DiSC self assessment tool
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  • 1. To order, or for more information, please contact your Inscape Publishing Authorized Distributor: Name Date Response Focus ---- I Center for Internal Change, Inc. Jahn C Goodman, MSOD. MSW Inscape Publishing Consultant & Distributor 6 N. Pine Street Mount Praspect. IL60056 Center Toll-free in US:(877) 347-2665 or (847) 259-0005 for Internal inscape .YPUbliShing authorized distributor Fax: (312) 873-3868 disc@internalchange.com Change Visit: www.internalchange.com In<.
  • 2. Response Page Instructions DiSC Classic IIIl focus: DiSC''' Classic Choose one MOST and one LEASTin each of the 28 groups of words. {See instructions on page 3} MOST LEAST MOST LEAST MOST LEAST o Responding @) Determining the Difference A. Study the first group of four words on page 2 while enthusiastic 10 brave DO 19 aggressive thinking about yourself in your selected setting or focus. A. Determine the difference between the MOST and LEAST columns for each row of the Tally Box. daring inspiring DO extroverted Enter these numbers in the DIFFERENCE column. B. Select only one woed that MOST describes you. diplomatic submissive DO amiable Use a coin or other smooth metal object to gently rub satisfied timid DO fearful the rectangle after that word in the MOST column. B. Use a plus (+) sign if the number in the MOST column is greater than the number in the LEAST reserved A symbol will appear. See Example 1. 2 cautious DO 11 20 confident DO column. See Example 2. determined DO obliging sympathetic DO C. Select only one word that LEAST describes you. Use a coin or other smooth metal object to gently rub Use a minus (-) sign if the number in the MOST column is less than the number in the LEAST column. convincing DO strong-willed impartial DO the rectangle after that word in the LEAST column. good-natured DO cheerful assertive DO A symbol will appear. C. Turn to page 4. 3 friendly 12 stimulating DO 21 well-disciplined D. Use the same procedure to respond to the remaining accurate kind DO generous groups of descriptive words. TALLY BOX EXAMPLE 2 outspoken perceptive DO animated REMEMBER: Select only one MOST and one LEAST calm independent DO persistent choice for each group. 4 talkative DO 13 competitive 22 impulsive DO controlled DO considerate introverted DO conventional DO EXAMPLE 1 joyful forceful DO The individual responding tends to be MOSTenthusiastic decisive DO private easygoing DO and LEASTatisfied in his or her selected setting. s 5 adventurous 14 fussy DO 23 good mixer MOST LEAST insightful obedient DO refined enthusiastic 000 outgoing firm DO vigorous daring DO moderate playful DO lenient DO - +11 , gentle DO 15 attractive diplomatic 24 captivating DO satisfied D~ DO NOT persuasive DO introspective contented DO humble DO stubborn demanding DO original DO f} Counting and Recording predictable compliant DO 7 expressive 16 A. Tear out the perforated area in the lower right corner logical DO 25 argumentative of this page to reveal the Tally Box on page 5. ,'~'-'-'---'-'-'-'---'-'-----'-------------'-----------,_._._._.- -'_._._-_._._-_._._._,_._-_.~._,_.- conscientious bold . DO systematic ,! , Pe,forotion' 0 Perforotion • Perforotion • Perforation' Perfo'''ll''n • Perfomtion • Perfor"tion • Perl dominant loyal DO cooperative B. MOST Choices: , 0 . i'"" i ~ responsive charming Total the number of Zs in the three MOST columns o DO light-hearted on page 2. Write this total over the Z symbol in the ! ':: , 8 poised ~~ DO 17 sociable 26 jovial DO MOST column of the Tally Box. ig observant modest DO DO patient self-reliant precise DO Use the same procedure to count and record the other symbols .... * N in the MOST columns. i , e s impatient direct DO DO soft-spoken even-tempered DO C. LEAST Choices: 9 tactful 18 willing Total the number of Zs in the three LEAST columns Lift and Tear agreeable DO 27 restless on page 2. Write this total over the Z symbol in the on Perforation eager magnetic DO neighborly LEAST column of the Tally Box. to Reveal thorough insistent DO appealing Use the same procedure to count and record the other symbols ..... * N in the LEAST columns. high-spirited DO careful TALLY BOX D. Check the accuracy by adding the MOST and on Page 5 28 respectful DO LEAST columns of the Tally Box. Each column should © 2001 by Inscope Publi,hing.lnc. All righls reseveo. pioneering optimistic DO DO total2S. If not, check your tally and symbol counts. j Reproductioo in any form, in whole orin port. Isprohibited. helpful DO Il:l ?Om h" I"" .. .,,.,,, p, ,hli<hi.......,... .. All n,.,ht, rA<"''''''''''''' , ,
  • 3. Instructions Graphs DiSCIlt Classic DiSC" Classic o Plotting GRAPH I GRAPH II GRAPH III A. Use the numbers from the MOST column of the Tally Box See Example 3. to plot GRAPH] on page 5, •,c z , , o , I'IT£NSITY Plot the Z number on the D line. a • 5"-- -.?- ...a .. ~ +27 +28 +26 +24 , +18 Plot the. number on the i line, , 11 ~ __ , a +9 +9 +14 +6 +8 -_ +12 -- _. ..... _.+6- - - - -- - Plot the'" number on the S line. e --+-5 +7 +11 +5 s Plot the * number on the Cline. - ~",-- f~ ._ ..Q._--- +6 +10 __-J:_~__ +4 +3 to • '+'5"----- Estimate the plotting point if asp ecific number is not 1-+-~,,~'f~.['--145-=->- - - I +8 +2 shown on the graph. Do not plot the N number. , " , , -2 +4 +7 +I , s ra -3 -4 +3 +6 0 B. Use the numbers from the LEAST column of the ~._- --cr---- Tally Box to plot Graph II. • e -5 +2 +5 z ""5" z " " --'- ----- ---9- -.-- --Ii· -6 -7 +I +4 -2 C. Use the numbers from the DIFFE RENCE column of the , , a o , 10 rc 13 ~ +3 "0---- _._~------ Tally Box to plot Graph III. Note the + and - signs .~"~"~"g". c c +2 -3 EXAMPLE 3 GRAf H I w •• -' -8 on Graph III. __ ...... > ...-",70>; ... -9 -I +I -4 -10 1 -'- -II -2 0 -5 v za - --12 - - -- ··'::r-··'· .._ 1 _ ..- --:t; - - -- , - .. 12 12 -13 -4 -2 -7 J!. II -3 If 10 -14 -5 -4 -8 e , )1 ~ __ ---------- --:6----·- - ..- - - - -, _. --._if---- -5 ro o Interpretation -15 -16 -8 -7 -II • A. Circle the peakts) of the four plotting points in Graph III. -27 -26 -27 -26 .. See Example 4. If two plotting points are equally high, I I III • circle both points. ~ B. Identify the behavioral tendency for each plotting point . . circled. Each scale is labeled D, i, S, or C at the top of the graph. The example shows a high point on the C scale followed by a secondary high point on the S scale. C. Turn to page 6. TALLY BOX EXAMPLE 4 - ., ;J ., .. '.~ ., --'- t - , - .n.. . ro -, -, , ;.-.--- ._~ -'-~-- -. HIGHER PLaniNG POINTS , -, -, -,, , ., • ., - . • I - - * * I LOWER PLOnlNG POINTS t N N - DONaT COMPUTE @2001 by lnsccpe Publishing, Inc. All rights reserved, Cl2001 by Inscope Publishing, Inc. All riqhts reserved.
  • 4. Guidelines for Interpretation General Highlights DiSCI!>Classic DiSCI!>Classic The purpose of DiSa- Classic is to help you understand yourself and others. The profile provides a framework for looking at human behavior Interpretation Stage I (See poge 6. Guidelines for Interpretation.) while increasing your knowledge of your unique behavioral pattern. The goal of this practical approach is to help you create an environment that DESCRIPTION ACTION PLAN will ensure your success. At the same time, you will gain an appreciation for the different motivational environments required by other behavioral styles. The three interpretation stages, which progress from general to specific, will help you master the DiSC Dimensions of Behavior approach To be more effective, for understanding people. The following summary table identifies the basis for the interpretation and its content and also offers suggestions for using each interpretation stage. -::J This person's tendencies include This person desires an environment that includes This person needs others who this person needs DOMINANCE • getting immediate • power and authority • weigh pros and cons • to receive difficult Emphasis ison results • prestige and challenge • calculate risks assignments BA.SIS OF INTERPRETATION INTERPRETIVE ONTENT C SUGGESTIONS FOR USE • to understand that they shaping the • causing action • opportunities for individual • use caution accomplishments • create a predictable need people environment • accepting challenges • a wide scope of operations environment • to base techniques on General Highlights The content provides an understanding of 1. Read the section indicated by your by overcoming • making quick decisions practical experience • questioning the • direct answers • research facts STAGE I (poge7{ the D, i, S, and C Dimensions of Behavior. highest plotting potnrts) on Graph III. opposition to • to receive an occasional ncccmplish status quo • opportunities for • deliberate before The interpretation contains general high- advancement deciding shock Based on your highest lights and includes the following: 2. Personalize the general interpretation by resons. • taking authority • to identify with a group • managing trouble • freedom from controls • recognize the needs plotting pomus) on and supervision of others • to verbalize reasons for Description • underlining the phrases that describe • solving problems GRAPH Ill. you accurately; • many new and varied conclusions 1. The individual's behavioral tendencies activities • to be aware of existing • deleting the phrases that do not apply; sanctions 2. The individual's desired environment • to pace self and to relax more • substituting appropriate phrases from Action Plan other descriptions. This person's This person desires an This person needs To be more effective, 1. What the individual needs from others 3. Read the other sections to understand aU tendencies include environment that includes others who this person needs 2. What the individual needs in order to be of the DiSC Dimensions of Behavior. INFLUENCE • contacting people • popularity, social recognition • concentrate on the task • to control time, if D or S more effective • making a favorable • public recognition of ability • seek facts is low Emphasis ison impression • freedom of expression • speak direcrlv • to make objective decisions shaping the • being articulate • group activities outside of job • respect sincerity • to use hands-on environment management • creating a motivating • democratic relationships • develop systematic Dimensional The index considers each DiSC Dimension by influencing environment • to be more realistic Continue to personalize this more specific • freedom from control approaches Intensity Index of Behavior separately. The words that or persuading • generating enthusiasm when appraising others interpretation. For each of the words and detail • prefer to deal with are revealed reflect the intensity of your others. • entertaining people • opportunities to verbalize things instead of people • to make priorities and STAGE II {pog.'! appearing in the four columns: proposals • take a logical approach deadlines tendencies in each dimension. • viewing people and situations with optimism • coaching and counseling • demonstrate individual • to be more firm with Based on the exact others, if D is low • Use a '" to indicate agreement. • participating in a group • favorable working conditions follow-through placement of your plotting potnrts) on the • Use an X to indicate disagreement. D, i, 5, and C scales. • Use a ? to indicate doubt. This person's This person desires an This person needs To be more effective, tendencies include environment that includes others who this person needs STEADINESS • performing in a • maintenance of the status • react quickly to • to be conditioned prior consistent, predictable quo unless given reasons unexpected change to change Classical Profile Insights into your work behavior and the Emphasis is on manner for change • stretch toward the challenges • to validate self-worth Continue to personalize your interpretation. cooperating Patterns work behavior of others are summarized in Learn how your blend of DiSC behavioral • demonstrating patience • predictable routines of accepted tasks • to know how personal with others • credit for work accomplished • become involved in more effort contributes to the STAGE III (page 9-19) nine key areas under the following headings: tendencies combines into a comprehensive • developing specialized skills 'Withinexisting • minimal work infringement than one thing group effort style. • helping others Based on the pattern of your Emotions: your general demeanor circumstances to on home life • are self-promoting • to have colleagues of • showing loyalty high and low plotting points carry out the tosk. • sincere appreciation • applv pressure on others similar competence Goal: what you are most motivated For additional insights, discuss the interpre- • being a good listener • identification with a group • work comfortably in an and sincerity on all four DiSC Dimensions to obtain tation with someone who knows you well. • calming excited people • standard operating unpredictable environment • to know task guidelines of Behavior. Read the other Classical Profile Patterns , • creating a stable, harmonious work procedures • help to prioritize work • to have creativity Judges others by: how you evaluate others encouraged Behavioral patterns, deter- to increase your appreciation of those with environment • minimal conflict • ate flexible in work mined by the shape of your Influences others by: how you affect procedures different behavioral styles. profile graph, provide an others' behavior integrated interpretation of This person's This person desires an This person needs To be more effective, your behavioral style. Each Value to the organization: how you tendencies include environment that includes others who this person needs Classical Pattern describes contribute CONSCIENTIOUSNESS adhering to key • • clearly defined performance • delegate important tasks • to have time to plan carefully the behavior of people with a .. directives and standards expectations • make quick decisions • to know exact job Emp haSls IS .. specific blend of the four Overuses: how your strengths can become ,. • concentratrog on key details • values of quality and • use policies only as guidelines descriptions and performance limitations onwor Ing ..' {{ accuracy objectives DiSC behavioral styles, or , . • thinking analvtica y, • compromise with the dimensions. This description c~n~clenhoUSIY weighing pros and cons • a reserved, business-like opposition • to schedule performance Under pressure: how you react to stressful ~Ithln eXlsllng • being diplomatic with people atmosphere • state unpopular positions appraisals reflects the complexity and situations circumstances • using subtle or indirect • opportunities to demonstrate • initiate and facilitate • to receive specific feedback subtlety of behavior. 10 ensure quailly approaches to conflict expertise discussions on performance Fifteen Classical Patterns Fears: what causes you discomfort and accuracy, • checking for accuracy • control over factors that • to respect people's personal • encourage teamwork and three special patterns affect their performance worth as much Would increase effectiveness through: • analyzing performance are presented. critically • opportunities to ask "why" as their accomplishments how to achieve maximum success questions • to develop tolerance • using a systematic approach to situations or activities • recognition for specific skills for conflict and accomplishments @2oo1 by 'nscoce Publishing. Inc. All right~ reserved, Cl2001 by inscape Publishinq, Inc. All,inht. ,"'."",,., ....
