DISC Form PDF

Date
Name
Response Focus
---I
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Instructions
Response Page
DiSC Classic
DiSC''' Classic
IIIl
focus:
Choose one MOST and one LEASTin each of the 28 groups of words.
{See instructions on page 3}
MOST
LEAST
10 brave
enthusiastic
daring
inspiring
diplomatic
submissive
satisfied
timid
2 cautious
determined
convincing
good-natured
3
DO
DO
DO
DO
friendly
assertive
adventurous
13 competitive
private
easygoing
firm
moderate
playful
persuasive
humble
original
DO
DO
DO
DO
7 expressive
15
16
conscientious
attractive
loyal
responsive
charming
poised
observant
modest
impatient
DO
DO
DO
DO
9 tactful
17 sociable
light-hearted
soft-spoken
even-tempered
eager
magnetic
thorough
insistent
high-spirited
DO
DO
DO
DO
27 restless
neighborly
optimistic
helpful
DO NOT
f} Counting and Recording
B. MOST Choices:
Total the number of Zs in the three MOST columns
on page 2. Write this total over the Z symbol in the
MOST column of the Tally Box.
Use the same procedure to count and record the other
symbols ....
N in the MOST columns.
,'~'-'-'---'-'-'-'---'-'-----'-------------'-----------,_._._._.-
,!
Pe,forotion'
DO
DO
DO
DO
Il:l ?Om h" I"" ..,.,,.,,, p, ,hli<hi.......,...,.. All n,.,ht, rA<"'''''''''''''
Perforotion
Perforation'
Perfo'''ll''n
.
,
i'""
i ~
o
! '::
~~
ig
i
C. LEAST Choices:
Total the number of Zs in the three LEAST columns
on page 2. Write this total over the Z symbol in the
LEAST column of the Tally Box.
D. Check the accuracy by adding the MOST and

LEAST columns of the Tally Box. Each column should
total2S. If not, check your tally and symbol counts.
Perforotion
, 0
Lift and Tear

on Perforation
to Reveal
careful
pioneering
- +11
Use the same procedure to count and record the other

symbols .....
N in the LEAST columns.
appealing
28 respectful
2001 by Inscope Publi,hing.lnc. All righls reseveo.

Reproductioo in any form, in whole orin port. Isprohibited.
satisfied
A. Tear out the perforated area in the lower right corner

of this page to reveal the Tally Box on page 5.
cooperative
direct
agreeable
LEAST
systematic
self-reliant
DO
DO
DO
DO
DO
DO
DO
DO
25 argumentative
precise
18 willing
MOST
DO
DO
D~
patient
TALLY BOX
The individual responding tends to be MOSTenthusiastic

and LEAST
satisfied in his or her selected setting.
diplomatic
26 jovial
C. Turn to page 4.
EXAMPLE 1
daring
compliant
dominant
DO
DO
DO
DO
lenient
demanding
Use a minus (-) sign if the number in the MOST

column is less than the number in the LEAST column.
REMEMBER: Select only one MOST and one LEAST

choice for each group.
000
predictable
B. Use a plus (+) sign if the number in the MOST

column is greater than the number in the LEAST
column. See Example 2.
EXAMPLE 2
enthusiastic
contented
A. Determine the difference between the MOST and

LEAST columns for each row of the Tally Box.
Enter these numbers in the DIFFERENCE column.
the remaining
vigorous
stubborn
bold
to
refined
24 captivating
DO
DO
DO
DO
C. Select only one word that LEAST describes you.

Use a coin or other smooth metal object to gently rub
the rectangle after that word in the LEAST column.
A symbol will appear.
23 good mixer
introspective
logical
the rectangle after that word in the MOST column.

A symbol will appear. See Example 1.
D. Use the same procedure to respond

groups of descriptive words.
persistent
forceful
outgoing
DO
DO
DO
DO
animated
joyful
obedient
Use a coin or other smooth metal object to gently rub
generous
22 impulsive
DO
DO
DO
DO
about yourself in your selected setting or focus.
B. Select only one woed that MOST describes you.
well-disciplined
introverted
insightful
, gentle
21
considerate
14 fussy
thinking
fearful
cheerful
independent
@) Determining the Difference
A. Study the first group of four words on page 2 while
amiable
impartial
calm
o Responding
extroverted
20 confident
DO
DO
DO
DO
LEAST
aggressive
strong-willed
perceptive
decisive
19
sympathetic
outspoken
conventional
DO
DO
DO
DO
MOST
obliging
12 stimulating
DO
DO
DO
DO
LEAST
reserved
kind
controlled
11
accurate
4 talkative
MOST
TALLY BOX
on Page 5
-'_._._-_._._-_._._._,_._-_.~._,_. Perfomtion
Perfor"tion
Perl
Instructions
Graphs
DiSCIlt Classic
DiSC" Classic
o Plotting
GRAPH I
A. Use the numbers from the MOST column of the Tally Box
See Example 3.
to
plot GRAPH]
GRAPH II
on page 5,
Plot the.
5"-,
,
number on the i line,
11
~ __
* number on the Cline.

,
B. Use the numbers from the LEAST column of the

Tally Box to plot Graph II.
"
EXAMPLE 3
__
......
>... ...-",70>;
GRAf H I w
za
12
12
J!.
II
If
e
,
c
-'
"
10
rc
-'-
13
10
,
)1
ro
~ __
o Interpretation
A. Circle the peakts) of the four plotting points in Graph III.
See Example 4. If two plotting points are equally high,
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.
-27
~
+12
..... -- _.
+11
+10
_.+6- - - - - --
+6
'+'5"-----
__-J:_~__
+8
+7
+4
+3
+5
+4
+3
+2
+I
0
-26
-27
-26
..
III
. .
TALLY BOX
C. Turn to page 6.
EXAMPLE 4
.,
;J
.,
.,
'.~
..
--'-,
-,
ro
,\ ._~ '-~-.n..
,, ;.-.--, -,., -, --,,
., -
-.
HIGHER
PLaniNG
POINTS
LOWER
PLOnlNG
POINTS
t
@2001 by lnsccpe Publishing, Inc. All rights reserved,
+24
+18
-_
.~"~"~"g".
"
--\'- ----- ---9- -.-- --Ii
+26
+14
+6
~._--cr----5
+2
+5
-2
-6
+4
+I
-7
+3
~
--"0---- _._~--+2
-3
-8
+
I
-I
-9
-4
-10
0
-2
-5
-II
- --12
- - -- - - -- '::r-' ..-_ 1.._ ..- --:t;
-2
-7
-13
-4
-3
-5
-14
-4
-8
---------- --:6----- - ..- - - - -, _. --._if----5
-15
-7
-8
-16
-II
+9
+8
+7
._ ..Q._--- I
-2
-3
-4
ra
""5"
+9
+6
f~
~",--
1-+-~,,~'f~.['--145-=->-
+28
--+-5
to
+27
Estimate the plotting point if asp ecific number is not

shown on the graph. Do not plot the N number.
C. Use the numbers from the DIFFE RENCE column of the

Tally Box to plot Graph III. Note the + and - signs
on Graph III.
I'ITNSITY
...a~
..
-.?-
e
s
Plot the'" number on the S line.

Plot the
,,
o
Plot the Z number on the D line.
GRAPH III
* *
N
DONaT
COMPUTE
Cl2001 by Inscope Publishing, Inc. All riqhts reserved.
Guidelines for Interpretation
General Highlights
DiSCI!>Classic
DiSCI!>Classic
Interpretation Stage I (See poge
The purpose of DiSa- Classic is to help you understand yourself and others. The profile provides a framework for looking at human behavior
while increasing your knowledge of your unique behavioral pattern. The goal of this practical approach is to help you create an environment that
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
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.
BA.SIS OF INTERPRETATION
INTERPRETIVE
CONTENT
SUGGESTIONS FOR USE
General Highlights
The content provides an understanding

of
the D, i, S, and C Dimensions of Behavior.
The interpretation
contains general highlights and includes the following:
1. Read the section indicated by your

highest plotting potnrts) on Graph
STAGE I (poge7{
Based on your highest
plotting pomus) on
GRAPH Ill.
the general
underlining
the phrases
you accurately;
Description
1. The individual's
behavioral
tendencies
2. The individual's
desired environment
Action Plan
1. What the individual
needs from others
2. What the individual
needs in order to be
deleting
the phrases
STAGE II {pog.'!
The index considers each DiSC Dimension

of Behavior separately. The words that
are revealed reflect the intensity of your
tendencies in each dimension.
Based on the exact

placement of your
plotting potnrts) on the
D, i, 5, and C scales.
3. Read the other sections

Dimensions
Use an
X to
indicate
Use a ? to indicate
phrases
STAGE III
(page 9-19)
Based on the pattern of your

high and low plotting points
on all four DiSC Dimensions
of Behavior.
Behavioral patterns, determined by the shape of your
profile graph, provide an
integrated interpretation of
your behavioral style. Each
Classical Pattern describes
the behavior of people with a
specific blend of the four
DiSC behavioral styles, or
dimensions. This description
reflects the complexity and
subtlety of behavior.
Fifteen Classical Patterns
and three special patterns
are presented.
@2oo1 by 'nscoce
Insights into your work behavior and the

work behavior of others are summarized in
nine key areas under the following headings:
Emotions:
your general
demeanor
to understand
aU
of Behavior.
INFLUENCE
Emphasis ison
shaping the
environment
by influencing
or persuading
others.
agreement.
Judges
others
by: how you evaluate
Influences
others
others' behavior
by: how you affect
Value to the organization:

contribute
Overuses:
limitations
how your strengths
Under pressure:
situations
Fears:
others
how you
can become
how you react to stressful
what causes you discomfort
Would increase
effectiveness
through:
how to achieve maximum success
Publishing. Inc. All right~ reserved,
This person needs

others who
concentrate on the task
seek facts
speak direcrlv
respect sincerity
develop systematic
approaches
prefer to deal with
things instead of people
take a logical approach
demonstrate individual
follow-through
To be more effective,
this person needs
to control time, if D or S
is low
to make objective decisions
to use hands-on
management
to be more realistic
when appraising others
to make priorities and
deadlines
to be more firm with
others, if D is low
This person's
tendencies include
performing in a
consistent, predictable
manner
demonstrating patience
developing specialized skills
helping others
showing loyalty
being a good listener
calming excited people
creating a stable,
harmonious work
environment
This person desires an

environment
that includes
maintenance of the status
quo unless given reasons
for change
predictable routines
credit for work accomplished
minimal work infringement
on home life
sincere appreciation
identification with a group
standard operating
procedures
minimal conflict
This person needs

others who
react quickly to
unexpected change
stretch toward the challenges
of accepted tasks
become involved in more
than one thing
are self-promoting
applv pressure on others
work comfortably in an
unpredictable environment
help to prioritize work
ate flexible in work
procedures
this person needs
to be conditioned prior
to change
to validate self-worth
to know how personal
effort contributes to the
group effort
to have colleagues of
similar competence
and sincerity
to know task guidelines
to have creativity
encouraged

environment
that includes
clearly defined performance
expectations
values of quality and
accuracy
a reserved, business-like
atmosphere
opportunities to demonstrate
expertise
control over factors that
affect their performance
opportunities to ask "why"
questions
recognition for specific skills
and accomplishments
This person needs

others who
delegate important tasks
make quick decisions
use policies only as guidelines
compromise with the
opposition
state unpopular positions
initiate and facilitate
discussions
encourage teamwork
this person needs
to have time to plan carefully
to know exact job
descriptions and performance
objectives
to schedule performance
appraisals
to receive specific feedback
on performance
to respect people's personal
worth as much
as their accomplishments
to develop tolerance
for conflict
disagreement.
doubt.
Emphasis is on
cooperating
with others
'Withinexisting
circumstances to
carry out the tosk.
Continue
to personalize
your interpretation.
Learn how your blend of DiSC behavioral
tendencies combines into a comprehensive
style.
For additional
insights, discuss the interpretation with someone who knows you well.
Goal: what you are most motivated

to obtain

environment
that includes
popularity, social recognition
public recognition of ability
freedom of expression
group activities outside of job
democratic relationships
freedom from control
and detail
opportunities to verbalize
proposals
coaching and counseling
favorable working conditions
from
STEADINESS
Classical Profile
Patterns
This person's
tendencies include
contacting people
making a favorable
impression
being articulate
creating a motivating
environment
generating enthusiasm
entertaining people
viewing people and
situations with optimism
participating in a group
getting immediate
results
causing action
accepting challenges
making quick decisions
questioning the
status quo
taking authority
managing trouble
solving problems
that describe
Continue
to personalize
this more specific
interpretation.
For each of the words
appearing in the four columns:
Use a '" to indicate
this person needs
to receive difficult
assignments
to understand that they
need people
to base techniques on
practical experience
to receive an occasional
shock
to identify with a group
to verbalize reasons for
conclusions
to be aware of existing
sanctions
to pace self and to relax more
DOMINANCE
resons.
more effective
Dimensional
Intensity Index
This person needs

