Disc Assessment

Team Building
kody bonham
student
leadership
9-29-2014
Copyright 1984-2013. Target Training International, Ltd.
Introduction
Behavioral research suggests that the most effective people are those who understand
themselves, both their strengths and weaknesses, so they can develop strategies to meet
the demands of their environment.
A person's behavior is a necessary and integral part of who they are. In other words, much of our
behavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It is
the universal language of "how we act," or our observable human behavior.
In this report we are measuring four dimensions of normal behavior. They are:
how you respond to problems and challenges.
how you influence others to your point of view.
how you respond to the pace of the environment.
how you respond to rules and procedures set by others.
This report analyzes behavioral style; that is, a person's manner of doing things. Is the report
100% true? Yes, no and maybe. We are only measuring behavior. We only report statements
from areas of behavior in which tendencies are shown. To improve accuracy, feel free to make
notes or edit the report regarding any statement from the report that may or may not apply, but
only after checking with friends or colleagues to see if they agree.
"All people exhibit all four behavioral

factors in varying degrees of intensity."
W.M. Marston
kody bonham
Basic Characteristics
Based on kody's responses, the report has generated general behavioral statements
to provide information on his natural behavior. That is, if left on his own, HOW HE
WOULD CHOOSE TO DO THE JOB. Use this information to gain a better
understanding of kody's natural behavior.
kody may not project a sense of urgency like some people with different
behavioral styles. When challenged, he becomes more objective. Under
pressure, kody can be extremely tenacious and will stay with his commitments
until he is satisfied. He is extremely conscientious, and is painstaking with work
that requires attention to detail and accuracy. When the time is right, kody can
stand up aggressively for what he believes. He can be possessive and develop
strong attachments for his work group, close friends and family. He can be
friendly with others in many situations, but primarily with groups of established
friends and associates. He is sociable and enjoys the uniqueness of each
human being. He needs time for some study and analysis, particularly when
doing new or challenging assignments. This allows him to adjust to the
changing environment. kody likes a consistent pace in his life, not too fast and
not too slow. He likes to win through persistence. He uses his strong, steady
tendencies to accomplish his goals.
kody needs to gather data and facts in a logical fashion. Logic is important
when trying to influence him. He pays more attention to logic than emotional
"hype." He is good at analyzing situations that can be felt, touched, seen,
heard, personally observed or experienced. His motto is, "facts are facts." He
is persistent and persevering in his approach to achieving goals. kody uses
logic to assist him in decision making. This tendency is helpful to others in his
group. When faced with a tough decision, he will seek information and analyze
it thoroughly. He may tend to fight for his beliefs or those things he feels
passionate about.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Basic Characteristics
Continued
kody is more motivated by logic than emotion. To him, logic represents tangible
research. Most people see him as being a considerate and modest person. He
probably won't try to steal the spotlight from others. He is not easily triggered or
explosive, but he may conceal some grievances because he doesn't always
state his feelings. He may guard some information unless he is asked specific
questions. He will not willingly share unless he is comfortable with the
knowledge he possesses about the topic. Sometimes he will withdraw from a
verbal battle. If he feels strong about an issue, he may retreat to gather his
resources and then return to take a stand! He does not enjoy confrontation for
confrontation's sake. He feels he can win through patience and resolve. He
usually is considerate, compassionate and accepting of others; however, on
some occasions can become stubborn. Stubbornness surfaces when his ideals
and beliefs are confronted.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Work Characteristics
kody sees his present work environment requiring him to exhibit the behavior listed on
this page. If the following statements DO NOT sound job related, explore the reasons
why he is adapting this behavior.
Diplomatic cooperation in team interaction.

Freedom from confrontation.
Task focus over people focus.
Being conservative, not competitive, in nature.
Using a disciplined approach.
Being cordial and helpful when dealing with new clients or customers.
Logical solutions.
Presenting a calm demeanor, especially when crisis occurs.
Consistency of task performance.
Exhibiting patience and good listening skills.
Being cooperative and supportive.
Solving problems thoughtfully, in an analytical style.
Adherence to established guidelines and procedures.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Value to the Team

This section of the report identifies kody's value to the team. Discuss this list and
identify those values most important to the team.
Dependable team player.