  • 5. Dimensional Intensity Index Finding and Interpreting Your Classical Profile Pattern DiSC* Classic DiSC~ Classic Interpretatian Stage II Interpretation Stage III The second stage of interpretation considers each dimension separately. The index reflects the intensity of Classical Profile Pattern Interpretations How to Find Your Classical Profile Pattern your tendencies on the Q i, S, and C scales. Use the procedure outlined below. Classical Patterns are based on the shape of the profile plotting o The DiSC Classic graphs are divided into seven segments. points or the relationship of the four DiS~ dimensions to The segment numbers are located in the shaded column o Draw a horizontal line from the D plotting point to a e Then rub the three spaces e Repeat the above each other. The profile shape is determined by the pattern of both high and low plotting points. The positional relationships on the right. below and the three spaces procedure for the i, 5, number in the shaded bar at above this reference point. among the four plotting points could result in hundreds of f) See Example 6 and C plotting points. the left of GRAPH Ilion patterns and would fill several volumes with the interpretations. For example, if the number " -, ._~-- page 5. See Example 5. in the shaded bar is 8, rub o Personalize your I , --~-- -., " ;;;--- ., -, , The D plotting point is in segment 2. f} Use the identified number 5,6, 7, 8, 9, 10, and 11 for a total of seven spaces. interpretation. • ., -. .. ., c The DiSC Classic Classical Pattern interpretations represent a more practical approach. The Classical Profile Patterns The i plotting poim is in segment 1. --, from the graph's shaded bar • Use a ,/ to indicate , are those profile forms that occur most frequently in the to locate the corresponding If the number falls within agreement. 'I .,. . ", population. Each represents a significantly different The 5 plotting point is in segment 6. ----1-, number in the shaded bat of ." • , behavioral style. the top or bottom three ,-,,--- , :-,-- the D column 011 this page. spaces, you will not rub • Use an X to indicate , s , • , , • The C plotting point is in segment 7. -4---1---11- .. disagreement. • , • Research subjects of each pattern were observed at work and seven spaces. For example, t) Use a coin or other metal , -'¥- interviewed by professionals in order to discover and confirm if the number is 26 you will • Use a ? to indicate object to rub the space to the rich, detailed insights summarized and published in EXAMPLE 6 rub the three spaces below doubt. the right of the number. the Classical Pattern information in this profile. Although and the two spaces above (A word will appear.) for a total of five space-s. individuals may have differences in their plotting points, EXAMPLES if the shapes of their profile graphs are similar, they can ., -, @ 28 U 28 1 u ~ have the same Classical Pattern. Of course, there will be individual differences in how that pattern is expressed. -, '-5- :I ._~.- -, , .. .~ 271 127 I '-----------,~~>---------<~~~ ~--------- I l2",------- Discussion and observation will help you to expand your __J!_ .j , • .. .. -,-;;-- re • 7 '-~-, '1 " c 2' 1 +- 2 , ' -112'1 understanding of each Classical Profile Pattern. . , -, 25' 24 " 25________ 124~~-_-----_ 24J1i 25 r 24 25]--------- Using Information from Graph III .., . ·w ., +' -• , 23 123 .-- ----.23 /23~, ------- - The interpretation for Graph III provides a description u -'w·_- a 22, f 22' _______ -.!22 , [22 of how you see yourself. The graph summarizes and '. , • • -;,- -< -8 -:-, -- -- --:f- 21 ~------~F', 21~ 21'.--------- combines two different ways of looking at yourself. • , 1 Some people find that they are more comfortable when " 20 , 20 r ----jj20,1 ,201f- _ describing themselves by their MOST choices. Others 19, - 19' may feel that they described themselves more accurately 18 1'8 >--------"1' j _______ -11'8 19 I 19!-l ,'8JI- _ _ by their LEAST choices. And still others are equally @Thece;u!t;ngnUmbe"J i·~2~~~v!~K~;~E~:~I1j~7;~N;·2:1~~ comfortable with both choice processes. The combination 17j 17 '~- ~ 17 17 of your responses to both choices (Graph Ill) provides 16, ________ " 161r--------- 15 I" ; 11-------- the most comprehensive picture of how you see yourself. are written in the boxes below the graph. 141 151 14 ~---- - __ _;; 15, -I!'4 15 14,~ 1 1- _ _ People occasionally find that either their MOST or o Example 6 segment number 2167 is listed in the [iIJ LEAST responses were affected by social desirability. In Classical Profile Pattern Table (pages 1O~13) as a 13 13 4 }- other words, they selected the words that fit their idea of Perfectionist Pattern. Write this Classical Pattern ~13 ------- 13 1- _ 12 1 how they should be in their selected environment rather name in the box provided. 12 --- ---i1'2, 112' _ than what was actually the most natural behavior for 11 10, , ~11 _______ 10 ______ --1" --1';101,--------" " ~------ them. Reading the interpretation of the Classical Pattern e Turn to page 5 and follow the above procedure for your Graph 1II will help you to determine the most to identify your patternssegments and name. 9{-i ------ __ 10.;- _ 9 I 9~ accurate description of your behavioral style. 8 1 8 8 'il-------- o See page 6, Stage III Guidelines for Interpretation. • • 8 Then read your Classical Profile Pattern inrerprerationfs) ,, 7 I 7 , ,I I , 7~ I 7',---------- Using Information from Graph I and Graph II Some people find additional understanding of themselves by to discover more about yourself. Interpretations are found on pages 14 to 19 and are listed in alphabetical order. 5, I5 5. ',~------- 5 _ looking at any differences between their responses to their MOST and LEAST choices. 4 , I4 I4 , 4 _ 3 3' 3 I2 , 3 i- 1 _ 2 1 , I 2 2,~ _ 1 I, "-------~ ',"-- --- 11:12001 rnsccoe Publishing. Inc. All rights reserved. by 0 «:l2001 ov rnscooe Publishlno.fnc. Ail rrohts reserved
  • 6. Classical Profile Pattern Table Classical Profile Pattern Table DiSC'" Classic DiSC'" Classic 7777 7576--0vershifl 7374-Achiever lIn-Achiever 6667--Ov6f,hilt 6465-lnve,ligolor 6263-Achiever 5761-Gounselor ssss-o-eeun 7777--Overshiit 757S--Over,hift 7373-Achiever 71 71-Achiever 6666-0ver>hift 5354-Achiever 5] 52-Achiever 4647-Approi,er 6464-Achiever 6262-Achiever 5757--Overshift 5555-0vef,hifl 7776-0vershift 7574-Achiever 7372-Achiever 7167-lnvelligolor 6665-0veflhift 5353-Achiever 51St-Achiever 4Mb-Appraiser 777 5-0vershift 7573--Achiever 7371-Achiever 7166--l,we,tigotor 6463-Achiever 6261-Achiever szss-ovesrsn 5554-11ghl 5352-Achiever 5147-ereotive 4645-Appraiser 7774-lnspiratianal 7572-Achiever 7367-inve,tigatar 7165-lnvestigota' 6664--Jnspirotional 6663--lnspirolional 6462--Achiever 6461-Achieve, 6257-1nvesligalor szss-ovesnn 5553--Coumelor 5351-Achiever 514b-Creolive 4644-Promoler 7571-Achiever 6256-lnvesligator 5754-Persuoder 5552-Caumelor 5347--Crealive 5145-Creolive 4643-Promoter 7773-ln,pirolional 7366-lnvestigator 7164-Achiever 6662-lnspiralional 6457-lnvestigotor 7567-overshift 6255-lnvesligator 5753-Persuoder 5551-Coumelor 5346--Creotive 5144-0evelaper 4642-Promoler 7772-lnspiralional 7365-lnvestigatar 7163-Achiever 6661-lnspiralionol 64S6-lnveltlgotor 6254-Achiever 7566-0vershift 7364-Achiever 5752-Persuoder 5547-Appraiser saas-crecuve 5143-0evetoper 4641-Promoler 7771-lnspirolional 7162-Achiever 6657-0vershilt 6455-lnvestigotor 6253-Achiever 7565-0ve,shill 7363-Achieve, 5751--Persuoder 5546-Apprai,er 5344-Devetoper st-c-oeveecer 4637-Appwiser 7767-0vershift 7161-Achiever 6656-0vershitt 6454-Achiever 6252-Achiever 7564-Achiever 7362-Achiever 5747-Approiser S545-Appraiser 5343-0eveloper S 4 t -Developer 4636-Approiser 7766-0ve"hift 7157-lnvestigator 6655-0vef5hil! 64S3-Achiever 7765-0vershilt 7563-Achiever 7361-Achlever 71 56-Investigator 6654-lnspiratlonol ezsr-Acnre-er 5746-Appraiser S544-Tight 5342-Developer Sl37-Creotive 4635-Appraiser 7764-lnspiratianol 7S62-Achiever 7357-lnve,tigotar 7155-lnvestigator 6452-Achiever sac-creon-e 5745-Approi,er 5543--lnspirotional 5341-Developer Sl36-Creative 4634--P,omater 6653-lnspirationol 6451-Achlever saas-crecn-e 7763-lnspirotional 7561-Achiever 7356-lnve,tlgotor 7154-Achiever 6652-lnspiralional 5744-Per,vader 5542-lmpirotional saaz-crecnve 5135-Creotlve 4633-P,omoter 7762-ln,pirolional 7557-0vershift 735S-lnvestigotor 7153--Achiever 6651-lnspiro lional 6447-Creative szes-ctecnve 5743-Persvader 5541-lmpirationol saas-crecn-e 5134-Develope, 4632-Promoter 6446--Crealive 6244-Develope, 5742-Persvoder 5537-Apprai,er ssas-crecn-e 7761-lmpiralionol 7556-0vershlft 73S4--Achiever 7152-Achiever 6647-Approi,er S133-Developer 4631-Pfomoter 6445-Creotive ezaa-oeveicoer 5741-Persvoder 5536-Apprai,er 7757-0vershift 7555-0vershifl 7353-Achiever 7lSi-Achiever 6646-Approiser 6444-Re,ull-0'iented 5334-Developer auz-oeveiccer 4627-Appraiser 7554-Re,vlt-Oriented 7352-Achiever 6242-Developer 5737-App,aiser 5535-Approlser 5333-Developer 5131-Develope, 4626-Approiser 7756-0ver>hift 7147-Creotive 6645-Appraiser 6443-Resutl-Orlented 7553~Result-Oriented 7351-Achiever 6241-Developer 5736-ApPfaiser 5534-lnspirotional 5332-Develope' stzz-creonve 4625-Approiser 775S-0veflhlft 7146-Crealive 7754-lmpirational 75S2-Resul!