Attention! The results are not saved, copy them to a text file or take a screenshot with a picture

D ominance: 0

I influence: 0

S teadiness: 0

C compliance: 0

It was not possible to reliably determine the leading style of behavior. Possible reason This means that the respondent is now in a state of stress, extreme tension or a transition period in his life when roles are changing very significantly. Or the answers were given “at random”. It is recommended that you return to this testing at a later date or order refined testing from us on a commercial basis.

You are an Organizer (D-high)

Persuasive, demanding and decisive, this personality type tends to be independent. The organizers are far-sighted, progressive and confidently moving towards their goals. In most cases, they have a huge number of diverse interests, are logical and insightful in solving problems. They often offer fantastic and unusual ideas. However, they often have problems communicating with people and are often mistaken for cold, harsh and arrogant people. They tend to be self-centered and unsympathetic, while being very self-critical if they do not live up to the set bar. Sometimes they can do the impossible, surpass themselves, but routine work makes them impatient and dissatisfied. They do not tolerate control and are reluctant to do non-essential work. They prefer a constantly changing environment and love everything unusual and adventurous. They want their authority to be recognized and like to settle primary, important tasks. They love new, challenging tasks and move further towards their intended goals. They do not like to be slow and to be seen as overly patronizing and supportive people.

You are an Inspirer (mixed D+I high)

Inspirers give great importance results and interpersonal relationships. They are compassionate individuals by nature who complete tasks along with other employees. They do not like to work with details, but, nevertheless, they do such work well in order to achieve the intended goal. Connections and respect from others are equally important to masterminds. They are good where a decision needs to be made, even if it is not particularly popular among the rest of the team members. They value public recognition and popularity. Sometimes they are too optimistic about other people's successes. Inspirers are positive and good communicators. They are distinguished from other personality types by their dynamism and enthusiasm; some may consider them too rash and careless. Masterminds need variety and collaboration. teamwork. They love tasks that require mobility and provide the opportunity to travel. They can easily turn into workaholics.

You are a Promoter (I-high)

Promoters are extroverts, they are sociable and look for a friendly environment where they can make and maintain contacts. They are able to inspire another person to complete a task. They communicate with a huge number of people, which is fundamental for the successful conduct of their activities. They easily end friendships, but rarely quarrel with anyone seriously. Optimistic, they are often prone to erroneous assessments of their own and others’ abilities. They usually see the good in any person and in any situation. Often, promoters jump to conclusions and make hasty decisions without collecting all the necessary information. They often seem fickle to other people. Sticking strictly to what is planned can be a very difficult task for them.

You are a Messenger (mixed I+S high)

In most cases, liaisons are kind, sympathetic and courteous people who, both in their profession and in their private life, strive for positive relationships with their loved ones. They are demanding and solve problems in teamwork with other people. They work well in a team, however, they are very susceptible to criticism, which they experience painfully. It is difficult for them to prove their authority if necessary. They find it difficult to make decisions without first discussing with others. They are constant in nature, which is often seen by others as slowness. They do not like stressful situations; they need time to get used to changed circumstances. They value a stable environment where they can organize their work at a pace that suits them.

You are a Companion (S-high)

Companions in most cases are helpful, nice and permanent people who easily find mutual language with others. Because of their reserved, controlled demeanor, they act attentively, patiently, and are always willing to help people they consider their friends. In their work team, they establish close connections with a small group of people. Their efforts are aimed at maintaining trust and stability. They are the most efficient in their specialty and carry out their work successfully with remarkable consistency. They slowly get used to innovations; first they must “digest” the new information. Teammates need help when it comes to meeting deadlines for completing work. They often put off work for a long time before completing it. If pressed, they can become stubborn and intractable, thereby disappointing their superiors and colleagues.

You are a Coordinator (mixed S+C high)

Coordinators are dependent, objective, and have strict evaluation criteria. They are conscientious and meticulous people, acting diplomatically and sincerely. They are precise and disciplined, self-critical and demand a lot from themselves. It is difficult for them to make decisions if they do not have information about all the facts and details. Some view the facilitator as a critical thinker who is reticent to embrace innovation and innovation. They rarely say what they think or feel. They would like to work in an established, familiar team. Coordinators do not like stressful situations or chaos; they are family oriented. They surround themselves with people who are like them. Follow the system and instructions. Distinctive features are patience and perseverance. They work systematically. Loyal. It is important for them that they are not used.