others who
weigh pros and cons
calculate risks
use caution
create a predictable
environment
research facts
deliberate before
deciding
recognize the needs
of others
This person's
tendencies include
that do not apply;
substituting
appropriate
other descriptions.
of the DiSC
by

environment
that includes
power and authority
prestige and challenge
opportunities for individual
accomplishments
a wide scope of operations
direct answers
opportunities for
advancement
freedom from controls
and supervision
many new and varied
activities
-::J
Emphasis ison
shaping the
environment
by overcoming
opposition to
III.
interpretation
ACTION PLAN
DESCRIPTION
ncccmplish
2. Personalize
6. Guidelines for Interpretation.)
Read the other Classical Profile Patterns

to increase your appreciation
of those with
different behavioral styles.
This person's
tendencies
include
CONSCIENTIOUSNESS adhering to key
..
directives and standards
Emp haSls
IS
..
concentratrog on key details
,.
onwor Ing
..'
{{
, .
thinking analvtica y,
c~n~clenhoUSIY
weighing pros and cons
~Ithln eXlsllng
being diplomatic with people
circumstances
using subtle or indirect
10 ensure quailly
approaches to conflict
and accuracy,
checking for accuracy
analyzing performance
critically
using a systematic approach
to situations or activities
Cl2001 by
inscape
Publishinq, Inc.
All,inht.
,"'."",,., ....
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
your tendencies on the Q i, S, and C scales. Use the procedure outlined below.
o Draw a horizontal
line from
the D plotting point to a
number in the shaded bar at
the left of GRAPH Ilion

page 5. See Example 5.
f} Use the identified number

from the graph's shaded bar
to locate the corresponding
number in the shaded bat of
the D column 011 this page.
object to rub the space to

the right of the number.
(A word will appear.)
28
271
2'
25'
24
23
22,
21
1
20
28
15
141
13
12
11
10,
9
1
8
,,
7
127 I
2 ,
'
25________
"
.,
.,
:-,-,,
,,
,
,
25
"
124~
~-_-----_
123 .--
22' _______
-.!22 ,
~------~F',
21~
EXAMPLES
>--------"1'
j
_______
1'8
17'~________
I"
[iIJ
151
~---14\\
~13 ------12
---
~11 _______
10______
19
__
/23~,--------
The interpretation
for Graph III provides a description
of how you see yourself. The graph summarizes and
combines two different ways of looking at yourself.
Some people find that they are more comfortable when
describing themselves by their MOST choices. Others
may feel that they described themselves more accurately
by their LEAST choices. And still others are equally
comfortable with both choice processes. The combination
of your responses to both choices (Graph Ill) provides
the most comprehensive picture of how you see yourself.
15
14,~
13
--1"
--1';101,--------"
"
__
3
2
3'
I2
5.
~-----_
:I
People occasionally find that either their MOST or

LEAST responses were affected by social desirability. In
other words, they selected the words that fit their idea of
how they should be in their selected environment rather
than what was actually the most natural behavior for
them. Reading the interpretation
of the Classical Pattern
for your Graph 1II will help you to determine the most
accurate description of your behavioral style.
Using Information
',~-------
Some people find additional understanding of themselves by

looking at any differences between their responses to their
MOST and LEAST choices.
2,~
I,
',"--
3 i1
from Graph
I and Graph
-,._~.,
..
-,
....
-,-;;--
II
-'w_-
'.
,
are written
'-~-,
"
-,
.,
'1
+'
-<
-8
-;,-
-:-, -- -- --:f-
@Thece;u!t;ngnUmbe"J
.re~
7',----------
,
3
0
'-5-
III
'il--------
from Graph
"-------~
11:12001
by rnsccoe Publishing. Inc. All rights reserved.
I4
I
1-
10.;-
,I
}-
13
112'
---i1'2,
_
_
I5
I4
1-
_;; 15,
7~
11--------
-I!'4
8
I
, 7
17
161r---------
9{-i ------
I 19!-l
17
"
I 9~
.,
-,
Using Information
..
EXAMPLE 6
..,
r 24
,'8JI-
'8
-\---1-,
Discussion and observation will help you to expand your

understanding of each Classical Profile Pattern.
,201f-
-11
~
The 5 plotting point is in segment 6.
.j
21'.---------
----jj20,1
- 19'
The i plotting poim is in segment 1. -\-,
__J!_
[22
25]---------
24J1i
----.23
20
Example
Research subjects of each pattern were observed at work and

interviewed by professionals in order to discover and confirm
the rich, detailed insights summarized and published in
the Classical Pattern information in this profile. Although
individuals may have differences in their plotting points,
if the shapes of their profile graphs are similar, they can
have the same Classical Pattern. Of course, there will be
individual differences in how that pattern is expressed.
l2",-------
-112'1
f) See
The C plotting point is in segment 7. -4---1---11-
-'-
? to indicate
Classic graphs are divided into seven segments.

The segment numbers are located in the shaded column
on the right.
The DiSC Classic Classical Pattern interpretations represent

a more practical approach. The Classical Profile Patterns
are those profile forms that occur most frequently in the
population. Each represents a significantly different
behavioral style.
",
o The DiSC
The D plotting point is in segment 2.
-...
.
.,.'I
."
,-,,---
Use an X to indicate
disagreement.
Use a
doubt.
" ._~--,
;;;---,
-.,
.,
Use a ,/ to indicate
agreement.
1 +-
5,
4
1
'-----------,~~>---------<~~~
~---------
17j
16,
--~--
Personalize your
interpretation.
How to Find Your Classical Profile Pattern
Classical Patterns are based on the shape of the profile plotting

points or the relationship of the four DiS~ dimensions to
each other. The profile shape is determined by the pattern of
both high and low plotting points. The positional relationships
among the four plotting points could result in hundreds of
patterns and would fill several volumes with the interpretations.
Repeat the above

procedure for the i, 5,
and C plotting points.
19,
18
If the number falls within

the top or bottom three
spaces, you will not rub
seven spaces. For example,
if the number is 26 you will
rub the three spaces below
and the two spaces above
for a total of five space-s.
t) Use a coin or other metal
Then rub the three spaces

below and the three spaces
above this reference point.
For example, if the number
in the shaded bar is 8, rub
5,6, 7, 8, 9, 10, and 11 for a
total of seven spaces.
Classical Profile Pattern Interpretations
"
i~2~~~v!~K~;~E~:~I1j~7;~N;2:1~~
in the boxes below the graph.
Example 6 segment number 2167 is listed in the

Classical Profile Pattern Table (pages 1O~13) as a
Perfectionist Pattern. Write this Classical Pattern
name in the box provided.
e Turn
to page 5 and follow the above procedure

segments and name.
to identify your patterns
o See
page 6, Stage III Guidelines for Interpretation.

