, no typology will help me here either - I need normal human dialogue and, perhaps, with the support a good psychologist, or even a psychotherapist.
But in the vast majority of managerial and business situations there is enough classifications of behavioral styles, which is DISC.
Any person can be in different DISC styles at different times. Yes, in some cases more often, in others less often. But I’m interested in what style he is in right now - and I adapt to him. If his style changes, I will adapt to the next one.
You can blame DISC for a small number of styles - only 4. But from my practical experience: both managers and sales people rarely learn and actually use classifications based on more than 4-5 elements.
DISC is a basic tool for any practitioner that will allow you to effectively (and sometimes effectively) take into account the human component of any business interaction and achieve desired result. Anyone who wants something more complex can easily make the necessary “add-on” on DISC.
Quality of the DISC Questionnaire
The original Guyer-Dorothy Questionnaire, developed in 1970, asked for each of 24 quadruples of adjectives to choose the one that fits you the most and the one that fits the least. Based on the positive, negative and total choices of a person, three options for a profile of style combinations according to DISC are constructed. The more strongly a style is expressed in a profile, the more often a person uses it. The authors of the questionnaire also identified 15 basic profiles as combinations of the expression of various styles, which made the test results more visual and practical.
The Personal Profile System was first published as a commercial product in 1977 by Guyer's company Performax Systems International. Thanks to the stunning success of the tool, more and more new entrepreneurs were ready to invest money in its development. It (together with the business) was successively purchased by the Carlson Company (Carlson Learning Center), The Riverside Company (Inscape Publishing), and, finally, in 2012, by the largest international educational holding Wiley www.wiley.com
It is important to understand that all these investments help to maintain the DiSC questionnaire â (that’s how you can distinguish the original questionnaire from all other versions by the small “i”) at the highest
level of accuracy, reliability and validity. In particular, back in the mid-90s, the number of graded fours in the questionnaire was increased from 24 to 28.
After all, as I already said, neither the name nor the DISC model itself is protected by copyright. Therefore, it’s easy to do a “DISC questionnaire” on your knees. For example, you take 10 adjectives related to D: strong-willed, decisive, courageous, go-getter, result-oriented... and 10 each related to other styles. Next, ask the client to choose those that describe him. If he chose 8 related to style D ( To the one who achieves) and only 6 related to C ( To the designer), does this indicate that the style Achieving(D) he uses more often than style Designer(C)?
It turns out not. Firstly, you still need to check what words you included in your questionnaire. On the one hand, it’s bad if all the words on some scale are very close in meaning. Then clients will choose either all of them or none. The scale will turn out to be extremely poor - you will not learn anything about the expression of the corresponding style. On the other hand, it is bad if all the words are far from each other in meaning. Then there is no guarantee that on this scale you are measuring exactly the severity Achieving(D) style, and not, for example, also aggressiveness, self-confidence, and much more in one bottle.
All these possible errors are caught not by the “method of careful observation” and “serious thought,” but by special “dumb” methods of statistical data processing, when, on a large sample of subjects, it is calculated which words from the proposed ones they choose and in correlation with which ones. And then the test results are also discussed with each person and compared with the results of his assessment using already proven methods and with his real behavior.
Secondly, it still depends on the cultural environment in which a person lives. For example, in the USA the characteristics describing Achiever(D) style, socially desirable and rewarded. But in Russia not always. Therefore, it is quite possible that a Russian who chose 6 characteristics of style D will have it much more pronounced than an American who chose 9 characteristics. Therefore, for each language, the questionnaire must be specially calibrated on the corresponding national sample using statistical data processing methods.
The same applies to temporary changes. Let's say in Soviet time style Designer(C) was more
Ways to classify according to personality types: wagon and small cart. The most convenient and applicable in communications for me as a manager - and for DISC.
In general, if we consider a person through these two typologies, we can describe his character very accurately, and therefore suggest the most effective ways interaction with him. And of course, in the process of researching colleagues and acquaintances, you will be surprised at the abundance of different configurations.