You are an Analyst (C-high)

Analysts are accurate, careful and disciplined. They often have good analytical skills; objective information is of great importance to them, which they use to make decisions. They think objectively, combining the facts they have with their intuition. They prefer people who, like themselves, work effectively in a peaceful and calm environment and do not show their feelings unduly. Analysts are always looking for the right solution and often avoid making decisions on their own. It can be difficult for them to admit a mistake. It is difficult to part with the past. They analyze situations well and act both practically and intuitively. They are often seen as unapproachable, cold and indifferent people.

Performer (mixed C+D high)

Performers may have both an analytical mind and a creative nature or abstract thinking. Their competitive drive to achieve results is often thwarted by excessive perfectionism. Naturally quick thinkers and quick to react, they often procrastinate because they want to try every possible solution to a problem. They need a boss who is understanding and with whom they can compare themselves. Performers need space to explore and the ability to test their results. They enjoy solving problems. They tend to get angry if they are wrong and stubbornly continue to struggle with a problem until a solution occurs to them. Others may find them closed and cold. They may react authoritarianly if their hard work is not appreciated. Their tendency to be self-centered may seem arrogant.

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 particular situation, my interlocutor is in no hurry to speak out, asks me clarifying questions, takes long pauses, thinking about 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 evaluate your own strengths and weak sides.

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 Aggressiveness Ruthlessness Rigidity (inflexibility)	Weak sides Emotionality Tendency to exploit Tendency to resist Self-confidence Skeptics	Weak sides Indiscipline Addiction Submission Excessive caution Compliance Dependent on other people’s opinions, easily manipulated by constructions such as “this will offend other people”, “I will feel that you are letting me down”	Weak sides Criticality Formalism Uncertainty Judgmental tendencies
Strengths Independence Decision making ability Efficiency Perseverance Strong will	Strengths Enthusiasm Ability to persuade Optimism Communication skills	Strengths Heat Ability to listen and conduct partnership negotiations Reliability Tendency to cooperate	Strengths Problem-solving oriented Accuracy Methodical Organization Rationality

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

1. resolve hiring issues - understand who we need?
2. staff retention - what motivates or, on the contrary, hinders?
3. create favorable conditions for efficient work employees in groups or pairs
4. identify the compliance of employees, from the point of view of psychotype, with the position held and the tasks being solved
5. carry out personnel rotation
6. 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

Technology for assessing behavioral characteristics DISC&MOTIVATORS®

Certified specialists from the Association of Business Excellence conduct a comprehensive study and coaching session based on the results 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

Considers 4 main behavioral types of people and their combinations. It allows you to diagnose a person’s behavioral type within the first 10-15 minutes of communication, and then select communication and influence tools that are most suitable for this type of person. DISC is relatively easy to learn and can be used effectively by people without special psychological training.

In a simplified statement, the DISC model is based on two main criteria:
how a person perceives the environment in which he operates (as favorable or hostile);
how a person acts or reacts specific situations(active or reactive).
Accordingly, characterizing a person according to two criteria - environment(hostile and favorable) and behavior(active and reactive) - we get four behavioral types:

The upper half of the diagram conventionally reflects the behavioral types of those people who treat the world around them as unfavorable, unfriendly and resistant - “Man is man’s enemy.” These are the types D WITH(Compliance) – compliance. Other people, on the contrary, perceive the world How favorable, friendly and “helpful” - “The Universe is favorable to me.” These are behavioral types I(Inducement) – influence and S(Steadiness) – constancy, which are conventionally located on the lower half of the diagram.

Some people (their behavioral type is reflected in the left half of the figure) tend to believe that they weaker their environment. Therefore, they are more likely to demonstrate reactive behavior, adapting to what happens, rather than trying to control events or try to remake them. They are characterized by reflection and slowness - “Measure seven times, cut once.” These are the types S(Steadiness) – constancy and WITH(Compliance) – compliance. Other people (their behavioral type is reflected, respectively, on the right half of the figure) feel stronger their environment - “If you are afraid of wolves, do not go into the forest.” Therefore, their behavior will be more active and persistent. They strive to have more control and influence over circumstances. These are the types D(Dominance) – dominance and I(Inducement) – influence.