Then read your Classical Profile Pattern inrerprerationfs)
to discover more about yourself. Interpretations are found
on pages 14 to 19 and are listed in alphabetical order.
--:l2001 ov rnscooe Publishlno.fnc.
Ail rrohts reserved
Classical Profile Pattern Table
DiSC'" Classic
7777
7777--Overshiit
7776-0vershift
777 5-0vershift
7774-lnspiratianal
7773-ln,pirolional
7772-lnspiralional
7771-lnspirolional
7767-0vershift
7766-0ve"hift
7765-0vershilt
7764-lnspiratianol
7763-lnspirotional
7762-ln,pirolional
7761-lmpiralionol
7757-0vershift
7756-0ver>hift
775S-0veflhlft
7754-lmpirational
7753--lnspirotionol
7752-lnspiratlonal
7751-Inspirational
7747-App,oiser
7746-Approiser
7745-Approi,er
7744--lmpiralionOI
7743--lnspirationol
7742-lnspi,ational
7741-lnspirotionol
7737-Appraiser
7736~Appraiser
7735-ApPfoiser
7734-ln,piralional
7733-lnspirolionol
7732-lnspirationol
7731-lnspiratlonoi
7727-Appraiser
7726-Approiser
7725-Approi,e,
7724-lnspirotionol
7723-lnspirolionol
7722-lnspirotionol
7721-lnspl,otionol
7717-Approiser
7716-Appraiser
7715-App,ai,er
7714-lnspiralional
7713--lnspirotionol
7712-lnspiro lionol
771 Hnspi'otionol
7677
7677-0vershift
7676--0ve"hill
7675-0vershift
7674-Achiever
7673--Achlever
7672-Achiever
7671-Achiever
7667-overshilt
7666-0vershllt
7665-0vershill
7664-lnspiralianol
7663--1nspirotionol
7662-lnspirationol
7661-lnspirational
7657-overshilt
7656-0vershllt
7655-0ve"hilt
7654-lnspiralionai
7653--lnspirolior1al
7652-lnsplrolional
7651~lnspirotionol
7647-Cleotive
7646-Crealive
7645-Creotive
7644-lnspjmtional
7643--lnsplrotionol
7642-lnspirotionoi
7641--lnspirolional
7637-Creotive
7636--Cleollve
7635-Crealive
7634-lnspirationol
7633--lnspirotional
7632-lnsplrationol
7631-lnsplralional
7627-Creotive
7626-Creotlve
7625-Creolive
7624-lnspirotionol
7623--lmpirotionol
7622-lnspirallonol
7621-lnspirationol
76f7-C'eative
7616-Creotive
7615-Creotlve
7614-inspi'alional
7613-1nsplrotionol
7612-lnsplrotional
7611-lnspirationai
7576--0vershifl
757S--Over,hift
7574-Achiever
7573--Achiever
7572-Achiever
7571-Achiever
7567-overshift
7566-0vershift
7565-0ve,shill
7564-Achiever
7563-Achiever
7S62-Achiever
7561-Achiever
7557-0vershift
7556-0vershlft
7555-0vershifl
7554-Re,vlt-Oriented
7553~Result-Oriented
75S2-Resul!-Oriented
7551-Resutt-Oriented
zsc-c.ecn-e
7546--C,ealive
754S-C,eative
7544-Resvlt-Orienled
7543-ResultO,iented
7542-Result-Oriented
7537-Creotlve
7536-Creotive
7535-Creolive
7534-Resvll-Oriented
7533-Resull-Orlented
7532-Resull-Orienled
7531-Resvlt-Orienled
7527-Creative
7526-Creotive
7525-Creotive
7523--Re,ull-Oriented
7517-Creative
7516--Creotive
7515-Creative
7514-Re'ult -Orienled
7512-ReIVlt-0,ienled
7511-Resvlt-Oriented
7477
7477-lnvestigolo'
7476-lnve5tigator
7475-lnvestigator
7474-Achiever
7473-Achiever
7472-Achiever
7471-Achiever
7467...Jnve,tigotor
7466-lnvesligotor
746S-lnvestigator
7464-Achiever
7463-Achiever
7462-Achfever
7461-Achiever
7457-1nve,lIgolo,
7456...Jnvesligolor
7455-lnvestigotor
7454-Achiever
7453--Achievef
74S2-Achiever
7451-Achieve!
7447-Creotive
7446~Creotive
7445-Creotive
7444-Rewlt-Oriented
7443--Result-0,lented
7442-Resull-Oriented
7441-ResullOriented
7437-Creolive
7436--Creotive
743S--Creative
7433-Result-Orienled
7432-ResultOrienled
7431-ResvltOrienled
7427-Creative
7426-C,eotive
7425-Creotive
7424.--Re,ult-Driented
7423-Re,ult-Oriented
7422-ResullOrienled
7417-Creotive
7416--Creallve
741S-Creotive
7413--Resul1-0riented
7411-Resull-Onented
7377
7377-lnvesligotor
7376-lnv8s1lgalor
737S-lnvestigator
7577
7577-0vershiJl
2001 by Inscope
DiSC'" Classic
Pubtishing,
Inc_ All righl~ rese0Jed.
7374-Achiever
7373-Achiever
7372-Achiever
7371-Achiever
7367-inve,tigatar
7366-lnvestigator
7365-lnvestigatar
7364-Achiever
7363-Achieve,
7362-Achiever
7361-Achlever
7357-lnve,tigotar
7356-lnve,tlgotor
735S-lnvestigotor
73S4--Achiever
7353-Achiever
7352-Achiever
7351-Achiever
7347-Creotive
zaas-crecu-e
zaas-crecnve
7344-Developer
7343-0evelope,
7342-Developer
734 I-Developer
7337-Creatlve
7336--Creative
7335-Creative
7334-Developer
7333-Developer
7332-Developer
7331-Developer
7327-C'ealive
7326--Creative
7325-Creatlve
7324-Developer
7323--Developer
7322-Developer
7321-Developer
7317-Creolive
7316-Creotive
7315-C,eolive
7314-0evelope,
7313-Developer
7312-Developer
731 I-Developer
7277
7277--lnvesHgotor
7276-lnve,Hgotor
7275-lnvestigotor
7274-Achiever
7273--Achiever
7272-Achieve'
7271-Achiever
7267-lnvestigalar
7266-lnvesligotor
7265-lnvelligotor
7264-Achiever
7263--Achieve,
7262-Achiever
7261-Achiever
7257-lnvestigolor
7256--1nvesligator
725S-lnvestigator
7254-Achiever
7253--Achiever
7252-Achiever
7251-Achiever
7247-Crealive
7246-Creative
7245-Creotilre
7244-Developer
7243-Developer
7242-Developer
7241-Developer
7237-Creative
7236-Creahe
7235-Crealive
7234-Developer
7233-{)eveloper
7232-0eveloper
7231-Developer
7227-C'eolive
7226--Crealive
7225-Creative
7224--Developer
7223-Deveioper
7222-Developer
7221-Developer
7217-Creolive
7216--Creative
721S--Creolive
7214--0eveloper
7213--Developer
7212-0eveloper
721I-Developer
7177
7177-lnvestigotor
7T76-lnvestigotor
7175-1nvestigator
7174-Achiever
7173-Achlever
lIn-Achiever
71 71-Achiever
7167-lnvelligolor
7166--l,we,tigotor
7165-lnvestigota'
7164-Achiever
7163-Achiever
7162-Achiever
7161-Achiever
7157-lnvestigator
71 56-Investigator
7155-lnvestigator
7154-Achiever
7153--Achiever
7152-Achiever
7lSi-Achiever
7147-Creotive
7146-Crealive
7145-Creolive
7144-Developer
7143-Develaper
7142-Developer
7141-Developer
zuz-crecnve
zus-crecnve
7135-Creative
7134-Developer
7133--Developer
7132-Developer
7131-Developer
7127-Creotive
7126-Cfeotive
7125-Creotive
7124-Developer
7123-Developer
7122-Developer
7121-Develope'
7117-Creolive
7116--Creative
7115-Creative
7114-Developer
7113--Developer
7112-Developer
71 II-Developer
6777
6777-overshifl
6776--overshift
677S-overshllt
6774-lnsplrolional
6773--inspiralional
6772-ln,pirationol
6771~lnspirational
6767-overshift
6761t--Overshllt
6765-0ve"hill
6764-lnspirolional
6763-lnspirolional
6762~lnspirolional
676 Hnspirolionol
6757--overshilt
6756-0vershift
67SS--Ovelshilt
6754-lnspirational
6753-ln,pirotionol
6752-lmpl'otionol
6751-ln,pi,otlonal
6747-App,alser
6746-Appfolser
674S-ApProlse,
6744-lnspirotionol
6743--lnspirotional
6742...Jnspiratlonol
674HnspirotTonoi
6737-App,aiser
6736-Approi'er
673S-Apprai'er
6734-lnspirolionol
6733--lmpirolionol
6732-lnlplralionol
6731-lnspiralianol
6727-Approise'
6726-Approiser
672S-Appraise,
6724-1n,pirotional
6723-lmpirationol
6722-ln,plrotionol
6721-lnspirolionol
67 17-Approiser
6716-Appraise,
67 I5-Approlse,
6714-lnspirotlono I
6713--lmpiralionol
6712-lnspirotionol
6711-1nspirolional
6677
6677-overshitt
667&-Overshift
667S-Ove"hifl
6674-lnsplralianol
6673-lnspirolianal
6672-lmpiroiianal
6671-lmplrotional
6667--Ov6f,hilt
6666-0ver>hift
6665-0veflhift
6664--Jnspirotional
6663--lnspirolional
6662-lnspiralional
6661-lnspiralionol
6657-0vershilt
6656-0vershitt
6655-0vef5hil!
6654-lnspiratlonol
6653-lnspirationol
6652-lnspiralional
6651-lnspiro lional
6647-Approi,er
6646-Approiser
6645-Appraiser
6644-ln,pirotionol
6643--ln,pirationoi
6642-lnspf'otional
6641-lnspi'otional
6637-Approiser
6636--Approlser
6635-App'0Iser
6634-105plfolional
6633-105plrallonol
6632-I05pirotlonol
6631-I05pirotionot
6627-Appraiser
6626-Approiser
6625-Approiser
6624-lnspira lional
6623-lnspiralional
6622-lnspirolional
6621-lnspirationol
6617-Approiser
6616--Approise,
6615-Appmiser
6614-lnspirotional
6613--lnspirational
6612-lnspirotionol
Mll-inspiralionol
6577
6577-0vershift
6576-0vershill
6575-0vershilt
6574-Achiever
6573--Achiever
6572-Achiever
6571-Achiever
6567-0vershift
6566-overlhift
6565--0vershift
6564--Achlever
6563--Achiever
6562-Achiever
6561-Achiever
6557-overshlft
6556--0ver,hllt
655S-0ver,hilt
6554-Result-Orienfed
6551-Result-O,ienled
6547-Creolive
6546-Crealive
6545-Creative
6542~ResultOriented
6537-C'eative
6536-Cfeative
6535-Creative
6534-Relull-Orienled
6533--Result-Oriented
6531-Resuil-Oriented
6527-C'eolive
6526-C,eative
652S-Creotive
6523-Result-O,ienled
6522-Result-Drienled
6517-Creotive
6516--C,eative
651S-Crealive
6514-Re,ull-Oriented
6511-ResultOriented
6477
6477-lnvestlgator
6476-lnvesligolor
6475--lnvestigalor
64?4-Achiever
6473--Achiever
6472-Achlever
6471-Achiever
6467-lnve,ligator
6466-lnvestigator
6465-lnve,ligolor
6464-Achiever
6463-Achiever
6462--Achiever
6461-Achieve,
6457-lnvestigotor
64S6-lnveltlgotor
6455-lnvestigotor
6454-Achiever
64S3-Achiever
6452-Achiever
6451-Achlever
6447-Creative
6446--Crealive
6445-Creotive
6444-Re,ull-0'iented
6443-Resutl-Orlented
6437-Creative
e-ce-crecn-e
643S-Creotive
e-ea-eeson-onemec
ssat-eeson-onemee
6427-Cfeolive
6426-Cfealive
6425-Crealive
6424-Resull-0rienled
6423--Result-Orienled
6422-Re,ult -Orienled
6417-Creotive
6416-Creotive
6415-Creotive
6413-ResullOfiented
6263-Achiever
6262-Achiever
6261-Achiever
6257-1nvesligalor
6256-lnvesligator
6255-lnvesligator
6254-Achiever
6253-Achiever
6252-Achiever
ezsr-Acnre-er
sac-creon-e
saas-crecn-e
szes-ctecnve
6244-Develope,
ezaa-oeveicoer
6242-Developer
6241-Developer
1
J
6277
6277-lnvestigolor
6276-lnvestlgator
627S-lnvestigator
6274-Achiever
6273--Achiever
6272-Achiever
6271-Achiever
6267-lnvesligotor
626&-lnvestigator
626S-lnvestigotor
6264-Achlever
6234-0eveloper
6233--0eveloper
6232-0eveloper
6231-0eveloper
6227-Cfeolive
6226-Creotive
saas-c.ecn-e
6224-Developer
6223--Developer
6222-Developer
6221-0eveloper
6217-Creative
6216--Creotive
621S-C'ealive
6214-0eveloper
6213-0eveloper
6212-0eveloper
621I-Developer
6177
6377
6377...Jnvestigotor
6376-lnvestigator
6375-1nvesligator
6374-Achiever
6373--Achiever
6372-Achiever
637t-Achiever
6367-lnve,tigator
6366-lnvestlgolor
636S-lnvesligator
6364-Achiever
6363-Achiever
6362-Achiever
6361-Achiever
6357-lnvesligolor
6356-lnvestigol0l
6355-1nvesligolar
6354-Achiever
6353-Achiever
6352-Achiever
6351-Achieve'
6347-Creatlve
6346-Creative
6345-Creotive
6344-Developer