-Oriented 7347-Creotive 7145-Creolive 6644-ln,pirotionol 6643--ln,pirationoi 6442-Resull-Orienled 6441-Resull-Oriented szaz-crece-e 5735-APPfaiser S533-lnspirational 5331-Developef 5126-Creotive 4624-Promoler 7753--lnspirotionol 7551-Resutt-Oriented zaas-crecu-e 7144-Developer ezae-creonve 5734-Persuoder 5532-lnspira lional sazz-c-ecnve 5125-Creotive 4623-Promoler 7752-lnspiratlonal zsc-c.ecn-e zaas-crecnve 6642-lnspf'otional 6437-Creative szas-crecuve 5733--Persuade, 5531-lnspirotionol ssas-crecsve 5i24-Developer 4622-Promoter 7143-Develaper 6641-lnspi'otional e-ce-crecn-e 7751-Inspirational 7747-App,oiser 7746-Approiser 7546--C,ealive 754S-C,eative 7544-Resvlt-Orienled 7344-Developer 7343-0evelope, 7342-Developer 7142-Developer 7141-Developer zuz-crecnve 6637-Approiser 6636--Approlser 6635-App'0Iser 643S-Creotive 6434-Resvlt-Oriented e-ea-eeson-onemec 1 6234-0eveloper 6233--0eveloper 6232-0eveloper 6231-0eveloper 5732-Pe'suoder 5731-Persuoder 5727-Appraiser 5726-App,oise, 5527-Approiser 5526-Appraiser 5525-Approiser 5524-lnspirationol saas-creca-e 5324-Developer 5323--Developer 5322-Developer 5123-Developer 5122-0eveloper 5121-Developer 5117-Crealive 4621-Promofe, 4617-App'aiser 4616-Appraiser 7745-Approi,er 7744--lmpiralionOI 7743--lnspirationol 7742-lnspi,ational 7543-Result·O,iented 7542-Result-Oriented 7541-Result-Oriented 7537-Creotlve 734 I-Developer 7337-Creatlve 7336--Creative 7335-Creative zus-crecnve 7135-Creative 7134-Developer 6634-105plfolional 6633-105plrallonol 6632-I05pirotlonol 6432-Result-Oriented ssat-eeson-onemee 6427-Cfeolive J 6227-Cfeolive 6226-Creotive saas-c.ecn-e 5725-Approise, 5724-Pe"voder 5723--Persuader 5523-lnspi,olfonol 5522-lnsplrolionol 552H05piralionai 5321-Developer 5317-Crealive sare-crecnve 5116--Creative 5115-Crealive 5 T14-Developer 461S-Approiser 4614-P,omoter 4613--P,omoter 4612-P,omofer 7133--Developer 6631-I05pirotionot 6426-Cfealive 7741-lnspirotionol 7536-Creotive 7334-Developer 7132-Developer 6627-Appraiser 6425-Crealive 6224-Developer 5722-Per,uoder 5517-Appro;ser sars-c.ecn-e 51 13--Develaper 461 I-Promoter 7737-Appraiser 7535-Creolive 7333-Developer 6223--Developer 572I--Per>uader 5516-Appraiser 5314-Developer SI12-Develope, 7131-Developer 6626-Approiser 6424-Resull-0rienled 5717-Appraiser 7736~Appraiser 7534-Resvll-Oriented 7332-Developer 6222-Developer 55 IS-Appraiser 5313--Develope, 51 II-Developer 7127-Creotive 6625-Approiser 6423--Result-Orienled 5716-App,aise' 4577 7735-ApPfoiser 7533-Resull-Orlented 7331-Developer 6221-0eveloper 5514-lmpirotionol 5312-Developer 7126-Cfeotive 6624-lnspira lional 6422-Re,ult -Orienled 571S-Apprai,e, 4577-Proclitioner 7734-ln,piralional 7532-Resull-Orienled 6217-Creative 5513--lmpirotionol 531 I-Develope' 7327-C'ealive 7125-Creotive 6623-lnspiralional 6421-Resvlt-Oriented 6216--Creotive 5714-Persuade, 5512-lmpirotionol 4777 4S76-Proclitione, 7733-lnspirolionol 7531-Resvlt-Orienled 7326--Creative 7124-Developer 6622-lnspirolional 6417-Creotive 4777-Proctilioner 4575--Pfaclitioner 7527-Creative 621S-C'ealive 5713-Persvader 5511-lmpirolionol 7732-lnspirationol 7325-Creatlve 7123-Developer 6621-lnspirationol 6416-Creotive 6214-0eveloper 5712-Persvoder 5277 4776-Practilioner 4574-Agent 7731-lnspiratlonoi 7526-Creotive 7324-Developer 7122-Developer 6617-Approiser 6415-Creotive 5277...Jnvesligolor 477S-Praclilfoner 4573-Agent 7525-Creotive 6213-0eveloper 571I-Pelsvoder 7727-Appraiser 7323--Developer 7121-Develope' 6616--Approise, 6414-Resvlt-Oriented 6212-0eveloper 5477 5276-lnvesllgalor 4774-Coumelor 4572-Agent 7726-Approiser 7524-Result-Oriented 7322-Developer 7117-Creolive 6615-Appmiser 6413-Resull·Ofiented 5477-lnvestigotor 5275-lnvestlgolor 4773-Counseior 4571-Agent 7725-Approi,e, 7523--Re,ull-Oriented 7321-Developer 7116--Creative 621I-Developer 5677 5476--lnvestlgolor 5274-Achlever 6614-lnspirotional 6412-Result-Oriented 4772--Covnselor 4S67-PmcHlioner 7724-lnspirotionol 7522-Resull-Orlented 7317-Creolive 7115-Creative 6613--lnspirational 6411-Resull-Oriented 5677-Qvershift 5475-lnvestigalor 5273-Achiever 4771-Counselor 4566-Proclitione, 7723-lnspirolionol 7521-Resvll-Oriented 7316-Creotive 7114-Developer 6612-lnspirotionol 6177 5676-0vershill 5474-Achiever 5272-Achievef 4767--ProctiJ1oner 4565-Practilioner 7722-lnspirotionol 7517-Creative 7315-C,eolive 7113--Developer Mll-inspiralionol 6177-1nvesligator 5675-Qvershitl 54i3--Achlever 5271-Achiever 4766-Proctilioner 4S64-Agent 7721-lnspl,otionol 7516--Creotive 7314-0evelope, 7112-Developer 6377 6176-lnvesligator 5674-Agent 5472-Achlevef 5267-lnvestigotor 4765-Proclitioner 4563--Agent 7717-Approiser 7515-Creative 7313-Developer 71 II-Developer 6377...Jnvestigotor 617S-lnvestigato, 5673--Agent 5471-Achlever 5266-lnve,tlgalor 4764-Counselor 4S62-Agenl 7716-Appraiser 7514-Re'ult -Orienled 7312-Developer 6577 6376-lnvestigator 6 I 74-Achiever 5672-Agent 5467-lnve,tlgotor 5265-lnvestigotor 4763-Covnselor 4561_Agenl 7715-App,ai,er 7513-Result-Oriented 731 I-Developer 6577-0vershift 6375-1nvesligator 6173-Achlever 5671-Agent 5466-lnvesligalor 5264-Achiever 4762-Covnsetor 6777 6576-0vershill 4557--P'aclitloner 7714-lnspiralional 7512-ReIVlt-0,ienled 6374-Achiever 6172-Achlever 5667-ove"hill 5465-lnvestigotor 5263-Achiever 4761-Counselor 6777-overshifl 6575-0vershilt 4556-Proclitioner 7713--lnspirotionol 7511-Resvlt-Oriented 6373--Achiever 6171-Achiever 5666-0ve"hifl 5464-Achiever S262-Achiever 4757-P'oclitloner 7712-lnspiro lionol 7277 6776--overshift 6574-Achiever 6372-Achiever 566S-0vershilt 4555-Tlght 7277--lnvesHgotor 6167-lnvestigator S463-Achieve' 5261-Achiever 4756-P,octitioner 4554-Covnselor 771 Hnspi'otionol 677S-overshllt 6573--Achiever 637t-Achiever 5664-..Counselor 5462-Achiever 7477 7276-lnve,Hgotor 6166-lnvestlgator 5257-lnvesllgalor 475S-Proclitioner 4553-Counselor 6774-lnsplrolional 6572-Achiever 6367-lnve,tigator 5663--Covnselor 5461-Achiever 7477-lnvestigolo' 7275-lnvestigotor 616S-lnvesllgolor 5256-4nve,lIgator 4754-Covnselor 4552-Counselor 6773--inspiralional 6571-Achiever 6366-lnvestlgolor 5662-Counselor 5457--lnvestigalor 7677 7476-lnve5tigator 7274-Achiever 6164-Achiever 5255--lnvestlgator 4753-Counselor 4551-Covnselor 6772-ln,pirationol 6567-0vershift 636S-lnvesligator 5661-Counselor 5456-lnve,ligalor 5254-Achleve, 7677-0vershift 7475-lnvestigator 7273--Achiever 6163-Achiever 4752-Counselor 4547~Praclilloner 6771~lnspirational 6566-overlhift 6364-Achiever 5657-overshift 5455-lnvesligolor 5253-Achieve, 7676--0ve"hill 7474-Achiever 7272-Achieve' 6162-Achiever 4751-Counselor 4546-Practitioner 6767-overshift 6565--0vershift 6363-Achiever 5656-Qvershift 5454-Achiever 5252-Achieve, 7675-0vershift 7473-Achiever 7271-Achiever 6161-Achiever 4747-Approiser 4545-Practilioner 6761t--Overshllt 6564--Achlever 6362-Achiever 5655-0ve"hiil 5453--Achlever 5251-Achiever 7674-Achiever 7472-Achiever 7267-lnvestigalar 6157-lnvestigotor 4746-Appraiser 4544-Tlght 6765-0ve"hill 6563--Achiever 6361-Achiever 5654-Persuader 5452-Achiever 5247-Crealive 474S-Approlser 7673--Achlever 7471-Achiever 7266-lnvesligotor 6764-lnspirolional 6156-lnvesligator 4543-Counselor 6562-Achiever 6357-lnvesligolor 6155-lnvestigolor 5653-f'ersuoder 545t-Achiever 5246-Creotlve 4744-Promoler 4542-Counselor 7672-Achiever 7467...Jnve,tigotor 7265-lnvelligotor 6763-lnspirolional 6561-Achiever 6356-lnvestigol0l 6154-Achiever 5652-Persuader S447-Creolive 5245-CreoHve 4743~Promoler 4S41-Counselor 7671-Achiever 7466-lnvesligotor 7264-Achiever 6762~lnspirolional 746S-lnvestigator 6557-overshlft 6355-1nvesligolar 6153-Achiever 5651-Pe,suader 5446--Creallve 