So, we have four options for human behavior. For convenience, let’s “color” these types in different colors: D - red, I - yellow, S - green, C - blue.

Let's look at each behavioral type separately:

“D” (Dominance, that is, superiority), Red:

• Description:
  • “D” behave confidently and energetically; it is very important for them to demonstrate their status.
  • Decisive, strong-willed and purposeful people. The key motivator is victory, the demotivator is defeat.
• Strengths:
  • Strong will, efficiency, perseverance.
  • They like to take on difficult tasks, feel comfortable in difficult, changing conditions, and enjoy active recreation.
  • They make decisions quickly and quickly navigate the situation.
  • Very passionate and competitive.
• Weak sides:
  • Hot temper, harsh, rude manner of communication. "D" can give himself a penalty for each time he loses his temper in a conversation. With the fine money you can buy cakes for your team, for those on whom he actually took it out.
  • Lack of attention to detail. It is very useful for “D” to double-check his reports and the information on which he acts.
  • Haste, haste. Quick response is D's strong point, but it also has reverse side. “D” often does not listen to the interlocutor, ignores written instructions and, as a result, gets into trouble. "D" would be useful to count to three before making a decision or starting to do something.
  • “D” lacks patience, diplomacy, and has difficulty getting along with people.
  • Under stress, Ds are prone to aggression.
• Characteristic representatives: classic images of Peter the Great and Catherine the Great, Timur from “Timur and His Team”, Experienced (the hero of Morgunov) from the famous trinity “Vitsin-Nikulin-Morgunov”, Zhukov performed by Menshov in the series “Liquidation”, D’Artagnan.

“I” (Influential, that is, “influential”), Yellow:

• Description:
  • Representatives of behavioral type “I” strive to stand out from others through bright and unusual accessories, original clothing, and they have rich facial expressions and gestures.
  • The main motivator of “I” is recognition. They care about the attention and approval of other people.
• Strengths:
  • Enthusiasm, optimism.
  • Persuasive and communication skills.
  • They love to be among people, they are good storytellers, the soul of the team.
  • Positive and friendly.
  • They have unconventional thinking, they are creative, they love everything new.
• Key weaknesses "I":
  • Emotionality, tendency to exploit and resist.
  • Lateness, lack of punctuality. “I” should challenge myself to arrive at every meeting half an hour early. This will increase the likelihood of being on time.
  • Impulsiveness. “I” is an enthusiastic person. Sometimes this can take the “I” very far from the task at hand. Self-control is something that “I” must constantly learn.
  • Disorganization. “I” is very useful to keep a diary and regularly clean your workplace.
  • Dislike of written communication, inability to work with papers and numbers. “I” should always double-check your written reports at least twice. It will still be faster and more useful than correcting them when the boss brings them back for revision.
  • When under stress, “I”s become obsessive.
• Tigger from the fairy tale about Winnie the Pooh, Prince Florizel from the film of the same name, Mironov’s hero from the film “The Diamond Arm,” Aramis.

“S” (Steadiness, that is, “constant, stabilizing”), Green:

• Description:
  • Representatives of behavioral type “S” behave modestly, dress comfortably and conservatively, love order and comfort.
  • The main motivator of “S” is predictability, the demotivator is change.
• Strengths:
  • Reliability, warmth.
  • They are very attentive and sensitive to people, they are natural psychologists.
  • Keep their affairs and belongings in perfect order.
  • They are happy to do routine work.
  • “S” find it very difficult to say “no” to another person; under stress, they are characterized by agreement and a tendency to cooperate.
  • “S” is quite difficult to diagnose, since they tend to adapt to the interlocutor.
• Key weaknesses of "S":
  • Compliance, dependence, humility.
  • Fear of change, of everything new. The world is inevitably constantly changing, whether these changes will be for the worse or for the better depends only on us. “S” needs to remember the positive changes in his life more often.
  • Touchiness. The sensitivity and natural psychologism of “S” have a downside - they are very sensitive to the negative behavior of other people. “S” needs to understand that not all people are as attentive to the feelings of other people as they are, and make allowances for this.
  • Secrecy, reluctance to talk about problems. “S” can set themselves the task of once a month initiating a meeting with their boss to discuss the results of their work: telling the boss about their successes, needs, and suggesting ways to improve their work.
  • Inability to say “no”. It would be helpful for "S" to record how many times they didn't say "no" when they should have, and try to keep those times as few as possible.
• Characteristic representatives of this behavioral type: Semyon Semenych from “The Diamond Arm”, the hero Basilashvili from the film “Autumn Marathon”, Piglet from the fairy tale about Winnie the Pooh, Porthos.