6343-Developer
6342-Developer
6341-0eveloper
6337-Creolive
6336-Creolive
633S-Creotive
6334-Developer
6333--Developer
6332-Developer
6331-Developer
6327-Creotive
6326-Creotive
6325-Creative
6324--0eveloper
6323-Developer
6322-Devetoper
6321-Develope,
6317-Creotlve
6316-Creotive
6315-Creatlve
6314-Developer
6313-Developer
6312-Developer
631 I-Developer
szaz-crece-e
ezae-creonve
szas-crecuve
\
!
6177-1nvesligator
6176-lnvesligator
617S-lnvestigato,
6 I 74-Achiever
6173-Achlever
6172-Achlever
6171-Achiever
6167-lnvestigator
6166-lnvestlgator
616S-lnvesllgolor
6164-Achiever
6163-Achiever
6162-Achiever
6161-Achiever
6157-lnvestigotor
6156-lnvesligator
6155-lnvestigolor
6154-Achiever
6153-Achiever
6152-Achiever
6lS1-Achiever
6147-Creolive
6146-C'eolive
6145-Creotive
6144-Developer
6143-Developer
6142-0eveloper
614 I-Developer
6137-Creative
6136--Creative
613S-Crealive
6134-Developer
6133-Developer
6132-Developer
6131-Developer
6127-Crealive
612&-Creative
6125-Creotive
6124-Developer
6123-Developer
6122-0eveloper
6121-Developer
6117-Creotive
6116--Creatlve
61 IS-Creative
61 14-0eveloper
61 13-Developer
61 12-Developer
61 1l-Oeveloper
5777
5777-0vershifl
5776-Ove,shilt
577S-0ve"hill
5774-Covmelor
5773-Covnsetor
5772-Covnsetor
577I-Counselor
5767-0vershin
576&-Ove,shiJl
5765-0vershllt
S764-Coun,elor
5763-Counselor
5762-Counselor
5761-Gounselor
5757--Overshift
szss-ovesrsn
szss-ovesnn
5754-Persuoder
5753-Persuoder
5752-Persuoder
5751--Persuoder
5747-Approiser
5746-Appraiser
5745-Approi,er
5744-Per,vader
5743-Persvader
5742-Persvoder
5741-Persvoder
5737-App,aiser
5736-ApPfaiser
5735-APPfaiser
5734-Persuoder
5733--Persuade,
5732-Pe'suoder
5731-Persuoder
5727-Appraiser
5726-App,oise,
5725-Approise,
5724-Pe"voder
5723--Persuader
5722-Per,uoder
572I--Per>uader
5717-Appraiser
5716-App,aise'
571S-Apprai,e,
5714-Persuade,
5713-Persvader
5712-Persvoder
571I-Pelsvoder
5677
5677-Qvershift
5676-0vershill
5675-Qvershitl
5674-Agent
5673--Agent
5672-Agent
5671-Agent
5667-ove"hill
5666-0ve"hifl
566S-0vershilt
5664-..Counselor
5663--Covnselor
5662-Counselor
5661-Counselor
5657-overshift
5656-Qvershift
5655-0ve"hiil
5654-Persuader
5653-f'ersuoder
5652-Persuader
5651-Pe,suader
5647-Approiser
5646-Approi,er
5645-Approiser
5644-Persvoder
5643-Persvoder
5642-Per>voder
5641-Persvoder
563i-App,oisef
5636-Appraiser
5635-Appraiser
5634-Persvoder
5633-Persuoder
5632-Persuoder
563t-Persuade,
S627-Approiser
S626-Approiser
562S-Approlser
5624--Persuoder
5623--Persvoder
5622-Persvoder
5621-Persvader
5617-Appraiser
5616--Approiser
5615-App'aiser
5614-Persuader
5613-Persuader
5612--Persuade,
561 I-Persuade'
5577
5577-0ver,hift
5576-0vershifl
5575-0vershffl
5574-Agenl
5573-Agenl
5S72-Agenl
5571-Agenl
5567-ove"hill
556&-Overshift
556S-0vershirt
5564-Agent
5563-Agent
5562-Agent
5561-Agent
5557--Qvershlll
ssss-o-eeun
5555-0vef,hifl
5554-11ghl
5553--Coumelor
5552-Caumelor
5551-Coumelor
5547-Appraiser
5546-Apprai,er
S545-Appraiser
S544-Tight
5543--lnspirotional
5542-lmpirotional
5541-lmpirationol
5537-Apprai,er
5536-Apprai,er
5535-Approlser
5534-lnspirotional
S533-lnspirational
5532-lnspira lional
5531-lnspirotionol
5527-Approiser
5526-Appraiser
5525-Approiser
5524-lnspirationol
5523-lnspi,olfonol
5522-lnsplrolionol
552H05piralionai
5517-Appro;ser
5516-Appraiser
55 IS-Appraiser
5514-lmpirotionol
5513--lmpirotionol
5512-lmpirotionol
5511-lmpirolionol
5477
5477-lnvestigotor
5476--lnvestlgolor
5475-lnvestigalor
5474-Achiever
54i3--Achlever
5472-Achlevef
5471-Achlever
5467-lnve,tlgotor
5466-lnvesligalor
5465-lnvestigotor
5464-Achiever
S463-Achieve'
5462-Achiever
5461-Achiever
5457--lnvestigalor
5456-lnve,ligalor
5455-lnvesligolor
5454-Achiever
5453--Achlever
5452-Achiever
545t-Achiever
S447-Creolive
5446--Creallve
5445-Creolive
5444--1ighl
S441-ResulIOriented
5437-Creatlve
5436-Creative
5435-Creative
5434-Resvlt-O,iented
5427-Crealive
5426-C,eative
542S-Creative
5424-Re,ull-orienled
5423-Re,ull-Oriented
5417-Cfeative
541&-Creolive
5415-Creotlve
5413-Resuit-Orienled
S411-ResultOriented
5377
5377-lnvestlgotor
5376-lnvestigotor
S37S-lnvestigotor
5374-Achiever
5373-Achiever
5372-Achiever
5371-Achiever
5367-1nvestlgolor
5366--lnvestigotor
5365-1nvesliga lor
5364-Achiever
5363-Achiever
5362~Achiever
5361-Achlever
5357-lnvestigotor
5356-lnvestigotor
535S-lnvesllgotor
5354-Achiever
5353-Achiever
5352-Achiever
5351-Achiever
5347--Crealive
5346--Creotive
saas-crecuve
5344-Devetoper
5343-0eveloper
5342-Developer
5341-Developer
saaz-crecnve
saas-crecn-e
ssas-crecn-e
5334-Developer
5333-Developer
5332-Develope'
5331-Developef
sazz-c-ecnve
saas-creca-e
ssas-crecsve
5324-Developer
5323--Developer
5322-Developer
5321-Developer
5317-Crealive
sare-crecnve
sars-c.ecn-e
5314-Developer
5313--Develope,
5312-Developer
531 I-Develope'
5277
5277...Jnvesligolor
5276-lnvesllgalor
5275-lnvestlgolor
5274-Achlever
5273-Achiever
5272-Achievef
5271-Achiever
5267-lnvestigotor
5266-lnve,tlgalor
5265-lnvestigotor
5264-Achiever
5263-Achiever
S262-Achiever
5261-Achiever
5257-lnvesllgalor
5256-4nve,lIgator
5255--lnvestlgator
5254-Achleve,
5253-Achieve,
5252-Achieve,
5251-Achiever
5247-Crealive
5246-Creotlve
5245-CreoHve
5244-Develope,
5243--0eveloper
5242-Developer
5241-Developer
5237-Creative
5236-Creotive
5235--Creotive
5234-Developer
5233--0eveloper
5232--Developer
5231-0eveloper
522i-Creolive
5226-Creolive
5225-Creative
5224-Developer
5223-Develope,
5222-Developer
5221-Developer
5217-CreoHve
5216--Creolive
521S-Creotive
5214-0eveloper
5213-0eveloper
5212-0eveloper
521I-Developer
5177
5177-lnvestlgotor
5176-lnvestlgolor
517S-lnvestigator
5174-Achiever
5173-Achiever
5172-Achiever
5171-Achiever
5167-lnvestigolor
S166-lnvestigolor
516S-lnvestigalor
5164-Achiever
5163-Achiever
5162-Achiever
5161-Achiever
5157-lnvesligotor
5156-lnvelligolof
515S-lnve,ligotor
5154-Achiever
5153--Achlever
5] 52-Achiever
51St-Achiever
5147-ereotive
514b-Creolive
5145-Creolive
5144-0evelaper
5143-0evetoper
st-c-oeveecer
S\ 4 t -Developer
Sl37-Creotive
Sl36-Creative
5135-Creotlve
5134-Develope,
S133-Developer
auz-oeveiccer
5131-Develope,
stzz-creonve
5126-Creotive
5125-Creotive
5i24-Developer
5123-Developer
5122-0eveloper
5121-Developer
5117-Crealive
5116--Creative
5115-Crealive
5 T14-Developer
51 13--Develaper
SI12-Develope,
51 II-Developer
4777
4777-Proctilioner
4776-Practilioner
477S-Praclilfoner
4774-Coumelor
4773-Counseior
4772--Covnselor
4771-Counselor
4767--ProctiJ1oner
4766-Proctilioner
4765-Proclitioner
4764-Counselor
4763-Covnselor
4762-Covnsetor
4761-Counselor
4757-P'oclitloner
4756-P,octitioner
475S-Proclitioner
4754-Covnselor
4753-Counselor
4752-Counselor
4751-Counselor
4747-Approiser
4746-Appraiser
474S-Approlser
4744-Promoler
4743~Promoler
4742-Promoler
4741-Promoler
4737-Appmlsel
4736-ApPfolser
473S--Appraiser
4734-P,omoter
4733-Promote'
4732-Promoter
4731-PTomole,
4727-Approiser
4726-Approiser
4725-Approiser
4724-Promote,
4723-Promoler
4722-Promoler
4721-Promoter
4717~Approlser
47t6-Approiser
471S--App'0Iser
4714--Pramoter
4713-Pramoter
4712-P,omoter
471 I-Promoter
4677
4677-Proctitioner
4676-Practitioner
4675-Practltioner
4674-Agent
4673-Agent
4672-Agent
4671-Agent
4667-Practitioner
4666-P,oclitioner
4665-Practitioner
4664-Counselor
4663-Coumelor
4662-Counselor
4661-Counselor
4657-Praclitioner
4656--ProclitToner
465S-P'oclitioner
4654-Counselor
4653-Counselor
4652-Counselor
4651-Counselor
4647-Approi,er
4Mb-Appraiser
4645-Appraiser
4644-Promoler
4643-Promoter
4642-Promoler
4641-Promoler
4637-Appwiser
4636-Approiser
4635-Appraiser
4634--P,omater
4633-P,omoter
4632-Promoter
4631-Pfomoter
4627-Appraiser
4626-Approiser
4625-Approiser
4624-Promoler
4623-Promoler
4622-Promoter
4621-Promofe,
4617-App'aiser
4616-Appraiser
461S-Approiser
4614-P,omoter
4613--P,omoter
4612-P,omofer
461 I-Promoter
4577
4577-Proclitioner
4S76-Proclitione,
4575--Pfaclitioner
4574-Agent
4573-Agent
4572-Agent
4571-Agent
4S67-PmcHlioner
4566-Proclitione,
4565-Practilioner
4S64-Agent
4563--Agent
4S62-Agenl
4561_Agenl
4557--P'aclitloner
4556-Proclitioner
4555-Tlght
4554-Covnselor
4553-Counselor
4552-Counselor
4551-Covnselor
4547~Praclilloner
4546-Practitioner
4545-Practilioner
4544-Tlght
4543-Counselor
4542-Counselor
4S41-Counselor
4537-Appralser
4536-App'01,er
4535-Approl,er
4534--Promoler
4533--Promoter
4S32-Promoler
4S31-Promoter
4527-Approiser
4526--Appraiser
452S-Appraiser
4524-P,omoter
4523-Promoter
4522-Promoter
4521-Promoler
4517-Approiser
4516-Approlser
451S-Approiser
4514-Promoter
4513-Promoler
4512-Promoler
45\ I-Promoler
4477
4477-Perfeclion ,t
4476-Perfeclion sl
447S-Perfeclion Sl
4474-5peciolist
4473--Speciolist
4472-Speciolist
4471-Specialisl
4467-Perfeclionist
4466-Perlectlonist
4465-Perfeclionist
4464-Specialisl
4463--Speciolisl
4462-Specialisl
4461-Speciolist
4457-Perleclionisl
4~56-Perfeclionisl
445S-Tight
4454-Tight
4453--Specialisl
4452-Speciolist
4451-Speciolisl
4447-0bjective
Thinker
4446-0bJective Thinker
rssc- Classic
DiSC~Classic
444S-Tight
4444-Tight
4443-Tighj
4442-Undershift
4441-Undershifl
4437-objective
4436-0biective
4435-0bjeclive
4434-Tighl
4433-Tighl
4432-Undershift
4431-Undershift
4427-0bjective
4426-0bjective
4425-0bjecl1ve
4424-Undershift
4423-Undershift
4422-Undershift
4421-Undershift
44 I 7---Dbjeetive
44 16-0bjective
4415--0bjeclive
44 14-Undershifl
4413-Undershil1
4412-Undershifl
4411-Undershifl
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
4377
4377-Perfectionist
4376-Perfectlonist
4375-Perfoctionist
4374-Speciolist
4373-Speciali,t
4372-Speciolisl
4371-Specialisl
4367-Perfectionist
4366-Perreclioni,1
4365-Perfeclionisl
4364-Specialisl
4363-Speciolist
4362-Specloli,t
4361-Specioli,t
4357--Pertectionist
4356-perfectionist
4355-Perfectioni,t
4354-Speciolisl
4353-Speciolist
4352-Specioli,t
4351-Specioilst
4347-0bjective
Thinker
4346-0bjective
Thinker
4345--0bjeclive
Thinker
4344-Tighl
4343-Tight
4342-Undershift
4341-Undershift
4337-0bjective
Thinker
4336-0bjectjve
Thinker
4335--0bjecnve