5244-Develope, 4742-Promoler 4537-Appralser 7667-overshilt 7263--Achieve, 676 Hnspirolionol 6556--0ver,hllt 6354-Achiever 7666-0vershllt 7464-Achiever 6152-Achiever 5647-Approiser 5445-Creolive 5243--0eveloper 4741-Promoler 4536-App'01,er 7262-Achiever 6757--overshilt 655S-0ver,hilt 6353-Achiever 7665-0vershill 7463-Achiever 7261-Achiever 6lS1-Achiever 5646-Approi,er 5444--1ighl 5242-Developer 4737-Appmlsel 4535-Approl,er 6756-0vershift 6554-Result-Orienfed 6352-Achiever 5645-Approiser 5443-Resvlt-Oriented 5241-Developer 7664-lnspiralianol 7462-Achfever 7257-lnvestigolor 67SS--Ovelshilt 6147-Creolive 4736-ApPfolser 4534--Promoler 7461-Achiever 6553-Result-Oriented 6351-Achieve' 6146-C'eolive 5644-Persvoder 5442-Resull-Orienled 5237-Creative 473S--Appraiser 4533--Promoter 7663--1nspirotionol 7256--1nvesligator 6754-lnspirational 6552-Result-Orienled 6347-Creatlve 7662-lnspirationol 7457-1nve,lIgolo, 725S-lnvestigator 6145-Creotive 5643-Persvoder S441-ResulI·Oriented 5236-Creotive 4734-P,omoter 4S32-Promoler 6753-ln,pirotionol 6551-Result-O,ienled 6346-Creative 5642-Per>voder 5437-Creatlve 5235--Creotive 7661-lnspirational 7456...Jnvesligolor 7254-Achiever 6144-Developer 4733-Promote' 4S31-Promoter 6752-lmpl'otionol 6547-Creolive 6345-Creotive 5641-Persvoder 5436-Creative 5234-Developer 4732-Promoter 7657-overshilt 7455-lnvestigotor 7253--Achiever 6751-ln,pi,otlonal 6143-Developer 4527-Approiser 7454-Achiever 6546-Crealive 6344-Developer 6142-0eveloper 563i-App,oisef 5435-Creative 5233--0eveloper 4731-PTomole, 4526--Appraiser 7656-0vershllt 7252-Achiever 6747-App,alser 7453--Achievef 6545-Creative 6343-Developer 614 I-Developer 5636-Appraiser 5434-Resvlt-O,iented 5232--Developer 4727-Approiser 452S-Appraiser 7655-0ve"hilt 7251-Achiever 6746-Appfolser 6544-Resull-Orlented 6342-Developer 7654-lnspiralionai 74S2-Achiever 6137-Creative 5635-Appraiser 5433-Result-Oriented 5231-0eveloper 4726-Approiser 4524-P,omoter 7247-Crealive 674S-ApProlse, 6543-Resull-Oriented 6341-0eveloper 7653--lnspirolior1al 7451-Achieve! 7246-Creative 6136--Creative 5634-Persvoder 5432-Result-Oriented 522i-Creolive 4725-Approiser 4523-Promoter 6744-lnspirotionol 6542~Result·Oriented 6337-Creolive 5633-Persuoder 5431-Result-Orienled 5226-Creolive 4724-Promote, 7652-lnsplrolional 7447-Creotive 7245-Creotilre 613S-Crealive 4522-Promoter 6743--lnspirotional 6541-Result-Orienled 6336-Creolive 5632-Persuoder 5427-Crealive 5225-Creative 4723-Promoler 7651~lnspirotionol 7446~Creotive 7244-Developer 6134-Developer 4521-Promoler 6742...Jnspiratlonol 6537-C'eative 633S-Creotive 563t-Persuade, 5426-C,eative 5224-Developer 4722-Promoler 7647-Cleotive 7445-Creotive 7243-Developer 6133-Developer 4517-Approiser 674HnspirotTonoi 6536-Cfeative 6334-Developer S627-Approiser 542S-Creative 5223-Develope, 4721-Promoter 7646-Crealive 7444-Rewlt-Oriented 7242-Developer 6737-App,aiser 6132-Developer 4516-Approlser 6535-Creative 6333--Developer S626-Approiser 5424-Re,ull-orienled 5222-Developer 4717~Approlser 7645-Creotive 7443--Result-0,lented 7241-Developer 6131-Developer 451S-Approiser 6736-Approi'er 6534-Relull-Orienled 6332-Developer 562S-Approlser 5423-Re,ull-Oriented 5221-Developer 47t6-Approiser 7644-lnspjmtional 7442-Resull-Oriented 7237-Creative 6127-Crealive 4514-Promoter 673S-Apprai'er 6533--Result-Oriented 6331-Developer 5624--Persuoder 5422-Resvll-Oriented 5217-CreoHve 471S--App'0Iser 7643--lnsplrotionol 7441-Resull·Oriented 7236-Creahe 6734-lnspirolionol 612&-Creative 4513-Promoler 7437-Creolive 6532-Resull-Oriented 6327-Creotive 5623--Persvoder 5421-Resvlt-Oriented 5216--Creolive 4714--Pramoter 4512-Promoler 7642-lnspirotionoi 7235-Crealive 6733--lmpirolionol 6125-Creotive 6531-Resuil-Oriented 7641--lnspirolional 7637-Creotive 7636--Cleollve 7436--Creotive 743S--Creative 7434-Resvlt-Oriented 7234-Developer 7233-{)eveloper 7232-0eveloper 6732-lnlplralionol 6731-lnspiralianol 6527-C'eolive 6526-C,eative 6326-Creotive 6325-Creative 6324--0eveloper ! 6124-Developer 6123-Developer 6122-0eveloper 5622-Persvoder 5621-Persvader 5617-Appraiser 5417-Cfeative 541&-Creolive 5415-Creotlve 521S-Creotive 5214-0eveloper 5213-0eveloper 4713-Pramoter 4712-P,omoter 471 I-Promoter 45 I-Promoler 4477 6727-Approise' 652S-Creotive 6323-Developer 5616--Approiser 5414-Result-Oriented 5212-0eveloper 7635-Crealive 7433-Result-Orienled 7231-Developer 6726-Approiser 6121-Developer 4477-Perfeclion ,t 7432-Result·Orienled 6524-Result-Orienled 6322-Devetoper 5615-App'aiser 5413-Resuit-Orienled 521I-Developer 7634-lnspirationol 7227-C'eolive 672S-Appraise, 6523-Result-O,ienled 6321-Develope, 6117-Creotive 5614-Persuader 5412-Result-Orienled 4677 4476-Perfeclion sl 7633--lnspirotional 7431-Resvlt·Orienled 7226--Crealive 6724-1n,pirotional 6116--Creatlve 4677-Proctitioner 447S-Perfeclion Sl 6522-Result-Drienled 6317-Creotlve 5613-Persuader S411-Result·Oriented 7632-lnsplrationol 7427-Creative 7225-Creative 6723-lmpirationol 6521-Result-Oriented 6316-Creotive 61 IS-Creative 5612--Persuade, 5177 4676-Practitioner 4474-5peciolist 7631-lnsplralional 7426-C,eotive 7224--Developer 61 14-0eveloper 5177-lnvestlgotor 4675-Practltioner 6722-ln,plrotionol 6517-Creotive 6315-Creatlve 561 I-Persuade' 4473--Speciolist 7627-Creotive 7425-Creotive 7223-Deveioper 61 13-Developer 5377 5176-lnvestlgolor 4674-Agent 6721-lnspirolionol 6516--C,eative 6314-Developer 4472-Speciolist 7626-Creotlve 7424.--Re,ult-Driented 7222-Developer 61 12-Developer 5377-lnvestlgotor 517S-lnvestigator 4673-Agent 4471-Specialisl 67 17-Approiser 651S-Crealive 6313-Developer 7625-Creolive 7423-Re,ult-Oriented 7221-Developer 61 1l-Oeveloper 5577 5376-lnvestigotor 5174-Achiever 4672-Agent 6716-Appraise, 6514-Re,ull-Oriented 6312-Developer 4467-Perfeclionist 7624-lnspirotionol 7422-Resull·Orienled 7217-Creolive 5577-0ver,hift S37S-lnvestigotor 5173-Achiever 4671-Agent 67 I5-Approlse, 6513-Resull-Orienled 631 I-Developer 4466-Perlectlonist 7623--lmpirotionol 7421-Result-Orienled 7216--Creative 5576-0vershifl 5374-Achiever 5172-Achiever 4667-Practitioner 7622-lnspirallonol 7417-Creotive 721S--Creolive 6714-lnspirotlono I 6512-Resull-Oriented 5777 5373-Achiever 4465-Perfeclionist 6713--lmpiralionol 5777-0vershifl 5575-0vershffl 5171-Achiever 4666-P,oclitioner 4464-Specialisl 7416--Creallve 6511-Result·Oriented 7621-lnspirationol 7214--0eveloper 6712-lnspirotionol 6277 5776-Ove,shilt 5574-Agenl 5372-Achiever 5167-lnvestigolor 4665-Practitioner 4463--Speciolisl 76f7-C'eative 741S-Creotive 7213--Developer 6277-lnvestigolor 5573-Agenl 5371-Achiever S166-lnvestigolor 4664-Counselor 4462-Specialisl 6711-1nspirolional 577S-0ve"hill 7616-Creotive 7414-Result-Oriented 7212-0eveloper 6477 6276-lnvestlgator 5774-Covmelor 5S72-Agenl 5367-1nvestlgolor 516S-lnvestigalor 4663-Coumelor 4461-Speciolist 7615-Creotlve 7413--Resul1-0riented 721I-Developer 6477-lnvestlgator 627S-lnvestigator 5571-Agenl 5366--lnvestigotor 5164-Achiever 4662-Counselor 4457-Perleclionisl 7412-Result-Oriented 6677 5773-Covnsetor 7614-inspi'alional 6476-lnvesligolor 6274-Achiever 5567-ove"hill 5365-1nvesliga lor 5163-Achiever 4661-Counselor 4~56-Perfeclionisl 7411-Resull-Onented 6677-overshitt 5772-Covnsetor 7613-1nsplrotionol 7177 6475--lnvestigalor 6273--Achiever 556&-Overshift 5364-Achiever 5162-Achiever 4657-Praclitioner 445S-Tight 667&-Overshift 577I-Counselor 7612-lnsplrotional 7177-lnvestigotor 64?4-Achiever 6272-Achiever 556S-0vershirt 5363-Achiever 5161-Achiever 4656--ProclitToner 4454-Tight 667S-Ove"hifl 5767-0vershin 7611-lnspirationai 7377 6473--Achiever 6271-Achiever 5564-Agent 5362~Achiever 5157-lnvesligotor 465S-P'oclitioner 4453--Specialisl 7T76-lnvestigotor 6674-lnsplralianol 576&-Ove,shiJl 7377-lnvesligotor 7175-1nvestigator 6472-Achlever 6267-lnvesligotor 5563-Agent 5361-Achlever 5156-lnvelligolof 4654-Counselor 4452-Speciolist 6673-lnspirolianal 5765-0vershllt 7376-lnv8s1lgalor 6471-Achiever 626&-lnvestigator 5562-Agent 5357-lnvestigotor 515S-lnve,ligotor 4653-Counselor 4451-Speciolisl 7577 7174-Achiever 6672-lmpiroiianal 6467-lnve,ligator 626S-lnvestigotor S764-Coun,elor 5561-Agent 5356-lnvestigotor 5154-Achiever 4652-Counselor 7577-0vershiJl 737S-lnvestigator 7173-Achlever 5763-Counselor 4447-0bjective Thinker 6671-lmplrotional 6466-lnvestigator 6264-Achlever 5557--Qvershlll 535S-lnvesllgotor 5153--Achlever 4651-Counselor 5762-Counselor 4446-0bJective Thinker © 2001 by Inscope Pubtishing, Inc_ All righl~ rese0Jed.