“C” (Cautious – “cautious”, and Conscientious – “conscientious”), Blue:

• Description:
  • Representatives of behavioral type “C” choose things for themselves based on the “price-quality” ratio; they have very restrained facial expressions and gestures.
  • The main motivator of “S” is the desire to be right. Most of all, they are afraid of making mistakes.
• Strengths:
  • Problem solving oriented. Accuracy, methodicality, organization.
  • They have the gift of noticing and analyzing details and facts.
  • "S" is difficult to deceive; they do not trust anyone.
  • They are careful and careful, often overly scrupulous.
• Key weaknesses of "C":
  • Criticality, tendency to judge.
  • Closedness, preference for written communication over oral communication. “C” is useful in forcing yourself to speak at meetings and participate in public events.
  • Intolerance for one's own and others' mistakes. “S” should constantly remind himself that people make mistakes and that only those who do nothing do not make mistakes.
  • Perfectionism to the detriment of task completion deadlines. “S” does not need to try to do the work perfectly, you just need to submit it on time or as quickly as possible if the deadline is not specified. The quality of “S”’s work, thanks to their systematicity and accuracy when using numbers and details, is in any case quite high. “S” should not be concerned about the quality, but whether this work will be needed at all if it is submitted very late.
  • Lack of flexibility, unwillingness to seek compromise. Much to the regret of “S”, they do not live on a desert island; there are people around them who must be taken into account. “S” should often put himself in the shoes of his opponents, look at the problem through their eyes.
  • “S” react to stress by withdrawing into themselves and withdrawing.
• Characteristic representatives of this behavioral type: Vladimir Putin, Stirlitz, Sherlock Holmes, Owl from the fairy tale about Winnie the Pooh, Athos.

IN real life In addition to people in whom one dominant behavioral type manifests itself very clearly, there are also those in whose behavior two DISC behavioral types manifest themselves almost equally clearly. Each of the behavioral types can manifest itself in a person equally or one of them a little more, but the main thing is that they are both noticeable in behavior this person and determine his values ​​and basic motivation. As a rule, a person combines “bordering” colors. Let's look at these types in more detail.

"DI-ID", Red-Yellow and Yellow-Red, Mastermind:

• Such people strive to charm people and influence them. It is very important for them to lead through personal charisma and/or persistent persuasion. They know how to achieve results in negotiations and convince other people of their point of view. They feel very comfortable in a highly competitive work environment. However, they have a tendency to manipulate other people and put pressure on them, especially when they are under stress. Most of all, they are afraid of losing control of the situation. Their aggressive style of behavior often causes hidden resistance in people.

"IS-SI", Yellow-Green and Green-Yellow, Messenger:

• It's easy to communicate with these people. They treat others with great consideration, warmth and understanding. They are hospitable and loyal to friends. Although they are most comfortable working in a stable environment, they can be quite flexible. Their weak point is excessive gullibility and forgiveness. Maintaining peace and harmony in the team is their main priority. With a dominant "S" they will strive to avoid conflict at all costs.

"SC-CS", Green-Blue and Blue-Green, Coordinator:

• Such people are usually reliable and diligent in completing tasks. They think for a long time before making a decision or giving consent, but then they can be relied on. They combine the ability to critically analyze and collaborate with others. They feel most comfortable in a stable, predictable atmosphere. Most of all, they are motivated by the desire to do everything right and maintain a harmonious atmosphere. They are afraid of surprises and irrational thinking. They are not very flexible and not very ambitious. In stressful situations, they withdraw into themselves and are tormented by the question “What if...”.