Thinker
4334-Tight
4333-Tight
4332-Under,hil1
4331-Undershill
4327-0bjective
Thinkef
4326-0bJective
Thinkef
4325-0bjective
Thinker
4324-Under~hifl
4323-Unde"hlf1
4322-Undershilt
4321-Undershill
4317--Qbjective Thinker
4316-0bjective
Thinker
4315--0bjecfive
Thinker
4314-Undershift
4313-Unde"hilt
4312-Undershifl
43t1-l1ndershitt
4277
4277-Perfeetio'lisf
4276-Perfeetloni$1
4275-Perteetioni$t
4274-Speciali$t
4273-Speclolisl
4272-Speciolisl
4271-Speciolisf
4267-Perlectioni,1
4266-Perlectionl~t
4265-Perleclionisl
4264-Specialist
4263-Speciolisl
4262-Specio11,t
4261-Speciolisl
4257-Perfectionl'f
4256-Perfectioni,t
4255-Perfectionist
4254-Speciolisl
4253-Specloli,t
4252-5peciolist
4251jfteciolist
4247
bieclive Thinker
4246-0blective
Thinker
4245-0bjective
Thlnl<er
4244-Unde"hilt
?fInl hv ,...<,..,.,"''''' p, ,hli<hi .....,
4243--Undershifl
4242-Undershift
4241-Undershift
4237-0bjective
4236-0bjective
szas-ocecn-e
42301-Undershift
4233-Unde"hift
4232-Undershilt
4231-Unde"hilt
4227--Qbjective
4226-0bjectlve
4225-0bjective
4224-Undershilt
4223-Undershilt
4222-Undershilt
4221-Undershift
4217--Qbjeclive
4216-0bjective
42t 5--Objedive
4214-Undershilf
4213-Undershift
4212-Undershift
4211-Undershift
Thin~er
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
4177
4177-Perfectioni,t
4176-Perfectionist
4175-Perfectionisl
4174-Specialist
4173-Specialist
4172-Speciolist
4171-5pecialist
4167-Perfecflonist
4166-Perfedionist
4165-Perfect1onist
4164-Speciolisf
4163-Speclalist
4162-Speciolisl
4161-Speciolisf
4157-Perlectionist
4156-Perlectionist
4155-Perfectianist
4154-Speciaiisl
4153-Specialist
4152-5pecioli,t
4151-Speciolisl
4147-0bjective
Th nkef
4146-0btective
Th nker
41 45-0bjective
Th nker
4144-Underohilt
4143-Undershift
4142-lIndershifl
4141-Undershilt
4137-objective
Thinkef
4136-0bjective
Thinker
4135--0bjective Thinker
4134--l1ndershilt
4133-Undershift
4132-Undershllt
4131-Undershift
4127 -objeclive
Thinker
4126-0bjective
Thinker
4125-0b ective Thinker
4124-Undershift
4123-Undershifl
4122-UndefShifl
4121-Undershift
41 17-Qbjective
Thinker
41 16-0bjective
Thinker
4115-0bjective
Thinker
4114-Under>hift
4113-Undershirt
4112-Undershift
4111-Unde"hift
3777
3777-Practitioner
3776-Proctitioner
377 S-Praclitioner
3774-Counselor
3773-Counselor
3772--<:oumelor
3771-Counselor
3767-Proctitfoner
3766-Practilioner
3765-Proctitioner
3764-Caunselor
3763-Counselor
3762-Caunseior
3761-Counselor
3757-Pfoctitioner
3756-Pfoclilioner
3755-Practltioner
3754-Counselor
3753-Caunselor
3752-Counselor
3751-Counselor
3747-practllioner
3746-Proctilioner
3745-Proctilioner
3744-Promoter
3743-Promoter
3742-Promoter
All ri"ht< r""<<>",,,,,-I
3741...f'romoter
3737-Approise,
3736-Appraiser
373S-Appraiser
3734-Promoler
3733-Promoler
3732-promoter
373i-Promoter
3727-Appraiser
3726-Approiser
3725-Approiser
3724-Promoter
3723-Promoter
3722-Promoter
3721-Promater
3717-Approiser
3716-Appraiser
3715-Approisef
37t4-Promoter
3713-Promater
3712-Promoter
3711-promoter
3334--Tighl
3534-P,omoler
3533--Promoler
3332--undershift
3532-Promoter
3531-Promoter
3527-Apprai,e'
3526-Apprailer
3525-Approiler
3524-Promoler
3523-Promofer
3522-Promoler
3521-Promoler
3517-Appraiser
35M-Appraiser
3515-Appraiser
3514-Pramoter
3513-Pramoter
3512-Pramoter
3511-Pramoter
3327-Dbjective
3326--0blective
3325--0bjective
J.324-Under,hilt
3323-Unde"hifl
J.322-Undershift
3321-Under,hift
aatz-ocjecuve
3316-0bjective
3315--0bjecHve
3314-Undershift
3313-U'lde"hilt
3312-l1ndershilt
3311-l1ndershilt
3477
3477-Perfectiani,1
3476-Perfedioni,1
3475-Perfectionist
3474-Speciali,1
3473-Speciallsl
3472-Speciall,1
3471-Speciali51
3467-PerleClionist
3466-PerJecfionist
3465-PerleCllonlst
3464--Specioli,t
3463-Specioli$1
3462-Speclolisl
3461-Speclolist
3457-Pertectioni,t
3456-Peffedioni,1
3455-Perfedionist
3454-Specialisl
3453-Speciali,t
3452-Specialist
3451-Speciolist
3447-0bjective
Th nker
3446--Qblective Th nker
3445-0bjective
Th nker
3444-Tighl
3443-Tighl
3442-Undershift
3441-Undershifl
3437-0bjective
Thinker
3436-0bjective
Thinker
3435--0bjective
Thinker
3434-Tight
3433-Tight
3432-Undershilt
3431-lIndershitt
3426-0bjective
Thinker
3425--0bjective
Thinker
3424-lInde"hilt
3423-Unde"hift
3422-Unde"hitt
3421-Underlhilt
3417-0bjective
Thinker
3415--0bjective
Thinker
3414-Undershift
3413-Undershift
3412-Undershift
3411-Undershift
3677
3677--Proctjtjoner
3676-Practitioner
3675-f'roclitioner
3674-Agenl
3673-Agenl
3M2-Age'll
3671-Agenl
3667-Practilioner
3666-Proclitioner
3665-practilianer
3664-Counselar
3663-Counselar
3662-Cou'l,elar
3661-Counselar
3657-Proditianer
3656-Pmclitioner
3655-Proclitioner
3654-Caumelor
3653-Counselor
3652-Counselor
3651-Col.!nselor
3647-Praclitioner
3646-Proctitioner
3645-Proclitionef
3644-Promoler
3643-Promaler
3642-Promoter
3641-Promoler
3637-Approiser
3636-Approiser
3635-Approiser
3634-Prornoler
3633-Promoter
3632-Promoter
3631-Promoter
3627-Approiser
3626-Appraiser
3625-Appra;ser
3624-Pramoter
3623-Promoter
3622-Promoter
3621-Promoter
3617-Approiser
3616-Appraiser
361S-Approiser
3614-Promoter
3613-Promoter
3612-Pmmoter
3611-Prarnoter
3377
3577
3577-Practitioner
3576-Proctilioner
3575-Proclitio'ler
3574-Agent
3573-Agent
3572-Agent
3571-Agenl
3567-Practitioner
3566-Procfitioner
3565-Proc1itioner
3564-Agenl
3563-Agenl
3562-Agenl
3561-Agenl
3557-Praclitioner
3556-Proctitioner
3555-Proctitioner
3554-Counsetor
3553-Counselor
3552--counselor
3551-Coun'eior
3547-Practitioner
3546-Proclitioner
3545-Proclitioner
3544-Promoler
3543-Promoter
3542-Promoler
3541-Promoler
3537-Approller
3536--Approi,er
3535--Approi,er
...
3377-Perfectioni'l
3376-Perfedionl,t
3375-Perfectionl,t
3374-Specialist
3373-Specioiist
J.372-Specioii~t
J371-Specioiist
J.367-Perlectionist
3366-PerteClionisl
3365-Perlectionilt
3364-Speciotist
3363-Speciatist
3362-Speciali,t
3361-Speciali$t
3357-l'erfectionist
3356-Perfectionist
3355-Perteclionist
3354-Speciolist
3353-Specialisl
3352-Specioli~t
3351-Speciotisl
3347-Dbjeclive
Thinker
3346--0bjeclive
Thinker
334S-0bjecfive
Thinker
3344-Tighl
3343-TJghl
3342-Undershill
3341-Undershill
3337-Cbjective
lh nker
3336-0bjective
Ih nker
3335-0bjective
Th nker
aaaa-unoeoran
aaar-unoersnn
Thinker
Thinkef
Thinkef
Thlnkef
Thinker
Thinker
2777
3277
3277-Perlectionist
3276-Perfectionisl
J275-Pe,fectionlst
3274-Specialist
3273-Specialist
3272-Specialist
3271-Speclalist
3267-Perfectionist
3266-Perfectionisl
3265-Perfectioni,1
3264-Specialist
3263-Specialist
3262-SpeCialist
3261-Specialist
3257-Perfeclianisl
3256-Perfectionist
3255-Perfectioni,1
3254-Speciolist
3253-Speciolist
3252-Speciolist
3251-$peciolist
3247-0bjedive
Thinker
3246-0bjectlve
Thinker
3245-0bjeclive
Thinker
3244-Undershift
3243-Undershift
3242-Undershift
3241-Unders.hift
3237-0bjeclive
Thinker
3236-0bjective
Thinker
3235-0bjective
Thinker
3234-Undershift
3233-Unde,shift
3232-Unders.hift
3231-Unde"hift
3227-0bjective
Thinker
3226-0bjective
Thinker
3225-0bjectlve
Thinker
3224-Undershift
3223-Unders.hilt
3222-Undershift
3221-Undershift
32t7-0bjeclive
Thinker
3216-0bject;ve
Thinker
3215-Objective
Thinker
3214-Undershift
3213-Undershilf
32t2-Undershilt
3211-Undershitt
3177
3177-Perleclionill
3176-Perlectionlsl
3i 75-Perfeclianisl
3174-Specialist
3173-Speciolist
3172-Speciolist
3171-Specialist
3167-Perfectionisl
3166-perfeclionist
3165-Perfectionisl
3164-Specioli'l
3163-Spedolisl
3162-Speciolisf
3161-Specioli't
3157-Perfeclionist
3156-Perfeclianisf
3155-Perfectianist
3154-Speciolist
3153-Speciolist
3152-Specioli,t
3151-Speciali,t
3147-0bjeclive
3146--Qbjeclive
3145--Qbjec1ive
3144-Undershift
3143-Undershift
3142-Undershitt
3141-Undershitt
3137-0bjective
3136-0blecllve
3135-0bjec1ive
3134-Undershilt
3133-Undershitl
3132-Undershifl
3131-Undershift
3127--Qbieclive
3126--0blecllve
3125-0bJectlve
3124-Undershift
3123-Undershift
3122-Undershift
3121-Undershift
31 l Z-Objecfive
aus-oblecnve
3115--0bjeclive
31 14-Undershift
3113-Undershift
3112-Undershift
31 tt-uncerstntt
Th nker
Th nker
Th nker
Thinker
Thinker
Thinker
2777-Proclitioner
2776-Proctltioner
2775-Praclitioner
2774-Counselor
2773-Counselor
2772-Counselor
277I-Counselor
2767-prac1itioner
276tr-Proctitloner
2765-Proclitioner
2764-Counselor
2763-Counselor
2762-Caunselor
2761-Counselor
2757-praditioner
2756-Pfactitioner
2755-Pfaclitioner
2754-Counlelor
2753-Counselor
2752-Counselor
2751--counsetor
2747-Practltioner
2746-Praclitioner
2745-Praclitioner
2744-Promoler
2743-Promoter
2742-Pmmoler
2741-Promoler
2737-Approiser
2736-Appraiser
2735-Appraiser
2734-Pmmoter
2733-Pfamote,
2732-Promoler
2731-Promoler
2727-Appraiser
2726-Appraiser
2725-Appraiser
2724-Promole,
2723-Pmmoler
2722-Pramoler
2721-Promoler
2717-Appraiser
2716-Approiser
2715-Apprai,er
2714-Pramater
2713-Pmmoter
2712-Pmmoler
2711-Pmmater
2677
2677-Practitioner
2676-Pfactitioner
2675-Praclitioner
2674-Agenl
2673-Agent
2672-Agenl
267i-Agent
2667-PraclitiO'ler
2666-Proctitioner
2665-PraclitiO'ler
2664-Col.!nselor
2663-Col.!nselor
2662-Cal.!melor
2661-Coumelor
2657-Pmclitioner
2656-Pmctitioner
2655-Praclitioner
2654-Counselor
2653--Counselor
2652--counsetor
2651-Counselor
2647-Praclitioner
2646-Praclitioner
2645-Pfaclitioner
2644-Pmmoler
2643-Promoter
2642-Pmmoler
2641-Promoler
2637-Appmisef
2636-Appmisef
2635-Appraiser
2634-promoler
2633-Promoler
2632-Pfomoter
2631_promoter
Thinker
Thinker
Thinker
Thinker
Thinker
Thinker
2627-Appraiser
2626--Appraiser
2625-Appraiser
2624-Promoler
zsza-eromcter
zsaz-r'romoter
2621-Promoler
2617-Approi'e'
2616-Approiser
2615-Approl,er
2614-Promoter
2613-Promoter
2612-Promoter
2611-Promofer
2577
2577-Practitloner
257 e-Pructltioner
2575-Proctitioner
2574-Agent
2573-Agent
2572-Agent
2571-Agent
2567-Prodilioner
2566-Pro<;titianer
2565-Proctitioner
2564-Agent
2563-Age'lt
2S62-Agenl
2561-Agent
2S57-Practltioner
2556-Pmctltioner
2555-Prac~!ianer
2554--Counseior
2553-Coumelor
2552--<:ounselor
2551-Coumelor
2547-Praclilionef
2546-PrOClilioner
2545-Procfitioner
2544-l'romoter
2543-Promoter