Good listener.
Works for a leader and a cause.
Builds good relationships.
Will gather data for decision making.
Patient and empathetic.
Service-oriented.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Value to the Organization

This section identifies the behavior kody brings to the organization. Use these
statements to capitalize on kody's value to the team and organization.
People-oriented.
Good at reconciling factions--is calming and adds stability.
Flexible.
Builds good relationships.
Turns confrontation into positives.
Concerned about quality.
Adaptable.
Works for a leader and a cause.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Checklist for Communicating

Most people are aware of and sensitive to the ways with which they prefer to be
communicated. Many people find this section to be extremely accurate and important
for enhanced interpersonal communication. This page provides other people with a
list of things to DO when communicating with kody. Read each statement and identify
the 3 or 4 statements which are most important to him. We recommend highlighting
the most important "DO's" and provide a listing to those who communicate with kody
most frequently.
Ways to Communicate
Take your time and be persistent.
Give him time to verify reliability of your comments--be accurate and
realistic.
Support your communications with correct facts and data.
Take time to be sure that he is in agreement and understands what you
said.
Use scheduled timetable when implementing new action.
Provide a friendly environment.
Show sincere interest in him as a person. Find areas of common
involvement and be candid and open.
Watch carefully for possible areas of early disagreement or dissatisfaction.
Keep conversation at discussion level.
Be prepared.
Look for hurt feelings or personal reasons if you disagree.
Be sincere and use a tone of voice that shows sincerity.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Checklist for Communicating
Continued
This section of the report is a list of things NOT to do while communicating with kody.
Review each statement with kody and identify those methods of communication that
result in frustration or reduced performance. By sharing this information, both parties
can negotiate a communication system that is mutually agreeable.
Ways NOT to Communicate

Use testimonies from unreliable sources.
Be vague; don't offer opinions and probabilities.
Talk to him when you're extremely angry.
Stick coldly or harshly to business; on the other hand, don't lose sight of
goals by being too personal.
Be abrupt and rapid.
Manipulate or push him into agreeing because he probably won't fight back.
Keep deciding for him, or he'll lose initiative. Don't leave him without
backup support.
Don't be haphazard.
Patronize or demean him by using subtlety or incentive.
Push too hard, or be unrealistic with deadlines.
Rush headlong into business or the agenda.
Talk in a loud voice or use confrontation.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
Communication Tips
This section provides suggestions on methods which will improve kody's communications with others. The tips
include a brief description of typical people with whom he may interact. By adapting to the communication style
desired by other people, kody will become more effective in his communications with them. He may have to
practice some flexibility in varying his communication style with others who may be different from himself. This
flexibility and the ability to interpret the needs of others is the mark of a superior communicator.
When communicating with a person who is

dependent, neat, conservative, perfectionist,
careful and compliant:
Prepare your "case" in advance.
Stick to business.
Be accurate and realistic.
Factors that will create tension or
dissatisfaction:
Being giddy, casual, informal, loud.
Pushing too hard or being unrealistic with
deadlines.
Being disorganized or messy.

patient, predictable, reliable, steady, relaxed and
modest:
Begin with a personal comment--break the ice.
Present your case softly, nonthreateningly.
Ask "how?" questions to draw their opinions.
dissatisfaction:
Rushing headlong into business.
Being domineering or demanding.
Forcing them to respond quickly to your
objectives.

ambitious, forceful, decisive, strong-willed,
independent and goal-oriented:
Be clear, specific, brief and to the point.
Stick to business.
Be prepared with support material in a
well-organized "package."
dissatisfaction:
Talking about things that are not relevant to the
issue.
Leaving loopholes or cloudy issues.
Appearing disorganized.

magnetic, enthusiastic, friendly, demonstrative
and political:
Provide a warm and friendly environment.
Don't deal with a lot of details (put them in writing).
Ask "feeling" questions to draw their opinions or
comments.
dissatisfaction:
Being curt, cold or tight-lipped.
Controlling the conversation.
Driving on facts and figures, alternatives,
abstractions.
kody bonham
Team Effectiveness Factors

kody's behavioral work style may or may not be compatible with other team members.
Each team member brings their own strengths and weaknesses. This section of the
report allows his strengths and weaknesses to be analyzed. Read and share these
statements with other team members. Remember, a strength can turn into a
weakness if overextended.
STRENGTH - Remains calm during conflict--a team player. POTENTIAL