It’s also useful to know such things about yourself, at least to correctly assess your own strengths and weaknesses.
D. Dominant | I. Influential | S. Stable | C. Compliant |
Competitive, aggressive, decisive and results-oriented, preferring to move quickly, take risks and achieve immediate results. He likes to be responsible, to control the situation and to have power in his hands. I also like the changes complex tasks. Can be impolite, domineering and even rude. Not a very good listener. Capable of making sudden decisions. | Talkative, sociable, optimistic, cheerful, people-oriented, unpredictable, energetic, full of enthusiasm. When interacting with people, he strives to be positive and friendly. Inattentive to details, talkative and emotional. He promises more than he can deliver, since optimism and popularity are the main thing for him. | Calm, helpful, patient, modest and unhurried, always ready to help, loyal, good team member, attentive listener, persistent, reliable and balanced. He needs stability and security, and therefore he needs help with sudden changes. Slow, indecisive, stubborn. | Accurate, consistent, businesslike, careful, analytical. Concentrates on the task and does the work very well. Overly focused on details, picky, slow, often loses sight of the big picture. Critical, distant from people, pessimistic, cold. |
Weak sides
| Weak sides
| Weak sides
| Weak sides
|
Strengths
| Strengths
| Strengths
| Strengths
|
DISC express test in the elevator :)))
- red - press floor or close doors several times
- green - rarely look people in the eye
- yellow - everyone smiles
- blue - read signs or simply look forward and count things to themselves
The Reds are little dictators. In the event of a crisis, they quickly seize control and quickly and loudly give out commands to who to do what.
Blues are very critical and formal; it is difficult to discuss new ideas with them.
They always ask questions Why? For what? Where it leads? Let's calculate?
But when the information is accepted, they are very focused on solving the problem.
In the event of a crisis, they usually close down and go away to think.
It is important for the green ones that everyone is happy with everything. First of all, people, and healthy relationships in the team, then everything else. In the event of conflicts, they suddenly and almost completely lose their motivation to work.
Yellows know how to motivate people in a very harmonious way to do something that they haven’t even thought about for five minutes. They generate heaps of ideas, and often their ideas take root on their own; there is no need to implement them :)
Of course, each person has all these traits to some extent, and usually one dominant one stands out, but otherwise there can be completely different configurations that form transitional colors.
Okay, so why do we need this? In theory, the use of DISC and Adizes models allows
- resolve hiring issues - understand who we need?
- staff retention - what motivates or, on the contrary, hinders?
- create favorable conditions for efficient work employees in groups or pairs
- identify the compliance of employees, from the point of view of psychotype, with the position held and the tasks being solved
- carry out personnel rotation
- build a more adequate motivation system
Also, understanding what psychotype your immediate supervisor belongs to can help you in more effective communication and interaction with him.
For example, you are a manager and want to buy a second monitor for your programmers.
Actions and results are important to Reds.
You need to talk in the manner of “I tried to install a second monitor. It turns out really faster. Let's buy it for everyone."
For yellow people, the picture, the vision of awesomeness, is important:
“Imagine, clients/partners come to our office, and we show where our programmers sit, and everyone has 2 monitors there, you can immediately see a serious company.”
For green people, it is important that everyone is happy with everything:
“It will be more convenient for programmers to work. I’ve already agreed with Pavel Ivanovich and Margarita Alekseevna, they don’t mind.”
For blues, numbers and facts are important:
“We tried to install a second monitor for a programmer, he wrote 30% more lines of code in a week. Buying a second monitor for everyone will cost so and so thousands of rubles, it will pay for itself by such and such a time.”
You can also send a link to this article to HR and add “I need a red-haired administrator” in the personnel search application if you are looking for a business executive, or “a green producer” if you need a team-building teamlead. Well, if you are looking for a system architect for a project, of course the right color is blue.