  • 7. Classical Profile Pattern Table Classical Profile Pattern Table rssc- Classic DiSC~Classic 444S-Tight 4243--Undershifl 3741...f'romoter 3536--Approi,er 3334--Tighl 3132-Undershifl 2627-Appraiser 2425-0bjectlve Thinker 2223-Unde"hif/ 1721-Promoter ISIS-Appraiser 1312-Undeflhiff 4444-Tight 4242-Undershift 3737-Approise, 3535--Approi,er aaaa-unoeoran 3131-Undershift 2626--Appraiser 2424-UndershiFt 2222-Undershift 1717-Apprai.er I 514-Promoter 1311-Undershllt 4443-Tighj 4241-Undershift 3736-Appraiser 3534-P,omoler 3332--undershift 3127--Qbieclive Thinker 2625-Appraiser 2423-Undershifl 222)-Undershift 1716--Approiler 1513--Promoler 4442-Undershift 4237-0bjective Thin~er 373S-Appraiser 3533--Promoler aaar-unoersnn 3126--0blecllve Thinker 2624-Promoler 2422--1Jndershift 2217-Dbjeclive Thinker 1715-Apprai'er 15I 2-Pramoter 4441-Undershifl 4236-0bjective Thinker 3734-Promoler 3532-Promoter 3327-Dbjective Thinker 3125-0bJectlve Thinker zsza-eromcter 2421-Undershifl 2216-0bjective Thinker I 714-l'romoter 1511-Promoter 1277 4437-objective Thinker szas-ocecn-e Thinker 3733-Promoler 3531-Promoter 3326--0blective Thinkef 3124-Undershift zsaz-r'romoter 241 7-0bjeclive Thinker 2215--0bjective Thinker i 713-Promote' t2J7-Pefte<;lioni,t 4436-0biective Thinker 42301-Undershift 3732-promoter 3527-Apprai,e' 3325--0bjective Thinkef 3123-Undershift 2621-Promoler 24 16--0bjective Thinker 2214-Under,hifl 1712-l'romoter 1276-Pefle<;lioni,1 4435-0bjeclive Thinker 4233-Unde"hift 373i-Promoter 3526-Apprailer J.324-Under,hilt 3122-Undershift 2617-Approi'e' 2415-0bje<;live Thinker 2213-Undershift 1711-Promoter 1477 1275-Pe!iectionlst 4434-Tighl 4232-Undershilt 3727-Appraiser 3525-Approiler 3323-Unde"hifl 3121-Undershift 2616-Approiser 2414-Undershif/ 2212-Under,hifl 1477-Perfeclioni,t 1274-Specialisl 4433-Tighl 4231-Unde"hilt 3726-Approiser 3524-Promoler J.322-Undershift 31 l Z-Objecfive Thinker 2615-Approl,er 2413-Undershlft 2211-Undershift 1677 1476-Perfectionisl tzza-sceccast 4432-Undershift 4227--Qbjective Thinker 3725-Approiser 3523-Promofer 3321-Under,hift aus-oblecnve Thinker 2614-Promoter 2412-Undershift 1475-Perlectionisl 1272-Speciolisl 4431-Undershift 4226-0bjectlve Thinker 3724-Promoter 3522-Promoler aatz-ocjecuve Thlnkef 3115--0bjeclive Thinker 2613-Promoter 2411-Undershilt 1677-l'roctilione, 1474-Specioli$t 1271-Specioli,1 4427-0bjective Thinker 4225-0bjective Thinker 3723-Promoter 3521-Promoler 3316-0bjective Thinker 31 14-Undershift 2612-Promoter 2177 1676-Proclitioner 1473-Specialist 1267-Perfeclio'li,t 4426-0bjective Thinker 4224-Undershilt 3722-Promoter 3517-Appraiser 3315--0bjecHve Thinker 3113-Undershift 2611-Promofer 2177-Perfeclianist 1675-Praclifloner 1472-Specianst 126tr-Perlectionisl 4425-0bjecl1ve Thinker 4223-Undershilt 3721-Promater 35M-Appraiser 3314-Undershift 3112-Undershift 2377 2176-Perfectionist 1674-Agenl 1471-Speciallst I 265-Perlecfionist 4424-Undershift 4222-Undershilt 3717-Approiser 31 tt-uncerstntt 2377-Perfectionist 2175-Perfectionist 1673-Agenl 1467-l'6ffecfiani't I 264-Speclolisl 3515-Appraiser 3313-U'lde"hilt 2577 4423-Undershift 4221-Undershift 3716-Appraiser 3514-Pramoter 3312-l1ndershilt 2376-l'ertectioni,t 2174-Specioll,t 1M2-Agent ) 466-Perfectfonist I 263-Speciallsl 2577-Practitloner 2375-Perlecfionlst 2173-Speciolist 1671-Agent i 46S-Perfectlanist I 262-Speciallsl 4422-Undershift 4217--Qbjeclive Thinker 3715-Approisef 3513-Pramoter 3311-l1ndershilt 4421-Undershift 4216-0bjective Thinker 37t4-Promoter 3512-Pramoter 2777 257 e-Pructltioner 2374-Specialist 2172-Specialist 1667-Praclitloner I 464-Speciall,t 1261-Speciolisl 2777-Proclitioner 2575-Proctitioner 2373-Specialist 2171-Speciolist 1666-Proctilioner 146,J....Specialist 1257-l'erlecf1onilt 44 I 7---Dbjeetive Thinker 42t 5--Objedive Thinker 3713-Promater 3511-Pramoter 44 16-0bjective Thinker 4214-Undershilf 3712-Promoter 3277 2776-Proctltioner 2574-Agent 2372-Specfall,t 2167-Perfectionist 1665-Proctitioner 1462-Speciolisl 1256-PerlectioniSI 3277-Perlectionist 2775-Praclitioner 2573-Agent 2371-Speciatisl 2166-Perfeclionist 1664-Counselor 1461-Specloli,1 1255-Perlectionist 4415--0bjeclive Thinker 4213-Undershift 3711-promoter 44 14-Undershifl 4212-Undershift 3477 3276-Perfectionisl 2774-Counselor 2572-Agent 2367-Perfedionist 2165-Perlectionisf 1663-Counselor 14S7-Perfectianist 1254-Spec1alist 3477-Perfectiani,1 J275-Pe,fectionlst 2773-Counselor 2571-Agent 2366-Perfeclloni,t 2164-.5pecialist 1662-Counselor 1456-Perlecfianist 12S3-Speciali,t 4413-Undershil1 4211-Undershift 4412-Undershifl 3677 3476-Perfedioni,1 3274-Specialist 2772-Counselor 2567-Prodilioner 2365-Perfectionisl 2163-Specialist 1661--counselar 1455-Perlectlonist 12S2-Specialist 3677--Proctjtjoner 3475-Perfectionist 3273-Specialist 277I-Counselor 2566-Pro<;titianer 2364-Speciolisl 2162-$pecialisl 1657-Proctitloner 1454-Speciolist 1251-Specialisl 4411-Undershifl 4177 3676-Practitioner 3474-Speciali,1 3272-Specialist 2767-prac1itioner 2565-Proctitioner 2363-Specialist 216t-Specialist 1656-Proctitloner 14S3-Speciolist 1247---Dbjective Thinker 4177-Perfectioni,t 3675-f'roclitioner 3473-Speciallsl 3271-Speclalist 276tr-Proctitloner 2564-Agent 2362-Specialist 2157-Perlectionist 1655-Proc1itioner 1452-Speciallst 1246-0bjeclive Thinker 4377 4176-Perfectionist 3674-Agenl 3472-Speciall,1 3267-Perfectionist 2765-Proclitioner 2563-Age'lt 2361-Specialist 2156-l'erleclionist 1654-Counselor 1451-Speciolist 1245-0bjective Thinke, 4377-Perfectionist 4175-Perfectionisl 3673-Agenl 3471-Speciali51 3266-Perfectionisl 2764-Counselor 2S62-Agenl 2357-l'ertectioni't 2155-l'erlectfonist 1653-Caunselor 1447--Qbjective Thinker 1652-Caunselor 1244--l1ndershilt 4376-Perfectlonist 4174-Specialist 3M2-Age'll 3467-PerleClionist 3265-Perfectioni,1 2763-Counselor 2561-Agent 2356-Perlection;st 2154-Speciolist 1446-0blective ThInker 1243-Undershilt 4375-Perfoctionist 4173-Specialist 3671-Agenl 3466-PerJecfionist 3264-Specialist 2762-Caunselor 2S57-Practltioner 2355-PerJectionist 2153-Speciolist 165t--counselor 144S-objecttve Thinker 1242-Undershitl 4374-Speciolist 4172-Speciolist 3667-Practilioner 3465-PerleCllonlst 3263-Specialist 2761-Counselor 2556-Pmctltioner 2354-Speciolist 2152-Specioli,t 1647-Pmclitioner I 444-Unde"hllt t241-Undershiff 4373-Speciali,t 4171-5pecialist 3666-Proclitioner 3464--Specioli,t 3262-SpeCialist 2757-praditioner 2555-Prac~!ianer 2353-Speciollsl 2151-Speciolisl 1646-ProctilioMr I 443-Undershtlt 1645-Practilioner 1237--Qbjective Thinker 4372-Speciolisl 4167-Perfecflonist 3665-practilianer 3463-Specioli$1 3261-Specialist 2756-Pfactitioner 2554--Counseior 2352-Specialist 2147-0bjadive Thinker 1442-Urldershitt 1236-0bjective Thinker 4371-Specialisl 4166-Perfedionist 3664-Counselar 3462-Speclolisl 3257-Perfeclianisl 2755-Pfaclitioner 2553-Coumelor 2351-Specfalist 2146-0biecliva Thinker 1644-f'romoter 1441-lInde"hift 1643-'!'romater 1235--0blectlve Thinker 4367-Perfectionist 4165-Perfect1onist 3663-Counselar 3461-Speclolist 3256-Perfectionist 2754-Counlelor 2552--<:ounselor 2347---Dbjectlve Thinker 2i 45-0bjectlve Thinker 1437-0bjective Thinkef 1234-Undershifj 4366-Perreclioni,1 4164-Speciolisf 3662-Cou'l,elar 3457-Pertectioni,t 3255-Perfectioni,1 2753-Counselor 2551-Coumelor 2346--Qbjective Thinker 2144-Undershift 1642-l'romote, 1436-0bjactive Thinker 1641-Promoter I 233-tJnderlhilt 4365-Perfeclionisl 4163-Speclalist 3661-Counselar 3456-Peffedioni,1 3254-Speciolist 2752-Counselor 2547-Praclilionef 2345--Qbjective Thinker 2143-Undersh;ft 1435-0bjeclive Thinker 1232-Undershllt 4364-Specialisl 4162-Speciolisl 3657-Proditianer 3455-Perfedionist 3253-Speciolist 2751--counsetor 2546-PrOClilioner 2344-lIndelshift 2142-Undershilt 1637-Approiser 1434-lIndershifl i636-Appraiser 1231-Undershilt 4363-Speciolist 4161-Speciolisf 3656-Pmclitioner 3454-Specialisl 3252-Speciolist 2747-Practltioner 2545-Procfitioner 2343-Undershift 2141--1Jnderlhilt 1433-Undershift 1227--Qbjectlve Thinker 4362-Specloli,t 4157-Perlectionist 3655-Proclitioner 3453-Speciali,t 3251-$peciolist 2746-Praclitioner 2544-l'romoter 2342-Undershifl 1635-Approi,er 1432-Undershift 2137-Objective Thinker 1634-Promoter 1226-0bjectlve Thinker 4361-Specioli,t 4156-Perlectionist 3654-Caumelor 3452-Specialist 3247-0bjedive Thinker 2745-Praclitioner 2543-Promoter 2341-Undershitt 2136-0bjective Th;nker 1431-UndershiU 1225--0bjective Thinker 4357--Pertectionist 4155-Perfectianist 3653-Counselor 3451-Speciolist 1633-Promoler 1427--Qbjec!ive Thinker 3246-0bjectlve Thinker 2744-Promoler 2542-Promolef 2337 -Objective Thinker 2135-ob ective Thinker 1224-Undershilf 4356-perfectionist 4154-Speciaiisl 3652-Counselor 3447-0bjective Th nker 1632-Promoler 1426-Qbjeclive Thinker 3245-0bjeclive Thinker 2743-Promoter 254 -Promolef 2336-0bjec1ive Thinker 2134-Undershilt 1631-Pramoler 1223-Undershilt 4355-Perfectioni,t 4153-Specialist 3651-Col.!nselor 3446--Qblective Th nker 3244-Undershift 2742-Pmmoler 2537-Approiser 2335--0bjec1ive Thinkef 2133-Undershifl 1425--0bjeclive Thinker 1222-Undershifl 4354-Speciolisl 4152-5pecioli,t 3647-Praclitioner 1627-Approi,er 1424-Undershitl 3445-0bjective Th nker 3243-Undershift 2741-Promoler 2536-Approiser 2334-Undershil1 2132-Undershilt 1221-Undershift 4353-Speciolist 4151-Speciolisl 3646-Proctitioner 1626-Approlser 1423-Undershift 3444-Tighl 3242-Undershift 2737-Approiser 2535-Approiser 2333-Unde"hilt 2131-Undershilt t217-0bjecfive Thinker 4352-Specioli,t 4147-0bjective Th nkef 3645-Proclitionef 1625-Apprailer t422-Undefshift 3443-Tighl 3241-Unders.hift 2736-Appraiser 2534-Promoter 2332-Under,hlft 2127--Qbjective Thinker 1624--!'romoler I 216-0bjective Thinker 4351-Specioilst 4146-0btective Th nker 3644-Promoler 3442-Undershift 3237-0bjeclive Thinker 2735-Appraiser 2533-Promofer 2J3I-Under,ht!t 2126-0bjective Thinker 1421-Undershilt t215-0bjecfive Think'" 4347-0bjective Thinker 41 45-0bjective Th nker i623-Promoter 1417-objectlve Thinker 3643-Promaler 3441-Undershifl 3236-0bjective Thinker 2734-Pmmoter 2532-Promoter 2327-objective Thinker 2125-0bjec1ive Thinker 1622-Pmmater 1214-Undershlft 4346-0bjective Thinker 4144-Underohilt 3642-Promoter 3437-0bjective Thinker 3235-0bjective Thinker 2733-Pfamote, 2531-Promoter 2326-0blective Thinker 2124-Undershift 1416-0bjeclive Thinker 1213-Undersh;lt 1621-promoter 1415-0bjective Thinker 4345--0bjeclive Thinker 4143-Undershift 3641-Promoler 3436-0bjective Thinker 3234-Undershift 2732-Promoler 2527-Approiser 2325-0bjective Thinker 2123-Undershift 1212-Undershilt 4142-lIndershifl 16 7-Approiser 1414-UndefShifl 4344-Tighl 3637-Approiser 3435--0bjective