2542-Promolef
254 \-Promolef
2537-Approiser
2536-Approiser
2535-Approiser
2534-Promoter
2533-Promofer
2532-Promoter
2531-Promoter
2527-Approiser
2S26-Apprai,er
2525-Approiser
2524-prornoter
2523-Promoter
2522-Promoter
252i-Prornoter
2517-Appraiser
25t6-Approiser
2515-ApProiser
2514-Promofer
2513-Promoter
2512-Promater
251 I-Promoter
2477
2477-l'erlectionisl
2476-PerlectioniSI
2475-Peffectioni'l
2474-Specialisl
2473-Specialisl
2472-Specialist
2471-Specioli,t
2467-Perfectionist
2466-Perfectioni,t
2465-Perfecfioni,t
2464-5pecialist
2463-Specialist
2462-Speciolist
2461-Speciolisl
2457-Perlectioni't
24S6-Perlectionisl
2455-Peflectionist
2454-Speciolist
2453-5peciolist
2452-Speciolist
2451-5pecioli,t
2447-0bjeetive
Th nker
2446---Dbjective Th nker
2445-0bjective
Th nker
2444-Unde"hift
2443-Unde"hift
2442-Unde"hift
2441--l1ndershifl
2436--0bjective
Thinker
2435-0bjeclive
Thinker
2434-lInder,hift
2433-Undershift
2432-Undershift
2431-lIndershift
2427-0bieclive
Thinker
2426-0bJective
Thinker
2425-0bjectlve
2424-UndershiFt
2423-Undershifl
2422--1Jndershift
2421-Undershifl
241 7-0bjeclive
24 16--0bjective
2415-0bje<;live
2414-Undershif/
2413-Undershlft
2412-Undershift
2411-Undershilt
Thinker
Thinker
Thinker
Thinker
2377
2377-Perfectionist
2376-l'ertectioni,t
2375-Perlecfionlst
2374-Specialist
2373-Specialist
2372-Specfall,t
2371-Speciatisl
2367-Perfedionist
2366-Perfeclloni,t
2365-Perfectionisl
2364-Speciolisl
2363-Specialist
2362-Specialist
2361-Specialist
2357-l'ertectioni't
2356-Perlection;st
2355-PerJectionist
2354-Speciolist
2353-Speciollsl
2352-Specialist
2351-Specfalist
2347---Dbjectlve Thinker
2344-lIndelshift
2343-Undershift
2342-Undershifl
2341-Undershitt
2337 -Objective Thinker
2336-0bjec1ive
Thinker
2335--0bjec1ive Thinkef
2334-Undershil1
2333-Unde"hilt
2332-Under,hlft
2J3I-Under,ht!t
2327-objective
Thinker
2326-0blective
Thinker
2325-0bjective
Thinker
2324-UndefShiFt
2323-UndefShift
2322-Undershilt
2321--.lJndershitl
2317-0bjedive
Thi'lker
2316-0bjecfive
Thinker
2315-0bjectlve
Thinker
2314-Undershil1
2313-UndersMt
2312-Undershilt
2311-Unde"hirt
2277
2277-Perfeclloni,1
2276-Pertectianist
2275-l'erfectianist
2274-Specialisl
2273-Specioli,1
2272-Specioli5t
2271-Speciolist
2267-Peffeetio'li,t
2266-Perlectionist
2265-Perfectionisl
2264-Specialist
2263-Speciolist
2262-5peciolist
2261 -Specialist
2257-Perfectionisl
2256-Perfectioni,f
2255-Perfectioni,t
2254-Specialisl
2253-Specialist
2252-Speciolist
2251-Speciolisl
2247-0bjective
Thinker
2246-0bjec1ive
Thinker
2245-0bjec1ive
Thinker
2244-Undershifl
2243-UndershlFt
2242-Undershift
2241-Under,hift
2237-objective
Thinker
2236-objective
Thinker
2235--0bjective
Thinker
2234-Undershifl
2233-Undershifl
2232-Undershift
2231-Undershift
2227--Qbiective Thinkef
2226-0blective
Thinker
2225-0bjective
Thinker
2224-Undershift
2223-Unde"hif/
2222-Undershift
222)-Undershift
2217-Dbjeclive
Thinker
2216-0bjective
Thinker
2215--0bjective
Thinker
2214-Under,hifl
2213-Undershift
2212-Under,hifl
2211-Undershift
2177
2177-Perfeclianist
2176-Perfectionist
2175-Perfectionist
2174-Specioll,t
2173-Speciolist
2172-Specialist
2171-Speciolist
2167-Perfectionist
2166-Perfeclionist
2165-Perlectionisf
2164-.5pecialist
2163-Specialist
2162-$pecialisl
216t-Specialist
2157-Perlectionist
2156-l'erleclionist
2155-l'erlectfonist
2154-Speciolist
2153-Speciolist
2152-Specioli,t
2151-Speciolisl
2147-0bjadive
Thinker
2146-0biecliva
Thinker
2i 45-0bjectlve
Thinker
2144-Undershift
2143-Undersh;ft
2142-Undershilt
2141--1Jnderlhilt
2137-Objective Thinker
2136-0bjective
Th;nker
2135-ob ective Thinker
2134-Undershilt
2133-Undershifl
2132-Undershilt
2131-Undershilt
2126-0bjective
Thinker
2125-0bjec1ive Thinker
2124-Undershift
2123-Undershift
2122-Undershill
2121-Unde"hifl
2117-0bjeetive
Thin~er
2t 16-0bjective
Thinker
2i 15-0bjective
Thinker
2114-Undershlit
2113-Undershilt
2112-UndershiFt
21I 1-Undershif
1777
1777-Proclilioner
1776-Practilioner
1775-Praclitioner
I 774--<:ounselor
1773-Counselor
1772-Counselor
1771--counselor
1767-Proclitioner
1766-Proc1ifioner
1765-Proctitianer
1764-Counseiof
1763-Counselor
1762--counselor
1761-Coumelor
1757-Proc1ilioner
1756-Proclilioner
1755-Practilioner
1754-Counselor
I 753-Col.!melor
I 752--<:ounselor
1751-Counselor
I 747-Proctitloner
1746--Praetitfo'ler
I 745-Praclltioner
1744-Pramoler
1743-Prornoler
t742-Promoter
1741-Promoler
1737-Appro1ser
1736-Apprai,er
1735-Approi~er
1734-Promoter
1733-Promoter
I 732-l'romoter
173i-Prornoter
1727-Approi,er
I 726-ApprOlser
1725-Approiser
1724-Promoter
t723-Prornoter
1722-Promoler
1721-Promoter
1717-Apprai.er
1716--Approiler
1715-Apprai'er
I 714-l'romoter
i 713-Promote'
1712-l'romoter
1711-Promoter
1677
1677-l'roctilione,
1676-Proclitioner
1675-Praclifloner
1674-Agenl
1673-Agenl
1M2-Agent
1671-Agent
1667-Praclitloner
1666-Proctilioner
1665-Proctitioner
1664-Counselor
1663-Counselor
1662-Counselor
1661--counselar
1657-Proctitloner
1656-Proctitloner
1655-Proc1itioner
1654-Counselor
1653-Caunselor
1652-Caunselor
165t--counselor
1647-Pmclitioner
1646-ProctilioMr
1645-Practilioner
1644-f'romoter
1643-'!'romater
1642-l'romote,
1641-Promoter
1637-Approiser
i636-Appraiser
1635-Approi,er
1634-Promoter
1633-Promoler
1632-Promoler
1631-Pramoler
1627-Approi,er
1626-Approlser
1625-Apprailer
1624--!'romoler
i623-Promoter
1622-Pmmater
1621-promoter
16\ 7-Approiser
1616-Approiser
1615-Approiser
1614-Promoter
1613-Pmmoter
1612-Promoter
1611-Pmmoter
1577
1577-Proctitioner
1576-Proctitioner
lS75-Proctitioner
IS74-Agenl
I S73-Agenl
IS72-Agenl
I 571-Agent
I S67-proctitioner
IS66-Pracfitjoner
1565-Pra<;tilioner
1564-Agent
1563-Agent
1562-Agent
1561-Agent
1557-Proctilioner
1556-Proctitioner
1555-Proctitioner
1554-Counselor
1553-Counselor
I 552-Coumelor
1551-Coumelor
1547-Pmctitioner
1S46-Practitioner
1545-Proctitioner
I S44-Promoter
1S43-Promoler
1542-Pramoter
154i-Promoler
1537-Apprai,er
1536-Approi,er
1535-Approlser
1534-Promoter
1533-Promoter
1532-Promoter
1531-Promater
1527-Appraisef
1526-Appralsef
1525-Appraiser
I S24-Pmmoter
1523-Promoter
1S22-Promoter
1521-Prornoler
1517-Approiser
IS16-Appraiser
ISIS-Appraiser
I 514-Promoter
1513--Promoler
15I 2-Pramoter
1511-Promoter
1477
1477-Perfeclioni,t
1476-Perfectionisl
1475-Perlectionisl
1474-Specioli$t
1473-Specialist
1472-Specianst
1471-Speciallst
1467-l'6ffecfiani't
) 466-Perfectfonist
i 46S-Perfectlanist
I 464-Speciall,t
146,J....Specialist
1462-Speciolisl
1461-Specloli,1
14S7-Perfectianist
1456-Perlecfianist
1455-Perlectlonist
1454-Speciolist
14S3-Speciolist
1452-Speciallst
1451-Speciolist
1446-0blective
ThInker
144S-objecttve
Thinker
I 444-Unde"hllt
I 443-Undershtlt
1442-Urldershitt
1441-lInde"hift
1437-0bjective
Thinkef
1436-0bjactive
Thinker
1435-0bjeclive
Thinker
1434-lIndershifl
1433-Undershift
1432-Undershift
1431-UndershiU
1427--Qbjec!ive Thinker
1426-Qbjeclive
Thinker
1425--0bjeclive
Thinker
1424-Undershitl
1423-Undershift
t422-Undefshift
1421-Undershilt
1417-objectlve
Thinker
1416-0bjeclive
Thinker
1415-0bjective
Thinker
1414-UndefShifl
I 413-Undershllf
1412-Under,hilt
1411--.lJndershift
1377
1377-Perfectionist
1376-Perlectionist
1375-Perfectjonist
1374-Specioli,1
1373-Specioli,1
;372-Speciali,1
1371-5pecioll,1
1367-Perfectionist
1366-Perfectionlst
1365-Pertectionist
1364-Spedaiist
1363-SpecioHsl
1362-Speciolist
1361-Speciolisl
\357-Perfeetionist
1356-Perlectionist
1355-Perlectionisl
1354-Specialist
1353-Speciolist
1352-Speciolist
1351-Speciolist
1347-0bjective
Thinker
1346-0bjective
Thinker
1345-0bjeclive
Thinker
1344-Undershill
1343-Undershift
1342-Undershift
1341-Undershift
1337-objective
Thinker
1336-0bjective
Thinker
1335-0blective
Thinke,
1334-4Jndershilt
1333-Unde"hilt
1332-Undershilt
1331-Undershlft
i327--Qbjeclive Thinkef
1326-0bjective
Thinker
1325-0bjeclive
Thinker
1324-Unde"hilt
1323-Undershift
1322-Undefshlft
1321-Undershift
t317--Qbjective Thinker
1316-0blective
Thinker
1315-0bleclive
Thinker
1314-Undershift
1313-Undershifl
.. "'"''
h,
'~ __~ __ "
1312-Undeflhiff
1311-Undershllt
1277
t2J7-Pefte<;lioni,t
1276-Pefle<;lioni,1
1275-Pe!iectionlst
1274-Specialisl
tzza-sceccast
1272-Speciolisl
1271-Specioli,1
1267-Perfeclio'li,t
126tr-Perlectionisl
I 265-Perlecfionist
I 264-Speclolisl
I 263-Speciallsl
I 262-Speciallsl
1261-Speciolisl
1257-l'erlecf1onilt
1256-PerlectioniSI
1255-Perlectionist
1254-Spec1alist
12S3-Speciali,t
12S2-Specialist
1251-Specialisl
1247---Dbjective Thinker
1246-0bjeclive
Thinker
1245-0bjective
Thinke,
1244--l1ndershilt
1243-Undershilt
1242-Undershitl
t241-Undershiff
1236-0bjective
Thinker
1235--0blectlve Thinker
1234-Undershifj
I 233-tJnderlhilt
1232-Undershllt
1231-Undershilt
1227--Qbjectlve Thinker
1226-0bjectlve
Thinker
1224-Undershilf
1223-Undershilt
1222-Undershifl
1221-Undershift
t217-0bjecfive
Thinker
I 216-0bjective
Thinker
t215-0bjecfive
Think'"
1214-Undershlft
1213-Undersh;lt
1212-Undershilt
1211-Undershilt
1177
I 177-l'erlectionist
I 176--Perfeclionist
1175-l'er!ectionist
1174-Specialist
i 173-Speciolist
1I 72-Speciall,t
1171-Speciolilt
1167-Perfectionisl
1166-Perfeclionisl
I i65-Perfectioni,1
1164-Specialist
1163-Speciolist
1162-Specialist
1161-Specioii,t
1I 57-Perfec1ionist
1I 56-Perfedianist
1I 55-PerFeclionist
1154-Spedoll,1
1I 53-Spedoli,1
1I 52-Spedolisl
1151-Spedoli,t
1i 47--Qbjeclive Thinker
I 146-0bjec1ive Thinke!
I 145-0bjeclive
Thinker
1144--Undershilt
1143-Undershil1
1142-Undershill
1141-Undershift
I 137--Qbjective Thinker
i 136-0bJeclive Thinker
1135-0bjective
Thinker
1134-Unde"hiff
1133-Undershilt
1132-Undershill
1131-Unde"hlfl
1I 27--Qbjective Thinker
1126-0bjective
Thinker
1I 25-0blective
Thinker
i 124-UnderShilt
i 123-Unde"hift
1122-Undershilt
1121-Under,hilt
1) 17--Qbjective Thinker
1116-0bjeclive
Thinker
1114-Underlhilt
1113-Undershllt
1112-Undershilt
l111-Undershlft
Classical Profile Patterns
DiSC* Classic
DiSCS Classic
Achiever
Pattern
Emotions:
frustration
is industrious and diligent; displays
Goal: personal accomplishments, sometimes