"DC-CD", Red-Blue and Blue-Red, Artist:

• These people tend to be aggressive when they strive to achieve excellence in everything they do. They feel most comfortable in rapidly changing, unstable and unpredictable conditions. They have a talent for critically assessing existing systems and finding ways to improve them. They are always at the forefront in developing new concepts and introducing innovations. The danger is that sometimes they start fixing what isn't broken. They tend to be overly critical and demanding of other people. In stressful situations, these qualities grow to causeless pickiness.

"IC-CI", Yellow-blue and Blue-yellow:

"DS-SD", Red-Green and Green-Red:

• This is the most complex and contradictory behavioral type. Such people are very rare. People with this behavioral type tend to develop vigorous activity. They are enterprising, tenacious and persistent in completing any task, so they often achieve success. They strive to achieve results in everything they do. They are overly focused on their personal tasks rather than on the tasks facing the team, but at the same time they have deep affection for the people with whom they work. When stressed, they are irritable and take the initiative. In general, these are people with uneven behavior and sudden mood swings.

3. Diagnostics of behavioral types:

What can you pay attention to in order to determine a person’s behavioral type? Here are some simple examples:

• Clothes and accessories:
  • "D" may look different. After all, the main thing for him is victory at any cost. The main thing is the goal that must be achieved, and it can change its appearance depending on the conditions set by the struggle. But what remains unchanged for “D” is the desire to show his status. At the beginning of his career, “D” tries to look cooler than he really is, spending more money on clothes and accessories than he can afford. But having risen to the very top, in order to stand out, he can, on the contrary, change into ordinary clothes, such as jeans, a T-shirt, etc.
  • "I" dresses fashionably. If it doesn’t turn out fashionable, then catchy! Those around you will definitely pay attention to his orange tie with green cucumbers, his “golden” watch the size of Big Ben, or his sports car, which may not be new, but is still eye-catching.
  • "S" does not stand out externally. Wears discreet, unobtrusive colors. He kind of fits in environment and does not stand out from it, becoming one with it, and does not violate harmony.
  • "WITH" very afraid of making a mistake. From this point of view, he can wear clothes of very well-known, “correct” brands, because this allows him to be confident in making the right choice. Looking at “C”, we will see a belt precisely matched to the color of the shoes, pressed trousers and always clean shoes.
• Office or workplace:
  • Office or workplace "D" First of all, it emphasizes his status: a large table, a high “director’s” chair, a portrait of the president on the wall. You can often see weapons and diplomas on the walls.
  • At work "I" you will definitely see something that should emphasize its uniqueness. Also, office “I” will be characterized by a rather serious mess, stickers will be posted everywhere, papers may lie on the windows, on the floor. There can be a lot of cool but useless trinkets on your desktop.
  • On the desktop "S" we see a photo of the wife, separate photos of the children and the dog. There is a flower nearby, and various pleasant little things around. The workplace is well organized, and there is a feeling that everything is in its place and somehow at home.
  • At work "WITH" order reigns. Each thing performs its function. On the wall we will not see photos of friends, relatives and friends. Most often, the necessary working information will be there: graphs, diagrams. Personal information is hidden from prying eyes.
• Facial expressions, gestures, gait, look of a person:
  • Having met with "D" you will feel a strong handshake, see a direct gaze, hear a loud voice. "D" often gives the impression of being in a hurry to get somewhere. It is typical for him to talk to several people at once, unceremoniously interrupt the conversation or interrupt the interlocutor. Therefore, sometimes he may be perceived by others as a daring, rude or reckless person. “D” has a constant readiness to compete. He seeks to dominate and can provoke conflict.
  • "I" distinguished by violent gestures, emotional speech, full of original slang words, bright facial expressions.
  • "S" usually calm, friendly and gentle.
  • "WITH" When communicating, she shows her feelings carefully - after all, the world is hostile! This is expressed in his gestures, which are restrained and functional. S's handshake will be "sparse and short", or he will try to avoid tactile contact altogether.
• Communication, behavior:
  • When expressing your opinion "D" usually open and straightforward. He says what he thinks, is harsh and even sarcastic, but not vindictive. May “explode” and disagree with colleagues, managers and subordinates.
  • In behavior "I" very friendly and looks interested when communicating. He quickly closes the distance, sometimes by telling his stories and jokes, he can close the distance to the point of being uncomfortable. These are the type of people whose appearance enlivens those around them - stories, stories gather the audience necessary to satisfy their need for recognition.
  • Communicating with "S", you will meet calm attention and goodwill. May appear to agree. Sometimes "S" gives the impression of a person who has own opinion, but did not voice it. When you make "S" a new, unexpected offer, you may feel some resistance. He will ask questions in order to test the situation and will defend the already established order of things.
  • When interacting with "C" you will feel their precision and punctuality. Working with such a person, you will see that plans for him are not just on paper - they are his life. He strictly adheres to established rules, standards and procedures. If you see him passing by and ask him to discuss your new idea, expect him to ask you to meet later after knowing how long the discussion will take. Then he agrees on the day and time. But be prepared for a serious conversation - it requires calculations, numbers, arguments.
• Summary:
  • Representatives of the behavioral type "D" They behave confidently and energetically; it is very important for them to demonstrate their status.
  • Representatives of the behavioral type "I" They strive to stand out from others due to bright and unusual accessories, original clothes, they have rich facial expressions and gestures.
  • Representatives of the behavioral type "S" behave modestly, dress comfortably and conservatively, love order and comfort.
  • Representatives of the behavioral type "WITH" they choose their things based on the price-quality ratio; they have very restrained facial expressions and gestures.