Thinker 3233-Unde,shift 2731-Promoler 2S26-Apprai,er 2324-UndefShiFt 2122-Undershill 1211-Undershilt 4141-Undershilt 1616-Approiser I 413-Undershllf 4343-Tight 3636-Approiser 3434-Tight 3232-Unders.hift 2727-Appraiser 2525-Approiser 2323-UndefShift 2121-Unde"hifl 4342-Undershift 4137-objective Thinkef 1615-Approiser 1412-Under,hilt 3635-Approiser 3433-Tight 3231-Unde"hift 2726-Appraiser 2524-prornoter 2322-Undershilt 2117-0bjeetive Thin~er 1614-Promoter 4341-Undershift 4136-0bjective Thinker 3634-Prornoler 3432-Undershilt 3227-0bjective Thinker 2725-Appraiser 2523-Promoter 2321--.lJndershitl 2t 16-0bjective Thinker 1411--.lJndershift 1177 1613-Pmmoter I 177-l'erlectionist 4337-0bjective Thinker 4135--0bjective Thinker 3633-Promoter 3431-lIndershitt 3226-0bjective Thinker 2724-Promole, 2522-Promoter 2317-0bjedive Thi'lker 2i 15-0bjective Thinker 1612-Promoter 4336-0bjectjve Thinker 4134--l1ndershilt 3632-Promoter I 176--Perfeclionist 3427--Qbjective Thinker 3225-0bjectlve Thinker 2723-Pmmoler 252i-Prornoter 2316-0bjecfive Thinker 2114-Undershlit 1611-Pmmoter 1377 1175-l'er!ectionist 4335--0bjecnve Thinker 4133-Undershift 3631-Promoter 3426-0bjective Thinker 3224-Undershift 2722-Pramoler 2517-Appraiser 2315-0bjectlve Thinker 2113-Undershilt 1377-Perfectionist 4334-Tight 4132-Undershllt 3627-Approiser 3425--0bjective Thinker 2721-Promoler 2314-Undershil1 2112-UndershiFt 1174-Specialist 3223-Unders.hilt 25t6-Approiser 1376-Perlectionist 4333-Tight 4131-Undershift 3626-Appraiser 3424-lInde"hilt 3222-Undershift 2717-Appraiser 2515-ApProiser 2313-UndersMt 21I 1-Undershif 1577 1375-Perfectjonist i 173-Speciolist 4332-Under,hil1 4127 -objeclive Thinker 3625-Appra;ser 2312-Undershilt 1577-Proctitioner 1I 72-Speciall,t 3423-Unde"hift 3221-Undershift 2716-Approiser 2514-Promofer 1374-Specioli,1 4331-Undershill 4126-0bjective Thinker 3624-Pramoter 1576-Proctitioner 1171-Speciolilt 3422-Unde"hitt 32t7-0bjeclive Thinker 2715-Apprai,er 2513-Promoter 2311-Unde"hirt 1777 1373-Specioli,1 4327-0bjective Thinkef 4125-0b ective Thinker 3623-Promoter 3421-Underlhilt lS75-Proctitioner ;372-Speciali,1 1167-Perfectionisl 3216-0bject;ve Thinker 2714-Pramater 2512-Promater 1777-Proclilioner 4326-0bJective Thinkef 4124-Undershift 3622-Promoter IS74-Agenl 1371-5pecioll,1 1166-Perfeclionisl 3417-0bjective Thinker 3215-Objective Thinker 2713-Pmmoter 251 I-Promoter 2277 1776-Practilioner 4325-0bjective Thinker 4123-Undershifl 3621-Promoter 3416--0bjective Thinker I S73-Agenl 1367-Perfectionist I i65-Perfectioni,1 3214-Undershift 2712-Pmmoler 2277-Perfeclloni,1 1775-Praclitioner 4324-Under~hifl 4122-UndefShifl 3617-Approiser IS72-Agenl 1366-Perfectionlst 1164-Specialist 3415--0bjective Thinker 3213-Undershilf 2711-Pmmater 2477 2276-Pertectianist I 774--<:ounselor 4323-Unde"hlf1 4121-Undershift 3616-Appraiser 3414-Undershift I 571-Agent 1365-Pertectionist 1163-Speciolist 32t2-Undershilt 2477-l'erlectionisl 2275-l'erfectianist 1773-Counselor 1162-Specialist 4322-Undershilt 41 17-Qbjective Thinker 361S-Approiser 3413-Undershift I S67-proctitioner 1364-Spedaiist 3211-Undershitt 2677 2476-PerlectioniSI 2274-Specialisl 1772-Counselor 1161-Specioii,t 4321-Undershill 41 16-0bjective Thinker 3614-Promoter 3412-Undershift IS66-Pracfitjoner 1363-SpecioHsl 4317--Qbjective Thinker 4115-0bjective Thinker 3613-Promoter 2677-Practitioner 2475-Peffectioni'l 2273-Specioli,1 1771--counselor 1565-Pra<;tilioner 1I 57-Perfec1ionist 3411-Undershift 1767-Proclitioner 1362-Speciolist 4316-0bjective Thinker 4114-Under>hift 3612-Pmmoter 3177 2676-Pfactitioner 2474-Specialisl 2272-Specioli5t 1564-Agent 1361-Speciolisl 1I 56-Perfedianist 4315--0bjecfive Thinker 4113-Undershirt 3177-Perleclionill 2675-Praclitioner 2473-Specialisl 2271-Speciolist 1766-Proc1ifioner 1563-Agent 1I 55-PerFeclionist 3611-Prarnoter 357-Perfeetionist 4314-Undershift 4112-Undershift 3377 3176-Perlectionlsl 2674-Agenl 2472-Specialist 2267-Peffeetio'li,t 1765-Proctitianer 1562-Agent 1356-Perlectionist 1154-Spedoll,1 4313-Unde"hilt 4111-Unde"hift 3377-Perfectioni'l 3i 75-Perfeclianisl 2673-Agent 2471-Specioli,t 2266-Perlectionist 1764-Counseiof 1561-Agent 1I 53-Spedoli,1 3577 1355-Perlectionisl 4312-Undershifl 3376-Perfedionl,t 3174-Specialist 2672-Agenl 2467-Perfectionist 2265-Perfectionisl 1763-Counselor 1557-Proctilioner 1I 52-Spedolisl 3577-Practitioner 1354-Specialist 43t1-l1ndershitt 3375-Perfectionl,t 3173-Speciolist 267i-Agent 2466-Perfectioni,t 2264-Specialist 1762--counselor 1556-Proctitioner 1151-Spedoli,t 3777 3576-Proctilioner 1353-Speciolist 3374-Specialist 3172-Speciolist 2667-PraclitiO'ler 2465-Perfecfioni,t 2263-Speciolist 1761-Coumelor 1555-Proctitioner 1i 47--Qbjeclive Thinker 3777-Practitioner 3575-Proclitio'ler 1757-Proc1ilioner 1352-Speciolist 3373-Specioiist 3171-Specialist 2666-Proctitioner 2464-5pecialist 2262-5peciolist 1554-Counselor 1351-Speciolist I 146-0bjec1ive Thinke! 4277 3776-Proctitioner 3574-Agent J.372-Specioii~t 3167-Perfectionisl 2665-PraclitiO'ler 2463-Specialist 2261 -Specialist 1756-Proclilioner 1553-Counselor I 145-0bjeclive Thinker 4277-Perfeetio'lisf 377 S-Praclitioner 3573-Agent 1347-0bjective Thinker J371-Specioiist 3166-perfeclionist 2664-Col.!nselor 2462-Speciolist 2257-Perfectionisl 1755-Practilioner I 552-Coumelor 1144--Undershilt 4276-Perfeetloni$1 3774-Counselor 3572-Agent 1346-0bjective Thinker J.367-Perlectionist 3165-Perfectionisl 2663-Col.!nselor 2461-Speciolisl 2256-Perfectioni,f 1754-Counselor 1551-Coumelor 1143-Undershil1 4275-Perteetioni$t 3773-Counselor 3571-Agenl 1345-0bjeclive Thinker 3366-PerteClionisl 3164-Specioli'l 2662-Cal.!melor 2457-Perlectioni't 2255-Perfectioni,t I 753-Col.!melor 1547-Pmctitioner 1344-Undershill 1142-Undershill 4274-Speciali$t 3772--<:oumelor 3567-Practitioner 3365-Perlectionilt 24S6-Perlectionisl 2254-Specialisl I 752--<:ounselor 1141-Undershift 3163-Spedolisl 2661-Coumelor 1S46-Practitioner 1343-Undershift 4273-Speclolisl 3771-Counselor 3566-Procfitioner 3364-Speciotist 3162-Speciolisf 2657-Pmclitioner 2455-Peflectionist 2253-Specialist 1751-Counselor 1545-Proctitioner I 137--Qbjective Thinker 4272-Speciolisl 3767-Proctitfoner 1342-Undershift 3565-Proc1itioner 3363-Speciatist 3161-Specioli't 2656-Pmctitioner 2454-Speciolist 2252-Speciolist I 747-Proctitloner I S44-Promoter i 136-0bJeclive Thinker 4271-Speciolisf 3766-Practilioner 3564-Agenl 1341-Undershift 3362-Speciali,t 3157-Perfeclionist 2655-Praclitioner 2453-5peciolist 2251-Speciolisl 1746--Praetitfo'ler 1S43-Promoler 1337-objective Thinker 1135-0bjective Thinker 4267-Perlectioni,1 3765-Proctitioner 3563-Agenl 3361-Speciali$t 2452-Speciolist 2247-0bjective Thinker I 745-Praclltioner 1542-Pramoter 1134-Unde"hiff 3156-Perfeclianisf 2654-Counselor 1336-0bjective Thinker 4266-Perlectionl~t 3764-Caunselor 3562-Agenl 3357-l'erfectionist 3155-Perfectianist 2653--Counselor 2451-5pecioli,t 2246-0bjec1ive Thinker 1744-Pramoler 154i-Promoler 1133-Undershilt 4265-Perleclionisl 3763-Counselor 3561-Agenl 1335-0blective Thinke, 3356-Perfectionist 3154-Speciolist 2652--counsetor 2447-0bjeetive Th nker 2245-0bjec1ive Thinker 1743-Prornoler 1537-Apprai,er 1334-4Jndershilt 1132-Undershill 4264-Specialist 3762-Caunseior 3557-Praclitioner 3355-Perteclionist 2446---Dbjective Th nker 2244-Undershifl t742-Promoter 1536-Approi,er 1131-Unde"hlfl 3153-Speciolist 2651-Counselor 1333-Unde"hilt 4263-Speciolisl 3761-Counselor 3556-Proctitioner 3354-Speciolist 2445-0bjective Th nker 2243-UndershlFt 1741-Promoler 1535-Approlser 1I 27--Qbjective Thinker 3152-Specioli,t 2647-Praclitioner 1332-Undershilt 4262-Specio11,t 3757-Pfoctitioner 3555-Proctitioner 3353-Specialisl 2444-Unde"hift 2242-Undershift 1737-Appro1ser 1534-Promoter 1126-0bjective Thinker 3151-Speciali,t 2646-Praclitioner 1331-Undershlft 4261-Speciolisl 3756-Pfoclilioner 3554-Counsetor 3352-Specioli~t 2443-Unde"hift 2241-Under,hift 1736-Apprai,er 1533-Promoter 1I 25-0blective Thinker 3147-0bjeclive Th nker 2645-Pfaclitioner i327--Qbjeclive Thinkef 4257-Perfectionl'f 3755-Practltioner 3553-Counselor 3351-Speciotisl 2442-Unde"hift 2237-objective Thinker 1735-Approi~er 1532-Promoter i 124-UnderShilt 3146--Qbjeclive Th nker 2644-Pmmoler 1326-0bjective Thinker 4256-Perfectioni,t 3754-Counselor 3552--counselor 3347-Dbjeclive Thinker 2441--l1ndershifl 2236-objective Thinker 1734-Promoter 1531-Promater i 123-Unde"hift 3145--Qbjec1ive Th nker 2643-Promoter 1325-0bjeclive Thinker 4255-Perfectionist 3753-Caunselor 3551-Coun'eior 3346--0bjeclive Thinker 2437--Qbjective Thinker 2235--0bjective Thinker 1733-Promoter 1527-Appraisef 1122-Undershilt 3144-Undershift 2642-Pmmoler 1324-Unde"hilt 4254-Speciolisl 3752-Counselor 3547-Practitioner 334S-0bjecfive Thinker 2436--0bjective Thinker 2234-Undershifl I 732-l'romoter 1526-Appralsef 1323-Undershift 1121-Under,hilt 3143-Undershift 2641-Promoler 4253-Specloli,t 3751-Counselor 3546-Proclitioner 3344-Tighl 2435-0bjeclive Thinker 2233-Undershifl 173i-Prornoter 1525-Appraiser 1322-Undefshlft 1) 17--Qbjective Thinker 3142-Undershitt 2637-Appmisef 4252-5peciolist 3747-practllioner 3545-Proclitioner 3343-TJghl 2434-lInder,hift 2232-Undershift 1727-Approi,er I S24-Pmmoter 1321-Undershift 1116-0bjeclive Thinker 3141-Undershitt 2636-Appmisef 4251jfteciolist 3746-Proctilioner 3544-Promoler 3342-Undershill 2433-Undershift 2231-Undershift I 726-ApprOlser 1523-Promoter t317--Qbjective Thinker 1115--0bjective Thinker 3137-0bjective Thinker 2635-Appraiser 4247 bieclive Thinker 3745-Proctilioner 3543-Promoter 3341-Undershill 2432-Undershift 2227--Qbiective Thinkef 1725-Approiser 1S22-Promoter 1316-0blective Thinker 1114-Underlhilt 3136-0blecllve Thinker 2634-promoler 4246-0blective Thinker 3744-Promoter 3542-Promoler 3337-Cbjective lh nker 2431-lIndershift 2226-0blective Thinker 1724-Promoter 1521-Prornoler 1315-0bleclive Thinker 1113-Undershllt 3135-0bjec1ive Thinker 2633-Promoler 4245-0bjective Thlnl<er 3743-Promoter 3541-Promoler 3336-0bjective Ih nker 2427-0bieclive Thinker 2225-0bjective Thinker t723-Prornoter 1517-Approiser 1314-Undershift 1112-Undershilt 3134-Undershilt 2632-Pfomoter ... 4244-Unde"hilt 3742-Promoter 3537-Approller 3335-0bjective Th nker 2631_promoter 2426-0bJective Thinker 2224-Undershift 1722-Promoler IS16-Appraiser 1313-Undershifl l111-Undershlft 3133-Undershitl ® ?fInl hv ,...<,..,.,"''''' p, ,hli<hi ....., All ri"ht< r""<<>",,,,,-I .. 