at the expense of the group's goal
Judges others by: ability to achieve

concrete results
Influences
others by: accountability for
own work
Value to the organization: sets and

completes key result areas for self
Overuses:
self-reliance; absorption in the cask
Under pressure: becomes frustrated and

impatient; becomes more of a "do-er" and less of a
"delegator"
Fears: others with competing or inferior work
standards affecting results
eXAMPLE
Agent
Pattern
Would increase effectiveness
through:
less "either-or" thinking; clearer rask priorities;

consideration of optional approaches; willingness
to compromise sborr-term for long-range benefits
Emotions:
accepts affection; rejects aggression
Goal: group acceptance

Judges others by: commitment
include everyone
Influences
others
to tolerate and
by: empathy; friendship

supports,
harmonizes, empathizes; focuses on service
Overuses:
kindness
Under pressure: becomes persuasive, using

information or key friendships if necessary
Fears:
EXAMPLE
Emotions:
is driven to look good
Goal: "victory" with flair

Judges others by: ability to initiate activities
Influences others by: competitive
recognition
with the team
Overuses:
accomplishes goals
authority; ingenuity
Under pressure:
impatient
becomes restless, critical,
Fears: "loss" or "failure"; others' disapproval

through:
individual follow-through; empathy when
showing disapproval; steadier pace
EXAMPLE
tI> 2001 bv mscooe Publishinq, Inc. All rinhts reserved.
Counselor
Pattern
Goal: friendship; happiness
Influences
others
"open door" policy
Achievers demonstrate a keen interest in their WOrkand an intense,

continual pursuit of accomplishment. They have a high opinion of their
work and may hesitate to delegate tasks when under pressure. Instead,
they take on the work themselves to ensure that things are done righr.
When they delegate, they have a tendency to take back the task if it
does not go according to their expectations. Their guiding premise is,
"If Isucceed, Iwant the credit; if I fail, I will take the blame."
Overuses:
Appraisers make creative ideas serve practical purposes. TIley use

direct methods to accomplish results. Appraisers are competitive, but
other people tend to view them as assertive rather than aggressive
because Appraisers are considerate of others. lnsread of giving orders
or commands, Appraisers involve people in the task through persuasion.
They elicit the cooperation of those around them by explaining the
rationale for the proposed activities.
Fears: pressuring people; being accused of

causing harm
EXAMPLE
Creative
Pattern

through:
attention to realistic deadlines; initiative to
complete the task
Emotions:
expression
accepts aggression; restrains
Goal: dominance; unique accomplishments

Judges others by: personal standards;
progressive ideas for accomplishing tasks
Influences
others by: ability to pace
development of systems and innovative approaches
changes
EXAMPLE
Developer
Pattern
initiates or designs
Overuses: bluntness; critical or

condescending attitude
Under pressure: becomes bored with
routine work; sulks when restrained;
acts independently
Fears: lack of influence; failure to achieve their
standards
through:
warmth; tactful communication; effective team
cooperation; recognition of existing sanctions
Emotions: is concerned with meeting

personai needs
Goal: new opportunities
Judges others by: ability to meet the
Developer's standards
Influences
others by: finding solutions
to problems; projecting a personal sense of power
value to the organization: avoids "passing
the buck"; seeks new or innovative problemsolving methods
Overuses:
control over people and situations to
accomplish his or her own result.
Under pressure: works alone to complete tasks;
is belligerent if individualism is threatened or
challenging opportunities disappear
Appraisers help others ro visualize the steps needed in order to

accomplish results. Appraisers usually speak from a detailed plan of
action that they have developed in order to ensure an orderly progression
toward results. In their eagerness to win, Appraisers can become
impatient when their standards are not maintained or when extensive
foIlow-d1rough is required.
Appraisers are good critical thinkers. TI1ey are verbal in their criticisms
and their words occasionally may be caustic. Appraisers have a better
control of the situation if they relax and pace themselves. A helpful
axiom to achieve this is, "You win some, you lose some."
indirect approach; tolerance
Under pressure: becomes overly flexible and

intimate; is teo trusting without differentiating
iJJnong people
Agents have excellent potential for organizing and completing tasks

effectively. Agents naturally promote harmony and teamwork and are
particularly good at doing for others what they find difficult to do for
themselves.
others to tolerate a situation rather than encouraging them to engage
in active problem-solving. In addition, the Agent's tendency ro adopt a
"low profile" - instead of having open confrontations with aggressive
individuals - may be perceived as a lack of "toughness." Although
they are concerned with fitting inro the group, Agents have a fair
degree of independence.
by: personal relationships;

remains stable and
predictable; develops a wide range of friendships;
listens to others' feelings
An Achiever should communicate more with others to expand their

thinking beyond either "I have to do it myself' or "I want all the credit."
They may need help in finding new approaches for achieving their
desired results, Achievers function at peak efficiency, and they expect
recognition equal to their contribution - high wages in for-profit
organizations and leadership positions in other groups.
Agents are attentive to both the human relations and task aspects of
their work situation. Empathetic and supportive, they are good listeners
and known for their willing ear. Agents make people feel wanted and
needed. Because Agents respond to others' needs, people do not fear
being rejected by Agents. Agents offer friendship and are willing to
perform services for others.
Emotions: is approachable; shows affection and

understanding
Judges others by: positive acceptance of
others; ability to look for the good in people
Agents fear conflict and dissent. Their supportive approach may enable
dissent; conflict

through:
strength in the realization of who they
are and what they can do; firmness and
self-assertion; ability to say "no" when
appropriate
Appraiser
Pattern
The motivation of Achievers is largely internal and flows from deeply

felt personal goals. Their commitment to their own goals prevems them
from automatically accepting the group's goals. Achievers need to see
how they can blend their personal goals with the organization's goals.
By retaining control over the direction of their lives, Achievers
develop a strong sense of accountability.
Fears:
EXAMPLE
boredom; loss of control

through:
patience, empathy; participation and
collaboratlun with others; follow-through
and attention to quality control
Counselors are particularly effective at solving people's problems. They

impress others with their warmth, empathy, and understanding. Their
optimism makes it easy to look for the good in others. Counselors prefer
to deal with others by building long-standing relationships. As a good
listener wirh a willing ear fur problems, a Counselor offers suggestions
gently and refrains from imposing his or her ideas on others.
Counselors tend to be overly tolerant and patient with non-producers.
Under pressure, they may have difficulty confronting performance
problems. Counselors may be indirect when issuing orders, making
demands, or disciplining others. By adopting the attitude that "people are
important," Counselors may place less emphasis on task accomplishment.
They sometimes require help in setting and meeting realistic deadlines.
Counselors often take criticism as a personal affront, but they respond
well to attention and compliments for well-done assignments. When in
a position of resporu.ibility, Counselors tend to be attentive to the quality
of working conditions and provide adequate recognition for members of
their group.
Persons with a Creative Pattern display opposing forces in their behavior.

Their desire for tangible results is counterbalanced by an equally strong
drive for perfection, and their aggressiveness is tempered by sensitivity.
Although they think and react quickly, they are restrained by the wish to
explore all possible solutions before making a decision.
Creative persons exhibit foresight when focusing on projects, and they
bring about change. Since individuals with a Creative Pattern have a
drive for perfection and demonstrate considerable planning ability, the
changes they make are likely to be sound, but the method they choose
may lack attention to interpersonal relationships.
Creative persons want freedom to explore, and they want the authority to
examine and retest findings. They can make daily decisions quickly but
may be extremely cautious when making bigger decisions: "Should I
accept that promotion?" "Should I move to another location?" In their
drive for results and perfection, Creative persons may not be concerned
about social poise. As a result, they may be cool, aloof, or blunt.
Developers tend to be strong-willed individualists, continually seeking

new horizons. As self-reliant, independent thinkers, they prefer to
find their own solutions. Relatively free of the constraining influence
of [he group, Developers are able to bypass convention and often
create innovative solutions.
Although they most often use direct, forceful behavior, Developers
can also shrewdly manipulate people and situations. When required to
participate with others in situations that limit their individualism,
Developers tend to become belligerent. They arc persistent when
pursuing the results they desire and will do whatever is necessary to
overcome obstacles to success. In addition, they have high expectations
of others and can be critical when their standards are not met.
Developers are most interested in achieving their own goals.
Opporrunities fur advancement and challenge are important to them.
By focusing on results, they may lack empathy or seem uncaring by
dlsmi:ing others' concerns.
DiSCa Classic
DiSC!> Classic
Inspirational
Pattern
Emotions: accepts aggression; downplays need

for affection
Goal: control of their environment or audience
Judges others by: projection of personal
strength, character, and social power
Influences others by: charm, direction,
intimidation; use of rewards
Value to the organisation: acts as a

"people mover"; initiates. demands, compliments,
disciplines
Overuses: attitude that "the ends justify
means"
Under pressure: becomes manipulative,
quarrelsome or belligerent
Fears: weak behavior; loss of social status
Would increase effectiveness through:
me
EXAMPLE
Investigator
Pattern
genuine sensitivity; willingness to help others co

succeed in their own personal development
Emotions: is dispassionate; demonstrates

self-discipline
GoaL: power through formal roles and
positions of authority
Judges
by: use of factual information

others by: determination, tenacity
others
Influences

offers comprehensive follow-through; works determinedly on tasks
individually or in a small group
,
Overuses:
bluntness; suspicion of others
Under pressure: tends to internalize

conflict; holds on to grudges
Fears: involvement with the masses;
responsibility to sell abstract ideas
EXAMPLE
Objective Thinker
Pattern

through:
flexibility; acceptance of others; personal
involvement with others
Emotions: rejects interpersonal aggression

Goal: correctness
Judges
others
by: ability to think logically

by: use of facts, data, and
Influences
others
logical arguments
Value to the organization.

defines and
clarifies; obtains, evaluates, and tests information
Overuses:
analysis
Under
pressure:
Fears:
irrational acts; ridicule
becomes worrisome

through:
self-disclosure; public discussion of their insights
and opinions
EXAMPLE
@2001 by insccoe Publishin~, Inc. All riqhts reserved.
Persons with the Inspirational Pattern consciously attempt to

modify the thoughts and actions of others. They want to control their
environment. They are astute at identifying and manipulating an individual's existing motives in order to direct that person's behavior toward
Overshift
Pattern
Before you go further, review your profile graph scores for the possibility
of errors made when cornpuring vour responses or plotting your scores.
An Overshfr Pattern occurs when all four plotting points are positioned
in the upper portion of the graph. This indicates that the person considers all four behavioral styles to be of equally high Importance. AI; a result,
the shape of the profile does not match any of the commonly occurring
Classical Profile Patterns.
a predetermined end.
Inspirational persons are clear about the results they want, but tht.')' do
not always immediately verbalize them. They state the results they want
only after they have primed the other person, offering friendship to
those who desire acceptance, authority to those who seek power, and
security to those who want a predictable environment.
Inspirational persons can be charming in their interactions. They are
persuasive when they want help in repetitive and time-consuming
details. People often experience a conflicting sensation by feeling
drawn to Inspirational people and yet being curiously distanced. Others
mal' feel "used" by lnspirauonal persons' powers of manipulation.
Although they sometimes inspire fear in others and override their
decisions, Inspirational persons are generally well liked by co-workers
because they use their considerable verbal skills to persuade others
whenever possible. Inspirational persons clearly prefer to accomplish
goals through cooperation and persuasion instead of domination.
Objective and analytical, Investigators are dispassionate "anchors

of reality." Generally undemonstrative, they calmly and steadily pursue
an independent path toward a fixed goal. Investigators are successful
at many things, not because of versatility but due to their dogged
determination to follow through. They seek a clear purpose or goal from
which they can develop an orderly plan and organize their actions. Once
a project bas begun, Investigators fight tenaciously to achieve their
objectives. Intervention is sometimes needed to change their direction.
As a result, they can be perceived as stubborn and opinionated.
Classical Patterns represent combinations of high and low plotting

points, whereas the Overshifr Pattern has only high plotting points.
When an Overshift Pattern appears in Graph Ill, it is recommended
that one of the other two graphs be used for interpretation, but
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.
l:XAMPLl:
Perfectionist
Pattern
Goal: stability; predictable accomplishments

Judges
Objective Thinkers tend to have highly developed critical thinking

abilities. They emphasize the importance of facts when drawing
conclusions and planning actions, and they seek correctness and
accuracy in everything they do. To manage their work activities
effectively, Objective Thinkers often combine intuitive information
with the facts they have gathered. \X/hen in doubt about a course of
action, they avoid public failure by preparing meticulously. For example,
Objective Thinkers will master a new skill privately before they use it in
a group activity.
by: precise standards

by: attention to detail;
others

is conscientious;
maintains standards; controls quality
Overuses:
procedures and "fail-safe"
controls; overdependence on people,
products, and processes that have worked
in past
Under pressure: becomes tactful and
diplomatic
Fears: antagonism
EXAMPLE
Persuader
Pattern

through:
role flexibility; independence and interdependence; belief in self-worth
Emotions:
trusts others; is enthusiastic
Goal: authority and prestige; status symbols