4. Interactions with people of different behavioral types

So, we found out what behavioral types of people exist and learned how to diagnose them. Now let’s look at how to most effectively interact in life and at work with representatives of each of the behavioral types considered.

• Significance of the meeting agreement:
  • "D" They value their time very much, they strive to organize it; again, a preliminary agreement on a meeting increases their status. True, due to their high dynamism, they are not always punctual.
  • Concerning "I", then these are precisely the very people with whom it is useless to negotiate time frames. Punctuality is their weakest point. In addition to the fact that you will be annoyed by their tardiness, they themselves may become upset because they were late for a meeting with you and begin to develop complexes about this, which will derail all negotiations. It is best to call them immediately before the visit and say: “Will you be there in fifteen minutes? When will you be able to? I will call you back before leaving and confirm the meeting time."
  • On the one hand, an agreement to meet with "S" reduces general level uncertainty that frightens them. On the other hand, people are very important to them. They are ready to listen to other people at any time.
  • "WITH" They really value orderliness, preparation, and action according to plan. If they are forced to discuss any issue hastily, taking them by surprise, results are guaranteed not to be achieved. This “S” can only make you angry and unbalanced.
• Establishing and developing contact:
  • Be careful when writing compliments for "D". Without having time to start a conversation, you can immediately lose their trust and interest in you. Lady "D", just like man "D", does not really trust people, so she is unlikely to believe in the sincerity of your compliment. Being direct and sharp people, they are intolerant of platitudes and insincerity. If you want to praise "D", then find something that is truly worthy of praise. “D” – people motivated to pursue a career and achieve a certain status. They are enterprising and business acumen. Therefore, it is best to praise some of their business achievements, especially since most often there is a real reason for this. “D” will perceive the citation positively, since it strengthens his status in this business communication, but here it is important not to overdo it, because “D” respects a worthy opponent who is able to confront him on an equal footing, and not a sycophant and compromiser. “D” will also perceive useful information favorably, as well as an anecdote told to the point. At the same time, “D” will appreciate a joke that is “on the verge of a foul,” politically risky or obscene.

  You can save all the banal compliments for "I". Firstly, they most often really watch their appearance, secondly, they tend to have bright, eye-catching accessories. They consider both worthy of praise. And, frankly, their ability to stand out from the crowd, while remaining natural and harmonious, is worthy of sincere approval. At the same time, “I” is pleased when people talk about them and praise them. So don't be afraid to overdo it. Quote “I”, as well as everything that others have said about “I”, to the maximum. But let me know useful information or tell an interesting story, you most likely simply won’t have the opportunity, because “I” themselves are very good at it and really love to do it. Again, don’t interrupt “I” or steal the laurels of an interesting storyteller from them.

