Participant Activity SheetActivity 1:Caselet:Read the following example and think about what should be Dr. Jones’s nextste...
Participant Inventory: DISC ProfilingRecent research concerning the specific ways that people naturally sense,conceptualiz...
3. Plot the numbers from the totals columns above, on the graph below. For   example: if the total number in the first col...
provide direct answers      stick to business      stress logic      provide pressure      allow freedom for personal acco...
having established daily (or work) patterns       being secure in life situations       consistent familiar environment   ...
Behavioral TendenciesThe Lion’s tendencies are to be (high “D”)• Compelled by ego; forceful and competitive.• Task oriente...
Appreciating inter personal relationships module
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Appreciating inter personal relationships module

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Transcript of "Appreciating inter personal relationships module"

  1. 1. Participant Activity SheetActivity 1:Caselet:Read the following example and think about what should be Dr. Jones’s nextsteps. Dr. Jones and Dr. James are teachers. Dr. James would leave most of the departmental duties for Dr Jones to perform. Dr. James usually criticizes her teaching style and her ideas in the departmental meetings. Dr. Jones & Dr. James have been in charge of the entry for the National Science Fair for the past 3 years. Dr Jones receives no help from Dr. James and very limited help from the other science teachers. When the school won the award last year for most outstanding amateur alternative heating source, Dr. James, took all the accolades without acknowledging Dr Jones’ hard work. Dr. James is now head of the Science Department and she is now even more critical and insulting. Dr Jones felt slighted as she is the one who has done most of the work in the Department for the past 5 years. Dr Jones should…Your Thoughts:
  2. 2. Participant Inventory: DISC ProfilingRecent research concerning the specific ways that people naturally sense,conceptualize and respond to situations had led to the discovery of four basicbehavior styles.Instructions for RespondingIn the space provided below, identify those behaviours which are MOST-TO-LEASTcharacteristic of you in an identified situation. Working left to right, assign “4” pointsto the most characteristic below, “3” to the next most characteristic, then “2” andfinally “1” to your LEAST characteristic behavior.Example4 – Directing 2 - Influencing 3 - Steady 1 – Cautious D I S C Directing Influencing Steady Cautious Self-Certain Optimistic Deliberate Restrained Adventurous Enthusiastic Predictable Logical Decisive Open Patient Analytical Daring Impulsive Stabilizing Precise Restless Emotional Protective Doubting Competitive Persuading Accommodating Curious Assertive Talkative Modest Tactful Experimenting Charming Easy-Going Consistent Forceful Sensitive Sincere Perfectionist TOTAL TOTAL TOTAL TOTALInstructions for Counting and Graphing1. Total the numbers in each of the four columns. Place the total number for each column in the blank at the bottom of the chart.2. Check the accuracy by adding all the columns together. When all four columns are added together they will equal 100.
  3. 3. 3. Plot the numbers from the totals columns above, on the graph below. For example: if the total number in the first column was 19, you would place the dot half-way between the 18 and the 20 in that column on the graph for that dimension.After completing your graph, circle the highest visual point. This represents yourstrongest behavioral characteristic. The higher you score on the graph, the moreintensity you bring to this behavior characteristic. Look at the letter revealed at thetop of the graph which corresponds to the highest visual point. Using this letter, lookup your behavioral style (D = dominance style, I = influencing style, S = steadinessstyle, and C = cautious style) on the attached pages. Level of D I S C Energy 40 40 40 40 38 38 38 38 36 36 36 36 34 34 34 34 32 32 32 32 30 30 30 30 28 28 28 28 26 26 26 26 24 24 24 24 22 22 22 22 20 20 20 20 18 18 18 18 16 16 16 16 14 14 14 14 12 12 12 12 10 10 10 10Understanding Lions or High “Ds”Basic Motivation: -results, challengeDesires situations which allow: freedom authority varied activities difficult assignments opportunity for advancementResponds best to others who:
  4. 4. provide direct answers stick to business stress logic provide pressure allow freedom for personal accomplishmentNeeds to learn that: you need people relaxation time is not a crime some controls/restrictions are needed everyone has a boss, even you verbalizing why you reached a conclusion is importantUnderstanding Otters or High “Is”Basic Motivation: -recognition, approvalDesires situations which allow: prestige friendly relationships freedom from control and detail opportunity to help others opportunity to motivate people platform to verbalize ideasResponds best to others who: are democratic and friendly provide social involvement (fun) along with or after working on projects provide recognition of abilities appreciate their bent towards risk-takingNeeds to learn that: time control helps deadlines are important there is such a thing as too much optimismUnderstanding Golden Retrievers or High “Ss”Basic Motivation: -relationships, appreciationDesires situations which allow: specialization being part of a team
  5. 5. having established daily (or work) patterns being secure in life situations consistent familiar environment having clearly defined goals and the steps to reach themResponds best to others who: are relaxed and amiable gives them time to adjust to changes in schedule (projects) serves as a friend allows them to work at their own pace ask “how” questions provide personal supportNeeds to learn that: change can provide opportunity you can’t be “best friends” with everybody listening to others is great, but sharing their own needs and feelings is importantUnderstanding Beavers or High “Cs”Basic Motivation: -to do things right, quality controlDesires situations which allow: clearly defined tasks security in relationships and situation team participation stability limited risk assignments that require precision, “reading directions,” and careful planningResponds best to others who: provide reassurance consistently maintain a supportive atmosphere provide an open-door policy for questions spell out detailed operating standardsNeeds to learn that: total support is not always possible thorough explanation isn’t everything deadlines must be met predictability does not equal being “boring”
  6. 6. Behavioral TendenciesThe Lion’s tendencies are to be (high “D”)• Compelled by ego; forceful and competitive.• Task oriented; move people to action; desire and cause change.• Motivated by directness; do not like to be entertained or restrained• Basic Fear: Being taken advantage of; criticism of their character (self concept/ego)• Limitations: impatience; selective listeners; have “blind spots” concerning awareness of others’ views and feelings.The Otter’s tendencies are to be (high “I”)• Optimistic and people oriented.• Socially oriented, emotionally energetic, loves to entertain.• Motivated by social recognition; need companionship and group support.• Basic Fear: rejection, disapproval in relationships, task criticism (they often interpret this as personal rejection).• Limitations: unorganized in accomplishing tasks unless they are also a high “D”.The Golden Retriever’s tendencies are to be (high “S”).• Pragmatic, a team player or family person• Likes concrete results, the “bottom line” approach.• Motivated by loyalty.• Respectful of procedures.• Basic Fear: Loss of stability, fear of the unknown, unplanned change.• Limitations: possessiveness and adherence to code of order and desire for tranquillity limits their ability to act decisively or face difficult situations.IV. The Beaver’s tendencies are to be (high “C”)• Accurate and precise; concerned for quality control.• Highly intuitive; people readers.• Motivated by the correct or proper way to do something.• Disciplined.• Basic Fear: Criticism of their work or effort.• Limitations: Overly critical and demanding of both themselves and others because of high standards; they rarely vocalize their criticisms.

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