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  • 8. Classical Profile Patterns Classical Profile Patterns DiSC* Classic DiSCS Classic Achiever Emotions: is industrious and diligent; displays The motivation of Achievers is largely internal and flows from deeply Counselor Emotions: is approachable; shows affection and Counselors are particularly effective at solving people's problems. They Pattern frustration felt personal goals. Their commitment to their own goals prevems them Pattern understanding impress others with their warmth, empathy, and understanding. Their Goal: personal accomplishments, sometimes from automatically accepting the group's goals. Achievers need to see Goal: friendship; happiness optimism makes it easy to look for the good in others. Counselors prefer at the expense of the group's goal how they can blend their personal goals with the organization's goals. Judges others by: positive acceptance of to deal with others by building long-standing relationships. As a good By retaining control over the direction of their lives, Achievers Judges others by: ability to achieve others; ability to look for the good in people listener wirh a willing ear fur problems, a Counselor offers suggestions develop a strong sense of accountability. concrete results gently and refrains from imposing his or her ideas on others. Influences others by: personal relationships; Influences others by: accountability for Achievers demonstrate a keen interest in their WOrkand an intense, "open door" policy Counselors tend to be overly tolerant and patient with non-producers. own work continual pursuit of accomplishment. They have a high opinion of their work and may hesitate to delegate tasks when under pressure. Instead, Value to the organization: remains stable and Under pressure, they may have difficulty confronting performance Value to the organization: sets and they take on the work themselves to ensure that things are done righr. predictable; develops a wide range of friendships; problems. Counselors may be indirect when issuing orders, making completes key result areas for self When they delegate, they have a tendency to take back the task if it listens to others' feelings demands, or disciplining others. By adopting the attitude that "people are Overuses: self-reliance; absorption in the cask does not go according to their expectations. Their guiding premise is, Overuses: indirect approach; tolerance important," Counselors may place less emphasis on task accomplishment. Under pressure: becomes frustrated and "If Isucceed, Iwant the credit; if I fail, I will take the blame." They sometimes require help in setting and meeting realistic deadlines. Under pressure: becomes overly flexible and impatient; becomes more of a "do-er" and less of a An Achiever should communicate more with others to expand their intimate; is teo trusting without differentiating Counselors often take criticism as a personal affront, but they respond "delegator" iJJnong people well to attention and compliments for well-done assignments. When in thinking beyond either "I have to do it myself' or "I want all the credit." Fears: others with competing or inferior work They may need help in finding new approaches for achieving their Fears: pressuring people; being accused of a position of resporu.ibility, Counselors tend to be attentive to the quality standards affecting results desired results, Achievers function at peak efficiency, and they expect causing harm of working conditions and provide adequate recognition for members of Would increase effectiveness through: recognition equal to their contribution - high wages in for-profit Would increase effectiveness through: their group. eXAMPLE EXAMPLE less "either-or" thinking; clearer rask priorities; organizations and leadership positions in other groups. attention to realistic deadlines; initiative to consideration of optional approaches; willingness complete the task to compromise sborr-term for long-range benefits Agent Emotions: accepts affection; rejects aggression Agents are attentive to both the human relations and task aspects of Creative Emotions: accepts aggression; restrains Persons with a Creative Pattern display opposing forces in their behavior. Pattern Goal: group acceptance their work situation. Empathetic and supportive, they are good listeners Pattern expression Their desire for tangible results is counterbalanced by an equally strong and known for their willing ear. Agents make people feel wanted and Goal: dominance; unique accomplishments drive for perfection, and their aggressiveness is tempered by sensitivity. Judges others by: commitment to tolerate and include everyone needed. Because Agents respond to others' needs, people do not fear Although they think and react quickly, they are restrained by the wish to Judges others by: personal standards; being rejected by Agents. Agents offer friendship and are willing to explore all possible solutions before making a decision. Influences others by: empathy; friendship progressive ideas for accomplishing tasks perform services for others. Value to the organization: supports, Influences others by: ability to pace Creative persons exhibit foresight when focusing on projects, and they harmonizes, empathizes; focuses on service Agents have excellent potential for organizing and completing tasks development of systems and innovative approaches bring about change. Since individuals with a Creative Pattern have a effectively. Agents naturally promote harmony and teamwork and are Value to the organization: initiates or designs drive for perfection and demonstrate considerable planning ability, the Overuses: kindness particularly good at doing for others what they find difficult to do for changes changes they make are likely to be sound, but the method they choose Under pressure: becomes persuasive, using themselves. may lack attention to interpersonal relationships. information or key friendships if necessary Overuses: bluntness; critical or Fears: dissent; conflict Agents fear conflict and dissent. Their supportive approach may enable condescending attitude Creative persons want freedom to explore, and they want the authority to others to tolerate a situation rather than encouraging them to engage Under pressure: becomes bored with examine and retest findings. They can make daily decisions quickly but Would increase effectiveness through: in active problem-solving. In addition, the Agent's tendency ro adopt a routine work; sulks when restrained; may be extremely cautious when making bigger decisions: "Should I strength in the realization of who they are and what they can do; firmness and "low profile" - instead of having open confrontations with aggressive acts independently accept that promotion?" "Should I move to another location?" In their self-assertion; ability to say "no" when individuals - may be perceived as a lack of "toughness." Although Fears: lack of influence; failure to achieve their drive for results and perfection, Creative persons may not be concerned appropriate they are concerned with fitting inro the group, Agents have a fair standards about social poise. As a result, they may be cool, aloof, or blunt. degree of independence. Would increase effectiveness through: EXAMPLE EXAMPLE warmth; tactful communication; effective team cooperation; recognition of existing sanctions Appraiser Emotions: is driven to look good Developer Appraisers make creative ideas serve practical purposes. TIley use Emotions: is concerned with meeting Developers tend to be strong-willed individualists, continually seeking Pattern Goal: "victory" with flair direct methods to accomplish results. Appraisers are competitive, but Pattern personai needs new horizons. As self-reliant, independent thinkers, they prefer to Judges others by: ability to initiate activities other people tend to view them as assertive rather than aggressive Goal: new opportunities find their own solutions. Relatively free of the constraining influence because Appraisers are considerate of others. lnsread of giving orders of [he group, Developers are able to bypass convention and often Influences others by: competitive Judges others by: ability to meet the or commands, Appraisers involve people in the task through persuasion. create innovative solutions. recognition Developer's standards They elicit the cooperation of those around them by explaining the Value to the organization: accomplishes goals Influences others by: finding solutions Although they most often use direct, forceful behavior, Developers rationale for the proposed activities. with the team to problems; projecting a personal sense of power can also shrewdly manipulate people and situations. When required to Overuses: authority; ingenuity Appraisers help others ro visualize the steps needed in order to value to the organization: avoids "passing participate with others in situations that limit their individualism, accomplish results. Appraisers usually speak from a detailed plan of the buck"; seeks new or innovative problem- Developers tend to become belligerent. They arc persistent when Under pressure: becomes restless, critical, pursuing the results they desire and will do whatever is necessary to action that they have developed in order to ensure an orderly progression solving methods impatient toward results. In their eagerness to win, Appraisers can become Overuses: control over people and situations to overcome obstacles to success. In addition, they have high expectations Fears: "loss" or "failure"; others' disapproval impatient when their standards are not maintained or when extensive of others and can be critical when their standards are not met. accomplish his or her own result. Would increase effectiveness through: foIlow-d1rough is required. Under pressure: works alone to complete tasks; Developers are most interested in achieving their own goals. individual follow-through; empathy when Appraisers are good critical thinkers. TI1ey are verbal in their criticisms is belligerent if individualism is threatened or Opporrunities fur advancement and challenge are important to them. showing disapproval; steadier pace and their words occasionally may be caustic. Appraisers have a better challenging opportunities disappear By focusing on results, they may lack empathy or seem uncaring by control of the situation if they relax and pace themselves. A helpful Fears: boredom; loss of control dlsmi:»ing others' concerns. EXAMPLE axiom to achieve this is, "You win some, you lose some." Would increase effectiveness through: EXAMPLE patience, empathy; participation and collaboratlun with others; follow-through and attention to quality control tI> 2001 bv mscooe Publishinq, Inc. All rinhts reserved.