  • "S" It will be very nice to hear a question about their family, friends, team. Compliment the comfort and order in their workplace, home, or how well their car is maintained. Most likely, in this case you are not lying. “S” is very sensitive to falsehood and deceit. Don't even try to be insincere when giving a compliment. “S” will definitely mark it. But, unlike "D", they will not besiege you with a caustic remark. It’s just that everything else you said at the beginning will be passed through the prism of mistrust and devaluation. And you won't know at what point you lost contact with them. Interesting story also suitable, because “S” are excellent listeners, and at the same time they do not really like to “pull the blanket over themselves” and tell jokes themselves.
  • The most difficult thing, of course, is establishing the first contact and generally contact with "WITH". These people are very distrustful and reserved. Any compliment will be received with skepticism. Any praise from “S” must be woven into the fabric of communication very subtly and naturally. You can praise the report or plan he has compiled, but only in the context of the conversation. Perhaps, when communicating with “S,” you should skip this part altogether and immediately move on to discussing the rules of the meeting. Quoting "S" is also difficult because if you make even the slightest inaccuracy in quoting them, you will irritate them. Most likely, they will positively evaluate useful information.
• Presentation of the proposal:
  • Presentation for "D" should be clear, dynamic, confident. If “D” feel that the interlocutor is doubtful, not sure of what he is saying, they will never accept such an offer. Even if it is obviously profitable, they will suspect a catch. There is no need to prepare a lot of numbers and evidence. "D"s don't like to delve into details. It is better to concentrate on a minimum number of the strongest arguments. They make a decision quite quickly. The main rule is the main arguments at the beginning of the presentation.
  • Presentation for "I" should be visually rich, bright and imaginative. The context and atmosphere in which the presentation is held is very important. It is also important to emphasize the role and meaning of the “I” in relation to your proposal. For example, what “I” will look like if he buys what you offer. Or what prominent role is assigned to “I” in the implementation of the proposed project. Avoid excessive numbers and calculations. It is more effective to “paint a picture of the future”, where “I” is already receiving “universal recognition” with the help of your product.
  • Presentation for "S" should be clear, logical and calm. Just tell them what you offer in simple human language, show them slides or documents that support your presentation. Remember that “S” is convinced by precedents, that is, by what has already been implemented and the effectiveness of which has already been confirmed. Also pay special attention to the sequence of actions that should be taken in connection with your proposal and the procedure for its implementation. Take your time and don’t push, pause, ask if there are any questions or if anything raises doubts.
  • Presentation for "WITH" requires particularly careful preparation. Double-check all numbers and calculations. Collect as much material as possible to support your proposal, prepare all this in writing in several copies without typos, with neat design.
• Work with objections:
  • "D"– may raise objections to test your position. First of all, do not succumb to the provocation of “D” under any circumstances. They love to conflict and provoke others into conflict. "D" are confident that " good fight"better than the "bad world" despite famous saying. As we have said many times, the optimal form of communication with “D” is calm but firm. One good thing is that they will not “hide” their objections.
  • "I" He learns about the world not through books and product instructions, but through people. He may raise objections not because he is not satisfied with something in your product, but in order to draw attention to his person. For the same reason, he may begin to drag you into a discussion of minor and, in fact, unimportant details of the agreement for him. Therefore, when dealing with “I” objections, do not try to return to numbers and calculations again if you did so at the beginning of the presentation, but turn to the personality of the potential buyer and his emotions.
  • "S". To begin with, objections will still have to be drawn out of them. Not wanting to cause tension in the relationship, “S” prefer to remain silent. After all, the world is such a good place, and there is no need to waste energy to change it! They will most likely voice their objections in a soft, questioning form. But this does not mean that these objections are easy to overcome or can simply be ignored.
  • "WITH" just like “D”, they are focused on results, not people. Therefore, working with them can be quite difficult, and at the same time terribly tedious. “S” are very corrosive, they will raise a thousand objections on the most insignificant issues. The main thing in communicating with them, as in communicating with “D,” is to control yourself and not let “C” drive you crazy.
• Motivation:
  • Motivation "D"– to achieve results and career growth. “D” must himself list the mistakes made in the work. He realizes them only if he is sure that he thought of them himself. It's no use lecturing "D". “D”’s natural tolerance to change and his ability to take active action in new conditions should be used.
  • Motivate "I" possible in their desire for active communication, to influence people, their need for recognition from other people.
  • Use the strength of precedent to "S". Through slow, unhurried analysis, bring “S” to the idea that he often resists any changes in life. Remember the times when it hurt him in his life. Show that this harmed not only him, but also those around him.
  • Motivate "WITH" because he did everything right. Remember all the times in his life when he took right decisions. Push “S” to implement his plan, speed up his actions.
• Written communication:
  • Written communication with "D" important for consolidating verbal agreements.
  • Written communication with "I" should be kept to a minimum.
  • Written communication with "S" may slow down the resolution of the issue.
  • For "WITH" written communication is the priority and most comfortable form of communication.