Judges others by: ability to express
themselves; flexibility
Influences
others by: friendly, open manner;
verbal skills
sells and closes;
delegates responsibility; is poised and confident
Overuses:
Objective Thinkers prefer to work with people who, like themselves, are
interested in maintaining a peaceful work environment. Considered shy
by some, they may be reticent in expressing their feelings. They are
particularly uncomfortable with aggressive people. Despite being mildmannered, Objective Thinkers have a strong need to control their
environment. They tend to exert this control indirectly by requiring
others to adhere to rules and standards.
Objective Thinkers are concerned with the "right" answer and may have
trouble making decisions in ambiguous situations. With their tendency
to worry, they may get bogged down in "analysis paralysis." When they
make a mistake, Objective Thinkers often hesitate to acknowledge it.
Instead, they immerse themselves in a search for information that
supports [heir position.
others
Influences
accuracy
Investigators do well with challenging technical assignments in which

they can use actual data to interpret the information and draw
conclusions. They respond to logic rather than emotion. When selling
or marketing an idea, they are most successful with a concrete product.
Investigators are not especially interested in pleasing people, and they
prefer to work alone. They can be perceived as cold, blunt, and tactless.
Because they value their own thinking ability, Investigators evaluate
others by how they use facts and logic. To increase their effectiveness
in personal interactions, lnvesrigators need to develop a greater
understanding of other people, especially others' emotions.
Emotions: displays competence; is restrained

and cautious
enthusiasm; selling ability; optimism
Under pressure: becomes indecisive and

is easily persuaded; becomes organized in order to
look good
Fears: fixed environment; complex relationships
EXAMPLl:

through:
challenging assignments; attention to
cask-oriented service and key derails; objective
dara analysis
Perfectionists are systematic, precise thinkers and workers who follow

procedure in both their personal and work lives. Extremely conscientious, they are diligent in work that requires attention to detail and
accuracy. Because they desire stable conditions and predictable activities,
Perfectionists are most comfortable in a dearly defined work environment. They want specifics on work expectations, time requirements, and
evaluation procedures.
Perfectionists may become bogged down in the details of the decisionmaking process. They can make major decisions but may be criticized for
the amount of time they take In gather and analyse infurmation. Although
they like to hear the opinions of their managers, Perfectionists take risks
when they have facts that they can interpret and use to draw conclustons.
Perfectionists evaluate themselves and others by precise standards for
achieving concrete results while adhering to standard operating
procedures. This conscientious attention to standards and quality is
valuable to the organization. Perfectionists may define their worth roo
much by what they do and not by who they are as people. As a result,
they tend to react to personal compliments by thinking, "What does
this person wand" By accepting sincere compliments, Perfectionists
can increase their self-confidence.
Persuaders work with people, striving to he friendly while pushing

forward their own objectives. Outgoing and interested in people,
Persuaders have the ability to gain the respect and confidence of various
types of people. Persuaders can impress their thoughts on others, drawing
people to them and retaining them as clients or friends. This ability is
particularly helpful when Persuaders sell themselves or their ideas to
win positions of authority.
The most favorable environment for Persuaders includes working with
people, receiving challenging assignments, and experiencing a variety of
work activities that require mobility. They seek work assignments that
will give them the opportunity to look good. As a result of their
naturally positive outlook, Persuaders may be too optimistic about
a project's results and others' potential. Persuaders also tend to
overestimate their ability to change the behavior of others.
Although Persuaders desire freedom from routine and regimentation,
they need to receive analytical data on a systematic. basis. Once alerted
to the importance of the "little things," Persuaders can use the
information to balance their enthusiasm with iii realistic assessment
of the situation.
C 2001 by insccce Publi5hin~. Inc. All riqhls reserved.
DiSC Classic
DiSC~ Classic
Practitioner
Pattern
Emotions: wants to keep up with others in effort

and technical performance
Goal: personal growth

Judges others by: self-discipline;position and
promotions
Influences others by: confidence in their

ability to master new skills; development of
"proper" procedures and actions
Value to the organization: is skilled in
technical and people problem-solving; displays
proficiency and specialization
Overuses:
overanention
to personal objectives;
unrealistic expectations of others

Under pressure: becomes restrained; is
sensitive to criticism
EXAMPLE
Fears: being too predictable; no recognition as

an "expert"
through:
Practitioners value proficiency in specialized areas. Spurred on by a

desire to be "good at something," they carefully monitor their own work
performance. Although their aim is m be "the" expert in an area,
Practitioners frequently give the impression that they know something
about everything. This image is particularly strong when they express
their knowledge on a variety of subjects.
Specialist
Pattern
Goal: maintenance of the status quo;

controlled environment
Judges others
competence
Pattern
Emotions:
is willing to accept others
Goal: approval, popularity
Judges
others
Influences
favors
by: verbal skills

by: praise, opportunities,
others

relieves tension;
promotes projects and people, including him or
herself
Overuses:
praise, optimism
Under pressure: becomes careless and

sentimental; is disorgaulred
Fears:
loss of social acceptance and self-worth

through:
control of time; objectivity; sense of urgency;
emotional control; follow-through on promises
and tasks
EXAMPLE
Result-Oriented
Pattern
Emotions: verbalizes ego strength; displays

rugged individualism
Goal: dominance and independence
Judges others
quickly
Influences
diligence
by: ability
others
by: force of character;

doggedness
Overuses:
to accomplish tasks
persistence;
impatience; "win-lose" competition
Under pressure: becomes critical and faultfinding; resists participating with a team; may
overstep boundaries
Fears: others will take advantage of them; slowness, especially in task activities; being a pushover
EXAMPLE

through:
explanation of their reasoning and consideration
of other views and ideas about goals and solutions
to problems; genuine concern for others; patience
and humility
2001 by inscope Publishing. Inc. All rights reserved.
by: friendship standards;
As Practitioners interact with others, they project a relaxed, diplomatic,

and easygoing style. This congenial attitude may change quickly in their
own work area when they become intensely focused in order to meet
high standards for performance. Practitioners evaluate others on the
basis of their self-discipline as measured by their daily performance.
They have high expectations for themselves and others, and they tend
to express their disappointment.
Influences
others by: consistent
performance; accommodating others
Although they naturally concentrate on developing an organized

approach [Q work and increasing their own skills, Practitioners also need
to help others to build skills. In addition, they need to increase their
appreciation of those who contribute to the work effort even though
they may not use the Practitioner's preferred methods.
Under pressure: becomes adaptable to those in

authority and thinks with the group

plans short
term; is predictable, consistent; maintains steady
pace
Overuses:
modesty; low risk- raking;
passive resistance to innovation
EXAMPLE
genuine collaboration for common benefit;

delegation of key tasks to appropriate individuals
Promoter
Emotions: is calculatingly moderate;

accommodates others
Promoters have an extensive network of contacts. They arc usually

gregarious and socially adept, and they develop friendships easily. They
rarely antagonize others intentionally. Promoters seek favorable social
environments where they can develop and maintain their contacts.
Verbally skilled, they promote their own ideas and create enthusiasm for
others' projects. With their wide range of contacts, Promoters have
access to the people who can help them.
Tight
Pattern
Result-Oriented people display self-confidence, which some may

interpret as arrogance. They actively seek opportunities that test and
develop their abilities to accomplish results, Result-Oriented persons
like difficult tasks, competitive situations, unique assignments, and
"important" positions. They undertake responsilnliries with an air of
self-importance and display self-satisfaction once they have finished.
Specialists are slow to adapt to change. Prior conditioning gives them

time to change their procedures while maintaining a consistent level
of performance. Specialists may need help to start new projects or
develop shortcut methods to meet deadlines. Finished projects are often
put aside for further revisions. Specialists should consider throwing
away old files that have outlived their usefulness.
of errors made when computing your responses or plotting your scores.
A Tight Pattern occurs when all four plotting points are positioned in
rhe middle area of the graph with only one segment difference between
the four points. This indicates that the person considers all four
behavioral styles to be of equal importance. As a result, the shape of
the profile does not match any of the commonly occurring patterns.
EXAMPLE
Undershift
Pattern
Result-Oriented people tend to avoid constraining factors, such as direct

controls, time-consuming details, and routine work. Because they are
forceful and direct, they may have difficulties with others. ResultOriented people prize their independence and may become restless when
involved with group activities or committee work. Although ResultOriented people generally prefer to work alone, they may persuade others
to support their efforts, especially when completing routine activities.
Result-Oriented people are quick thinkers, and they are impatient and
critical toward those who are nor. They evaluate others on their ability
to get results. Result-Oriented people are determined and persistent even
in the face of antagonism. They take command of the situation when
necessary, whether or not they arc in charge. In their uncompromising
drive for results, they may appear blunt and uncaring.
Their efforts are directed toward retaining familiar and predictable

patterns. Most effective in specialized areas, Specialists plan their
work along directed channels and achieve a remarkably consistent
performance. Appreciation from others helps to maintain that level
of consistency.
Classical Profile Patterns represent combinations ofhigh and low

plotting points, whereas the Tight Pattern has plotting points only
in the middle area. When a Tight Pattern appears in Graph Ill, it is
recommended that one of the other two graphs be used for
interpretation, but remember that Graph I or Graph II represents
only half of the responses. it may be helpful to retake the profile with
a dearer focus.
Since Promoters prefer to participate and interact with others in

activities, they may be less interested in task accomplishment. They
may continue to seek out any situation rhat involves meeting people
and socializing even though their job requires attention to more solitary
activities. They thrive on meetings, committees, and conferences.
Usually optimistic, Promoters tend to overestimate the ability of others,
They often leap to favorable conclusions without considering all the
facts. Promoters will learn to be objective and emphasize results with
coaching and direction. Time management may present challenges for
Promoters. By setting a time limit on conversation and discussion, they
can remind themselves of the urgency of"closing" and accomplishing
the task.
Fears: change, disorganization

through:
public discussion of their ideas; self-confidence
based on feedback; shortcut methods
Specialists "wear well" with others. With their controlled stance and
modest manner, they are able to work well with a number ofbehavloral
styles. Specialists are considerate, patient, and always willing to help those
they consider friends. They build close relationships with a relarlvcly
small group of associates in the work environment.
of errors made when computing your responses or plornng your scores.
An Undershlfr Pattern occurs when all four plotting points are positioned
in the lower portion of the graph. This indicates that the person
considers all four behavioral styles to be of equally low importance.
A5 a result, the shape of the profile does not match any of the
commonly occurring patterns.
Classical Patterns represent combinations of high and low plotting
points, whereas the Undershifr Pattern has only low plotting points.
When an Undershfr Pattern appears in Graph IIl, it is recommended
that one of the other twO graphs be used for interpretation, bur
remember that Graph I or Graph II represents only half of the
responses. It may be helpful to retake the profile with a dearer focus.
EXAMPLE
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f} Counting and Recording

Il:l ?Om h" I"" ..,.,,.,,, p, ,hli<hi.......,...,.. All n,.,ht, rA<"'''''''''''''

D. Check the accuracy by adding the MOST and

Lift and Tear

Use the same procedure to count and record the other

2001 by Inscope Publi,hing.lnc. All righls reseveo.

A. Tear out the perforated area in the lower right corner

The individual responding tends to be MOSTenthusiastic

Use a minus (-) sign if the number in the MOST

REMEMBER: Select only one MOST and one LEAST

B. Use a plus (+) sign if the number in the MOST

A. Determine the difference between the MOST and

C. Select only one word that LEAST describes you.

the rectangle after that word in the MOST column.

D. Use the same procedure to respond

Use a coin or other smooth metal object to gently rub

about yourself in your selected setting or focus.

B. Select only one woed that MOST describes you.

@) Determining the Difference

A. Study the first group of four words on page 2 while

number on the i line,

* number on the Cline.

B. Use the numbers from the LEAST column of the

--\'- ----- ---9- -.-- --Ii

Estimate the plotting point if asp ecific number is not

C. Use the numbers from the DIFFE RENCE column of the

Plot the'" number on the S line.

Plot the Z number on the D line.

Cl2001 by Inscope Publishing, Inc. All riqhts reserved.

Guidelines for Interpretation

Interpretation Stage I (See poge

SUGGESTIONS FOR USE

The content provides an understanding

1. Read the section indicated by your

needs from others

2. What the individual

The index considers each DiSC Dimension

Based on the exact

3. Read the other sections

Based on the pattern of your

Insights into your work behavior and the

by: how you evaluate

by: how you affect

Value to the organization:

how your strengths

how you react to stressful

what causes you discomfort

Publishing. Inc. All right~ reserved,

This person needs

This person desires an

This person needs

This person desires an

This person needs

Goal: what you are most motivated

This person desires an

This person needs

that do not apply;

This person desires an

6. Guidelines for Interpretation.)

Read the other Classical Profile Patterns

'~ ~ "