  • 9. Classical Profile Patterns Classical Profile Patterns DiSCa Classic DiSC!> Classic Inspirational Persons with the Inspirational Pattern consciously attempt to Overshift Emotions: accepts aggression; downplays need Before you go further, review your profile graph scores for the possibility Pattern for affection modify the thoughts and actions of others. They want to control their Pattern of errors made when cornpuring vour responses or plotting your scores. Goal: control of their environment or audience environment. They are astute at identifying and manipulating an indi- An Overshfr Pattern occurs when all four plotting points are positioned vidual's existing motives in order to direct that person's behavior toward in the upper portion of the graph. This indicates that the person consid- Judges others by: projection of personal a predetermined end. strength, character, and social power ers all four behavioral styles to be of equally high Importance. AI; a result, Inspirational persons are clear about the results they want, but tht.')' do the shape of the profile does not match any of the commonly occurring Influences others by: charm, direction, not always immediately verbalize them. They state the results they want Classical Profile Patterns. intimidation; use of rewards only after they have primed the other person, offering friendship to Value to the organisation: acts as a those who desire acceptance, authority to those who seek power, and Classical Patterns represent combinations of high and low plotting "people mover"; initiates. demands, compliments, security to those who want a predictable environment. points, whereas the Overshifr Pattern has only high plotting points. disciplines Inspirational persons can be charming in their interactions. They are When an Overshift Pattern appears in Graph Ill, it is recommended Overuses: attitude that "the ends justify persuasive when they want help in repetitive and time-consuming that one of the other two graphs be used for interpretation, but me means" details. People often experience a conflicting sensation by feeling remember that Graph I or Graph r I represents only half of the responses. It may be helpful to retake the profile with a clearer focus. Under pressure: becomes manipulative, drawn to Inspirational people and yet being curiously distanced. Others quarrelsome or belligerent mal' feel "used" by lnspirauonal persons' powers of manipulation. Although they sometimes inspire fear in others and override their Fears: weak behavior; loss of social status decisions, Inspirational persons are generally well liked by co-workers Would increase effectiveness through: because they use their considerable verbal skills to persuade others EXAMPLE genuine sensitivity; willingness to help others co whenever possible. Inspirational persons clearly prefer to accomplish l:XAMPLl: succeed in their own personal development goals through cooperation and persuasion instead of domination. Investigator Perfectionist Emotions: is dispassionate; demonstrates Objective and analytical, Investigators are dispassionate "anchors Emotions: displays competence; is restrained Perfectionists are systematic, precise thinkers and workers who follow Pattern self-discipline of reality." Generally undemonstrative, they calmly and steadily pursue Pattern and cautious procedure in both their personal and work lives. Extremely conscien- GoaL: power through formal roles and an independent path toward a fixed goal. Investigators are successful Goal: stability; predictable accomplishments tious, they are diligent in work that requires attention to detail and positions of authority at many things, not because of versatility but due to their dogged accuracy. Because they desire stable conditions and predictable activities, determination to follow through. They seek a clear purpose or goal from Judges others by: precise standards Judges others by: use of factual information Perfectionists are most comfortable in a dearly defined work environ- which they can develop an orderly plan and organize their actions. Once Influences others by: attention to detail; ment. They want specifics on work expectations, time requirements, and Influences others by: determination, tenacity a project bas begun, Investigators fight tenaciously to achieve their accuracy evaluation procedures. Value to the organization: offers comprehen- objectives. Intervention is sometimes needed to change their direction. Value to the organization: is conscientious; sive follow-through; works determinedly on tasks As a result, they can be perceived as stubborn and opinionated. maintains standards; controls quality Perfectionists may become bogged down in the details of the decision- individually or in a small group , Investigators do well with challenging technical assignments in which making process. They can make major decisions but may be criticized for Overuses: procedures and "fail-safe" they can use actual data to interpret the information and draw the amount of time they take In gather and analyse infurmation. Although Overuses: bluntness; suspicion of others controls; overdependence on people, conclusions. They respond to logic rather than emotion. When selling products, and processes that have worked they like to hear the opinions of their managers, Perfectionists take risks Under pressure: tends to internalize when they have facts that they can interpret and use to draw conclustons. conflict; holds on to grudges or marketing an idea, they are most successful with a concrete product. in past Fears: involvement with the masses; Investigators are not especially interested in pleasing people, and they Under pressure: becomes tactful and Perfectionists evaluate themselves and others by precise standards for responsibility to sell abstract ideas prefer to work alone. They can be perceived as cold, blunt, and tactless. diplomatic achieving concrete results while adhering to standard operating Because they value their own thinking ability, Investigators evaluate Fears: antagonism procedures. This conscientious attention to standards and quality is Would increase effectiveness through: others by how they use facts and logic. To increase their effectiveness valuable to the organization. Perfectionists may define their worth roo flexibility; acceptance of others; personal in personal interactions, lnvesrigators need to develop a greater Would increase effectiveness through: involvement with others role flexibility; independence and interdepend- much by what they do and not by who they are as people. As a result, EXAMPLE understanding of other people, especially others' emotions. EXAMPLE they tend to react to personal compliments by thinking, "What does ence; belief in self-worth this person wand" By accepting sincere compliments, Perfectionists can increase their self-confidence. Objective Thinker Persuader Emotions: rejects interpersonal aggression Objective Thinkers tend to have highly developed critical thinking Emotions: trusts others; is enthusiastic Persuaders work with people, striving to he friendly while pushing Pattern Goal: correctness abilities. They emphasize the importance of facts when drawing Pattern Goal: authority and prestige; status symbols forward their own objectives. Outgoing and interested in people, conclusions and planning actions, and they seek correctness and Persuaders have the ability to gain the respect and confidence of various Judges others by: ability to think logically Judges others by: ability to express accuracy in everything they do. To manage their work activities types of people. Persuaders can impress their thoughts on others, drawing Influences others by: use of facts, data, and themselves; flexibility effectively, Objective Thinkers often combine intuitive information people to them and retaining them as clients or friends. This ability is logical arguments with the facts they have gathered. X/hen in doubt about a course of Influences others by: friendly, open manner; particularly helpful when Persuaders sell themselves or their ideas to Value to the organization. defines and action, they avoid public failure by preparing meticulously. For example, verbal skills win positions of authority. clarifies; obtains, evaluates, and tests information Objective Thinkers will master a new skill privately before they use it in Value to the organization: sells and closes; a group activity. delegates responsibility; is poised and confident The most favorable environment for Persuaders includes working with Overuses: analysis people, receiving challenging assignments, and experiencing a variety of Under pressure: becomes worrisome Objective Thinkers prefer to work with people who, like themselves, are Overuses: enthusiasm; selling ability; optimism work activities that require mobility. They seek work assignments that interested in maintaining a peaceful work environment. Considered shy Under pressure: becomes indecisive and Fears: irrational acts; ridicule will give them the opportunity to look good. As a result of their by some, they may be reticent in expressing their feelings. They are is easily persuaded; becomes organized in order to Would increase effectiveness through: naturally positive outlook, Persuaders may be too optimistic about particularly uncomfortable with aggressive people. Despite being mild- look good self-disclosure; public discussion of their insights a project's results and others' potential. Persuaders also tend to mannered, Objective Thinkers have a strong need to control their and opinions Fears: fixed environment; complex relationships overestimate their ability to change the behavior of others. environment. They tend to exert this control indirectly by requiring others to adhere to rules and standards. Would increase effectiveness through: Although Persuaders desire freedom from routine and regimentation, challenging assignments; attention to Objective Thinkers are concerned with the "right" answer and may have they need to receive analytical data on a systematic. basis. Once alerted cask-oriented service and key derails; objective trouble making decisions in ambiguous situations. With their tendency to the importance of the "little things," Persuaders can use the EXAMPLE EXAMPLl: dara analysis to worry, they may get bogged down in "analysis paralysis." When they information to balance their enthusiasm with iii realistic assessment make a mistake, Objective Thinkers often hesitate to acknowledge it. of the situation. Instead, they immerse themselves in a search for information that supports [heir position. @2001 by insccoe Publishin~, Inc. All riqhts reserved. C 2001 by insccce Publi5hin~. Inc. All riqhls reserved.
  • 10. Classical Profile Patterns Classical Profile Patterns DiSC· Classic DiSC~ Classic Practitioner Practitioners value proficiency in specialized areas. Spurred on by a Specialist Emotions: wants to keep up with others in effort Emotions: is calculatingly moderate; Specialists "wear well" with others. With their controlled stance and Pattern and technical performance desire to be "good at something," they carefully monitor their own work Pattern accommodates others modest manner, they are able to work well with a number ofbehavloral Goal: personal growth performance. Although their aim is m be "the" expert in an area, Goal: maintenance of the status quo; styles. Specialists are considerate, patient, and always willing to help those Practitioners frequently give the impression that they know something controlled environment they consider friends. They build close relationships with a relarlvcly Judges others by: self-discipline;position and promotions about everything. This image is particularly strong when they express small group of associates in the work environment. their knowledge on a variety of subjects. Judges others by: friendship standards; Influences others by: confidence in their competence Their efforts are directed toward retaining familiar and predictable ability to master new skills; development of As Practitioners interact with others, they project a relaxed, diplomatic, Influences others by: consistent patterns. Most effective in specialized areas, Specialists plan their "proper" procedures and actions and easygoing style. This congenial attitude may change quickly in their performance; accommodating others work along directed channels and achieve a remarkably consistent Value to the organization: is skilled in own work area when they become intensely focused in order to meet Value to the organization: plans short performance. Appreciation from others helps to maintain that level technical and people problem-solving; displays high standards for performance. Practitioners evaluate others on the term; is predictable, consistent; maintains steady of consistency. proficiency and specialization basis of their self-discipline as measured by their daily performance. pace They have high expectations for themselves and others, and they tend Specialists are slow to adapt to change. Prior conditioning gives them Overuses: overanention to personal objectives; Overuses: modesty; low risk- raking; time to change their procedures while maintaining a consistent level unrealistic expectations of others to express their disappointment. passive resistance to innovation of performance. Specialists may need help to start new projects or Under pressure: becomes restrained; is Although they naturally concentrate on developing an organized Under pressure: becomes adaptable to those in develop shortcut methods to meet deadlines. Finished projects are often sensitive to criticism approach [Q work and increasing their own skills, Practitioners also need authority and thinks with the group put aside for further revisions. Specialists should consider throwing Fears: being too predictable; no recognition as to help others to build skills. In addition, they need to increase their Fears: change, disorganization away old files that have outlived their usefulness. an "expert" appreciation of those who contribute to the work effort even though EXAMPLE EXAMPLE Would increase effectiveness through: Would increase effectiveness through: they may not use the Practitioner's preferred methods. public discussion of their ideas; self-confidence genuine collaboration for common benefit; based on feedback; shortcut methods delegation of key tasks to appropriate individuals Promoter Tight Emotions: is willing to accept others Promoters have an extensive network of contacts. They arc usually Before you go further, review your profile graph scores for the possibility Pattern Goal: approval, popularity gregarious and socially adept, and they develop friendships easily. They Pattern of errors made when computing your responses or plotting your scores. Judges others by: verbal skills rarely antagonize others intentionally. Promoters seek favorable social A Tight Pattern occurs when all four plotting points are positioned in environments where they can develop and maintain their contacts. rhe middle area of the graph with only one segment difference between Influences others by: praise, opportunities, Verbally skilled, they promote their own ideas and create enthusiasm for the four points. This indicates that the person considers all four favors others' projects. With their wide range of contacts, Promoters have behavioral styles to be of equal importance. As a result, the shape of Value to the organization: relieves tension; access to the people who can help them. the profile does not match any of the commonly occurring patterns. promotes projects and people, including him or herself Since Promoters prefer to participate and interact with others in Classical Profile Patterns represent combinations ofhigh and low Overuses: praise, optimism activities, they may be less interested in task accomplishment. They plotting points, whereas the Tight Pattern has plotting points only may continue to seek out any situation rhat involves meeting people in the middle area. When a Tight Pattern appears in Graph Ill, it is Under pressure: becomes careless and and socializing even though their job requires attention to more solitary recommended that one of the other two graphs be used for sentimental; is disorgaulred activities. They thrive on meetings, committees, and conferences. interpretation, but remember that Graph I or Graph II represents Fears: loss of social acceptance and self-worth only half of the responses. it may be helpful to retake the profile with Would increase effectiveness through: Usually optimistic, Promoters tend to overestimate the ability of others, a dearer focus. control of time; objectivity; sense of urgency; They often leap to favorable conclusions without considering all the emotional control; follow-through on promises facts. Promoters will learn to be objective and emphasize results with and tasks coaching and direction. Time management may present challenges for EXAMPLE Promoters. By setting a time limit on conversation and discussion, they can remind themselves of the urgency of"closing" and accomplishing EXAMPLE the task. Result-Oriented Undershift Emotions: verbalizes ego strength; displays Result-Oriented people display self-confidence, which some may Before you go further, review your profile graph scores for the possibility Pattern rugged individualism interpret as arrogance. They actively seek opportunities that test and Pattern of errors made when computing your responses or plornng your scores. Goal: dominance and independence develop their abilities to accomplish results, Result-Oriented persons An Undershlfr Pattern occurs when all four plotting points are positioned like difficult tasks, competitive situations, unique assignments, and in the lower portion of the graph. This indicates that the person Judges others by: ability to accomplish tasks quickly "important" positions. They undertake responsilnliries with an air of considers all four behavioral styles to be of equally low importance. self-importance and display self-satisfaction once they have finished. A5 a result, the shape of the profile does not match any of the Influences others by: force of character; commonly occurring patterns. diligence Result-Oriented people tend to avoid constraining factors, such as direct Value to the organization: persistence; controls, time-consuming details, and routine work. Because they are Classical Patterns represent combinations of high and low plotting doggedness forceful and direct, they may have difficulties with others. Result- points, whereas the Undershifr Pattern has only low plotting points. Overuses: impatience; "win-lose" competition Oriented people prize their independence and may become restless when When an Undershfr Pattern appears in Graph IIl, it is recommended involved with group activities or committee work. Although Result- that one of the other twO graphs be used for interpretation, bur Under pressure: becomes critical and fault- Oriented people generally prefer to work alone, they may persuade others remember that Graph I or Graph II represents only half of the finding; resists participating with a team; may responses. It may be helpful to retake the profile with a dearer focus. to support their efforts, especially when completing routine activities. overstep boundaries Fears: others will take advantage of them; slow- Result-Oriented people are quick thinkers, and they are impatient and ness, especially in task activities; being a pushover critical toward those who are nor. They evaluate others on their ability to get results. Result-Oriented people are determined and persistent even Would increase effectiveness through: explanation of their reasoning and consideration in the face of antagonism. They take command of the situation when EXAMPLE necessary, whether or not they arc in charge. In their uncompromising EXAMPLE of other views and ideas about goals and solutions to problems; genuine concern for others; patience drive for results, they may appear blunt and uncaring. and humility © 2001 by inscope Publishing. Inc. All rights reserved. C 2001 by Inscope Publishing, inc. All rights reserved.