Useful:
DISC test - just don't have to submit your results at the end. Better write your results in the comments :)
DISC profiles - useful table on page 14
Video: Typology of people and teams: how to communicate with different people?- watch from 14 minutes, or from 49 minutes - Highly recommend
Typology of DISC people: what to tell people if you need something from them August 30th, 2016
And now a little about interaction with other people.
Six months ago I became acquainted with the DISC typology, which divides people by color into red, yellow, green and blue.
- D - Dominance. Dominance: how does a person react to problems and challenges? Or "solver".
- I - Influence. Influence: how does a person interact and influence others? Or "visionary".
- S - Steadiness. Consistency: how does a person react to change? Or "communicator".
- C - Compliance. Compliance: How does a person follow the rules? Or "analyst".
Test 1
This table must be passed from left to right, each time selecting the desired branch. As a result, you should get a number. We find this number in the figure below.
Now a little patience. We remember the color and try the second test.
Test 2
Test link: http://www.stratoplan.ru/disc/ http://www.stratoplan.ru/disc/
The test result will be a list of numbers. Something like : D:-6, I:8, S:0, C:-2 (by the way, these are my indicators a year ago). From the example you can see that I have a pronounced I (yellow), then there is a green S, but it is not even positive. That's why I'm just yellow.
Results and what it comes with
And now to the results.
The main goal of the entire typology is to understand how another person thinks and tune in to his wavelength if you need to come to an agreement with him.
Below is a list of the strengths and weaknesses of different colors according to the DISC typology (thanks, Stratoplan).
There are mixtures of two or three adjacent colors. No one has 4 colors at the same time, just like Adizes and his types of leaders.
Situation, for example, we need to buy new chairs for the office.
- D - red. These are actions, power. Men of action. They need to say not “We need to buy new chairs to make people comfortable,” but “I’ve already looked at it, tried it, it’s what I need! I placed the order, sign it.” They should not be loaded with numbers (with this - to the blue one). The Reds' motto is: "Go! Go! Go!"
- I - yellow. Vision / vision, emotionality. Skillful inspirers and inadvertently manipulators. They inspire people and are easily inspired themselves with the words “Just imagine.” You need to go to the yellow one with a beautiful story “Just imagine...”. The yellow one will quickly imagine everything in his head.
- S- blue. This is a calculating mind, scrupulousness. These are the right lawyers and accountants. Give them the facts. We go to the blue one with numbers and research done. “Chairs cost so much, they will increase work efficiency by so much.”
- C- green. This is humanity, communication, support. We go to the green one with a story about how good people will be, how we will help them, and how grateful they will be to us, how this will affect the aura of the company.
Once at a conference, a colleague and I were sitting at the table and I was talking about this typology. A neighbor joined us and told us about how he had attended a training for representatives of consulting services. Everyone in the room turned out to be blue, except for him and his colleague. Even the coach was surprised, asking what they were doing here :-) It turned out that they were just from the management :-)
By the way, I did a little research in my company. So, I am yellow, the programmer is yellow, the designer is green, the layout designer is green-blue. And the director is red and blue or yellow :) Everyone was captured, but there were more yellow ones.
What about your company?
Technology for assessing behavioral characteristics DISC&MOTIVATORS®
Certified specialists of the Association of Business Excellence conduct a comprehensive study and coaching session based on the results of DISC testing to compile individual plan development (IPR).
More about the tool
The DISC behavior assessment model is based on fundamental theoretical research many generations. Throughout history
Throughout humanity, scientists have observed similar traits in people's behavior and tried to classify them. With the advent of statistics and computers, the technology for fast and reliable diagnostics appeared. The Success Insights® DISC Personality Indicators assess a person's behavior.
Considering the personality as a whole, we can distinguish several areas:
Behavior and emotions: how do I act? 
Intelligence: what is my intellectual capacity?
Education, knowledge: what do I know?
Abilities and skills: how developed are my personal competencies?
Values, beliefs: how do I perceive the surrounding reality and what motivates me?
Human behavior is a “visible segment” of a person’s personality. It manifests itself in everything: how a person interacts with other people, how he makes decisions, how he organizes his work, how he manages his subordinates. Visible behavior reveals what follows from our values, beliefs, abilities.
