Assessment test(s) - DiSC, TKI, Kolb
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Assessment test(s) - DiSC, TKI, Kolb

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This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.

This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.

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Assessment test(s) - DiSC, TKI, Kolb Presentation Transcript

  • 1.  
  • 2.  DISC – examines observable human behavior  TKI – conflict management  Kolb – determines candidates learning style  Competency testing o Business / Scenario Cases o Management Cases o Technical skills
  • 3.   Personality and Behavioral Style
  • 4. DISC  What is DISC? o DISC measures your personality and behavioral style. o It does not measure intelligence, aptitude, mental health or values. o DISC profiles describe human behavior in various situations, for example: • • • • how you respond to challenges, how you influence others, your preferred pace and how you respond to rules and procedures.
  • 5. Think about what type of personality works well for your department or specific job role. Dominance Emphasis on shaping the environment by overcoming opposition to accomplish results Priorities Getting immediate results Taking action Challenging self and others Influence Emphasis on shaping the environment by influencing or persuading others Motivated by Social recognition Disapproval Loss of influence Being ignored Steadiness Emphasis on cooperating with others within existing circumstances to carry out the task You will notice Patience Team person Calm approach Good listener Humility Conscientiousness Emphasis on working conscientiously within existing circumstances to ensure quality and accuracy Fears Social criticism Slipshod methods Being wrong
  • 6. D I DC – challenge, results, accuracy ID – action, enthusiasm, results Influences others by: High standards, determination Influences others by: Ability to think creativity, charisma Overuses: Bluntness; sarcastic or condescending attitude Overuses: Impulsiveness, outspokenness Would increase effectiveness through: Warmth, tactful communication Would increase effectiveness through: Focusing on the details, patience, listening to others D - results, action, challenge I – enthusiasm, action, collaboration Influences others by: Assertiveness, insistence, competition Influences others by: Charm, optimism, energy Overuses: The need to win, resulting in win/lose situation Overuses: Optimism, praise Would increase effectiveness through: Patience, empathy Would increase effectiveness through: Being more objective, following through on tasks DI – action, results, enthusiasm IS – collaboration, enthusiasm, support Influences others by: Charm, bold action Influences others by: Agreeableness, empathy Overuses: Impatience, egotism, manipulation Overuses: Patience with others, indirect approaches Would increase effectiveness through: Patience, humility, consideration of others’ ideas Would increase effectiveness through: Acknowledging others’ flaws, confronting problems
  • 7. S C SI – collaboration, support, enthusiasm CS – stability, accuracy, support Influences others by: Showing empathy, being patient Influences others by: Practicality, attention to detail Overuses: Kindness, personal connections Overuses: Traditional methods, sense of caution Would increase effectiveness through: Saying “no” if necessary, addressing issues Would increase effectiveness through: Showing flexibility, being decisive, showing urgency S – support, stability, collaboration C – accuracy, stability, challenge Influences others by: Influences others by: Logic, exacting standards Overuses: Modesty, passive resistance, compromise Overuses: Analysis, restraint Would increase effectiveness through: Displaying self-confidence, revealing true feelings Would increase effectiveness through: Acknowledging others’ feelings, looking beyond data. SC – stability, support, accuracy CD – challenge, accuracy, results Influences others by: Diplomacy, self-control, consistency Influences others by: Strict standards, resolute approach Overuses: Willingness to let others lead, humility Overuses: Bluntness, critical attitude Would increase effectiveness through initiating change, speaking up Would increase effectiveness through: Cooperation, paying attention to others’ needs
  • 8.   Conflict Management
  • 9. TKI  Measure’s a person’s behavior in “conflict situations”  Definition of conflict: a) competitive or opposing action of incompatibles: antagonistic state or action (as of divergent ideas, interests, or persons) b) mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands
  • 10.  “conflict situations” are those in which the concerns of two people appear to be incompatible.  A person’s behavior in such as situation can be describe as o Assertiveness – the extent to which the person attempts to satisfy his/her own concerns o Cooperativeness – the extent to which the person attempts to satisfy the other person’s concerns
  • 11. The two basic scopes of behavior define five different modes:  Competing  Collaborating  Compromising  Avoiding  Accommodating
  • 12.  Competing = assertive and not cooperative  You try to satisfy your own concerns at the other person’s expense  Classic win/lose scenario: you can only win when your adversary does not