Let's now look at the features of communicating with representatives of mixed behavioral types, keeping in mind communication, support and preferred partnership:

"DI-ID"

• How to communicate: With representatives of such mixed types The individual must be friendly and focus on the actions that need to be taken as part of the work. You need to be brief in your communications. You should be prepared in advance for the fact that representatives of this behavioral type can behave emotionally and jump from topic to topic. It's better not to stand in the way of these people.
• How to provide support: First, listen to them and help them understand the problem. Such people need to be made to understand that they do not have to win every argument, sometimes they just need to relax and let the situation go. They are greatly encouraged by being reminded of their social status, about what they managed to achieve.
• Preferred partners: SC, SCD, SI, CS.

"IS-SI"

• How to communicate: Such people should not be rushed, they should not be put under pressure. Be rational and logical and answer questions patiently. Nonverbal expressions of friendliness are helpful.
• How to provide support: We must respect their desire to be alone and think things through. They perceive nonverbal, silent support better. You should very carefully and without pressure instill in them faith in their abilities.
• Preferred partners: I, IC, DI, IS, ISC, SC.

"SC-CS"

• How to communicate: You should speak with them openly, logically, clearly to the point, and in a laconic manner. You should be well prepared for the meeting and have an excellent command of the material.
• How to provide support: Don't interfere, leave them alone.
  Preferred partners: ID, IS, ISC, SI, SC.

"IS-SI"

• How to communicate: You should communicate with these people as friendly as possible, informally, and avoid aggression towards them. You need to prepare for long and not very structured communication. You should not put pressure on them, they should be given time to make a decision. This is especially important for SI.
• How to provide support: They need friendly attention, they need to be listened to. And then help strengthen self-esteem, emphasize their position in the team.
• Preferred partners: for SI: D, DI, DI, ID, DC; for IS: S, SC, SD, SCI.

"IC-CI"

• How to communicate: You need to speak clearly and to the point with these people, and patiently answer their questions. But at the same time, they should be allowed to express their thoughts and feelings, without interrupting or holding them back. They should be allowed to take the initiative of communication into their own hands.
• How to be supportive: Let them speak if they want to. Or give them the opportunity to be alone with themselves, if at that moment “another ancestor woke up” in them.
• Preferred partners: SC, SC/D, CS, IS.

"DS-SD"

• How to communicate: When communicating with such people, you should not show aggression or pressure, you should behave friendly and be logical and laconic, focusing on discussing actions.
• How to provide support: Do not impose or get in the way, be friendly, be flexible.
• Preferred partners: ID, DI, I, 1C, IS, CS, CSD.

5. Links to online tests

Working on yourself requires a clear understanding of your character, your DISC behavioral type. But it is very easy to make a mistake here. The fact is that the effectiveness of self-diagnosis is much lower than the effectiveness of diagnosing other people. It is difficult for a person to treat himself objectively and perceive himself as he is. Therefore, to accurately determine your DISC behavioral type, it is best to take a computer test or have other people familiar with DISC evaluate you.

Most tests to determine your behavioral type according to DISC are paid. But you can also find free online tests:

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