Awareness of our characteristics helps us understand ourselves, our strengths and limitations. Helps you understand and accept others with THEIR strengths and weaknesses and adapt your behavior to the behavior of others in such a way as to ensure cooperation, mutual understanding, personal success ultimately, since our success and career largely depend on how we interact with people.
The founder of the DISC theory is Dr. William Moulton Marston. Developing Jung's ideas, William Marston published the book “Natural Emotions of People” in 1928, in which he theoretically substantiated the classification of human behavior into four functions: Dominance (D), Impact (I), Constancy (S), Conformity (C).
Bill Bonstetter, Founder of Target Training International, Ltd. (TTI) has been creatively developing DISC theory for twenty years. Continuing intense Scientific research in the field of theory and practice of using DISC, TTI has become the undisputed leader in the development of SUCCESS INSIGHTS - DISC tools. The Association of Business Excellence company is the official distributor of TriMetrix Solutions® (representative of the American company TTI Success Insights® in Russia).
As a result of many years of research, which was constantly accompanied by testing and verification of the results obtained, a group of scientists led by B. Bonnstetter expanded the number of possible combinations of basic behavioral factors to 60 and described in detail the behavioral characteristics for each combination.
According to DISC theory, people are divided into four types depending on how they react to problems and difficulties, how they influence others, how they react to change, and how they follow rules. The main four types are usually denoted by Latin letters, from which the abbreviation DISC is formed. In addition, the “SUCCESS INSIGHTS – DISC” model designates them with “colors” - Red, Yellow, Green, Blue.
Distinctive features of DISC behavioral types
(D) Dominance
How does a person react to problems and difficulties?
People whose behavior belongs to this type prefer to act and make decisions. They have quick reactions and concentrate on the most important and urgent ones. this moment problems. They tend to say what they think, sometimes in a very authoritarian manner. People of this type are naturally energetic and strive to control the situation. They are very demanding and willingly take on difficult tasks in order to test themselves and demonstrate their strong qualities in practice.
(I) Influence
How does a person interact and influence others? 
People belonging to this type are cheerful and full of optimism. They love meeting new people, are creative, and strive to make their dreams come true. They like to talk about life before getting down to business. During a conversation, such a person can jump from one subject to another without any visible logical connection and sometimes gives the impression of a superficial person. The solutions he offers are often original, although at the same time they can be difficult to implement.
(S) Persistence
How does a person react to change?
People belonging to this type have a great need for reliability and stability. They pay great attention to relationships between people. They are distinguished by their ability to establish good relationships with others. In the process of interaction and communication with colleagues, they show tact, attention and cordiality. They have excellent control over the execution process decisions made, you can always rely on them.
(C) Compliance
How does a person follow the rules? 
A person belonging to this type always carefully analyzes every detail of the issue under discussion before making a final decision. He acts in accordance with a detailed and thoughtful plan. He is often a recognized expert in his field. He knows every detail and can answer any question regarding his professional field. However, he often comes across as a cold person, devoid of emotions, because he does not strive for personal contact.
MOTIVATORS
What is motivation analysis? 
Motivation is internal forces that lead to success when directed correctly.
Why do people sell, manage, consult, and serve clients in this way and not otherwise? What makes them enthusiastic: a satisfied client, winning a major contract, a solution complex problem? What can you do to channel their enthusiasm? the right direction by revealing their unique talents?
Motivation analysis provides answers to these questions.
Just as the DISC diagnostic helps us understand how people will behave in the workplace, our Personal Attitudes, Interests & Values (PIAV) diagnostic shows why they behave the way they do.
The TTI Success Insights Motivator Diagnostic evaluates the relative strength of six basic worldview types (or motivators - life values):
theoretical - search for truth
utilitarian - money and everything useful; return on investment
aesthetic - form and harmony
social - sincere concern for people; helping others
individualistic - personal power, authority and recognition
traditional - a system of rules for everyday life