  • 13.  Collaborating = assertive and cooperative  Actively seeks to make sure everyone is heard, while still asserting your own position  Tries to find a win-win solution that completely satisfies all parties
  • 14.  Accommodating = unassertive and cooperative  Try to satisfy the other parties concerns while neglecting your own  Attempt to sustain the relationship, by not being assertive and pushing for what you want
  • 15.  Compromising = has characteristics of both assertiveness and cooperativeness  Both parties have some “pain points”  Attempt to find a solution that somewhat address both parties concerns
  • 16.  Avoiding = unassertive and uncooperative  Ignore  The the issues conflict is not addressed and sidestepped without trying to address either parties concerns
  • 17. Benefits of TKI  Conflict Management - insight to your staffs’ conflict resolution process will enable you to mediate issues/concerns between them  Team Building – improve team performance by quickly resolving problems  Leadership – allows you to identify and develop leaders within your department  Retention – knowing the conflict management style of your employees will make them feel like their voices are being heard resulting in a more engaged employee
  • 18.   Learning Style
  • 19. Kolb  Kolb is based on the idea that individuals move through a process of learning based on experiences and observations, which result in personal concepts, theories, and ideas  Kolb proposed that an individual's learning style was the product of two pairs of preferences we have in how we approach the task of learning o Concrete Experience - CE (feeling) vs Abstract Conceptualization - AC (thinking) o Active Experimentation - AE (doing) vs Reflective Observation - RO (watching)
  • 20.  Four stages of Kolb’s Learning Cycle are: o Concrete Experience – CE (feeling) o Abstract Conceptualization – AC (thinking) o Active Experimentation – AE (doing) o Reflective Observation – RO (watching)
  • 21.  This stage of the learning cycle emphasizes personal involvement with people in everyday situations. In this stage, the learner would tend to rely more on feelings than on a systematic approach to problems and situations. In a learning situation, the learner relies on the ability to be open-minded and adaptable to change.
  • 22.  In this stage, learning involves using theories, logic and ideas, rather than feelings, to understand problems or situations. Typically, the learner relies on systematic planning and develops theories and ideas to solve problems.
  • 23.  Learning in this stage takes an active form experimenting with changing situations. The learner would take a practical approach and be concerned with what really works, as opposed to simply watching a situation.
  • 24.  In this stage of the learning cycle, people understand ideas and situations from different points of view. In a learning situation the learner would rely on patience, objectivity, and careful judgment but would not necessarily take any action. The learner would rely on their own thoughts and feelings in forming opinions.
  • 25. Kolb  Those preferences are a combination of both how we approach a task and how we respond to and assimilate the experience  In approaching a task (processing) we have a preference for either doing or watching, and  In responding to the experience we have a preference for either feeling or thinking o The combination of these preferences creates four main learning styles • • • • Diverging Assimilating Converging Accommodating
  • 26.  prefers to watch rather than do  likes to gather information and brainstorm  will use imagination to problem solve  is able to look at things from different perspectives  generates ideas and prefers group work learning  is sensitive, imaginative and emotional  will have broad cultural interests  is interested in people  will listen with an open mind  will accept personal feedback.
  • 27.  requires good, clear explanation rather than practical opportunity  prefers readings, lectures, exploring models and theories  needs time to think things through  will have a concise, logical approach to learning  will organize information clearly and logically  considers ideas and concepts are important  creates models/theories  will have a preference for abstract ideas and theories - less focused on people
  • 28.  solves problems  uses learning to find solutions to practical situations  prefers technical tasks  likes to experiment with new ideas, to simulate and to work with practical applications  finds practical uses for ideas and problems  prefers practical problem solving rather than dealing with social or interpersonal issues
  • 29.  prefers learning that is "hands-on"  acts on "gut" and intuition rather than logic  takes a practical, experiential approach  is attracted to new challenges and experiences  relies on others for information and problem solving rather than carry out own analysis  prefers to work in teams  sets targets and actively works to achieve them
  • 30.  Knowing an employee’s (and your own) learning style enables learning / instructions to be orientated according to the preferred method  Everyone responds to and needs the stimulus of all types of learning styles to one extent or another  It is a matter of tailoring the experience to best fit with the given situation and the employee’s learning style preferences