WEAKNESS - May give others a false sense of compliance because he
fights passively.
STRENGTH - Stable and persistent. POTENTIAL WEAKNESS - Be
relaxed and contented with things the way they are.
STRENGTH - Task-oriented. POTENTIAL WEAKNESS - May bury
himself in the task and fail to deal with people problems in a timely
fashion.
STRENGTH - Predictable and reliable. POTENTIAL WEAKNESS - May
be inflexible and resist change.
STRENGTH - Will work for a cause and a leader. POTENTIAL
WEAKNESS - May procrastinate on decisions when in the leadership role.
STRENGTH - Loyal and patient. POTENTIAL WEAKNESS - May not
project a sense of urgency.
STRENGTH - Good listener. POTENTIAL WEAKNESS - May be
possessive of information.
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
10
Perceptions
See Yourself as Others See You
A person's behavior and feelings may be quickly telegraphed to others. This section
provides additional information on kody's self-perception and how, under certain
conditions, others may perceive his behavior. Understanding this section will
empower kody to project the image that will allow him to control the situation.
Self-Perception
kody usually sees himself as being:
Considerate
Thoughtful
Good-Natured
Dependable
Team player
Good listener
Others' Perception - Moderate

Under moderate pressure, tension, stress or fatigue, others may see him as
being:
Nondemonstrative
Hesitant
Unconcerned
Inflexible
Others' Perception - Extreme

Under extreme pressure, stress or fatigue, others may see him as being:
Possessive
Stubborn
Detached
Insensitive
Adapted Style
D
Natural Style
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
8 45 93 63
16 37 95 61
kody bonham
11
Descriptors
Based on kody's responses, the report has marked those words that describe his
personal behavior. They describe how he solves problems and meets challenges,
influences people, responds to the pace of the environment and how he responds to
rules and procedures set by others.
Demanding
Effusive
Phlegmatic
Evasive
Egocentric
Inspiring
Driving
Ambitious
Pioneering
Strong-Willed
Forceful
Determined
Aggressive
Competitive
Decisive
Venturesome
Magnetic
Political
Enthusiastic
Demonstrative
Persuasive
Warm
Convincing
Polished
Poised
Optimistic
Relaxed
Resistant to Change
Nondemonstrative
Worrisome
Careful
Dependent
Cautious
Conventional
Exacting
Neat
Inquisitive
Responsible
Passive
Patient
Possessive
Systematic
Diplomatic
Accurate
Tactful
Trusting
Sociable
Predictable
Consistent
Deliberate
Steady
Stable
Open-Minded
Balanced Judgment
Dominance
Influencing
Steadiness
Compliance
Conservative
Reflective
Mobile
Firm
Calculating
Cooperative
Hesitant
Low-Keyed
Unsure
Undemanding
Cautious
Factual
Calculating
Skeptical
Active
Restless
Alert
Variety-Oriented
Demonstrative
Independent
Self-Willed
Stubborn
Pessimistic
Moody
Impatient
Pressure-Oriented
Eager
Flexible
Impulsive
Impetuous
Opinionated
Unsystematic
Self-Righteous
Uninhibited
Arbitrary
Unbending
Critical
Hypertense
Careless with Details
Mild
Agreeable
Modest
Peaceful
Unobtrusive
Logical
Undemonstrative
Suspicious
Matter-of-Fact
Incisive
Obstinate
kody bonham
12
Action Plan
Professional Development
1. I learned the following behaviors contribute positively to increasing my professional
effectiveness: (list 1-3)
2. My report uncovered the following behaviors I need to modify or adjust to make me more
effective in my career: (list 1-3)
3. When I make changes to these behaviors, they will have the following impact on my career:
4. I will make the following changes to my behavior, and I will implement them by ____________:
kody bonham
13
Action Plan
Personal Development
1. When reviewing my report for personal development, I learned the following key behaviors
contribute to reaching my goals and the quality of life I desire: (list 1-3)
2. The following behaviors were revealed, which show room for improvement to enhance the
quality of my life: (list 1-3)
3. When I make changes to these behaviors, I will experience the following benefits in my quality
of life:
4. I will make the following changes to my behavior, and I will implement them by ____________:
kody bonham
14
Style Insights Graphs

9-29-2014
Adapted Style
Natural Style
Graph I
Graph II
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
45
93
63
% 16
37
95
61
Norm 2014 R4
T: 8:08
kody bonham
15

Disc Assessment

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Disc Assessment

Diunggah oleh

Hak Cipta:

Format Tersedia

Team Building

Copyright 1984-2013. Target Training International, Ltd.

"All people exhibit all four behavioral

Diplomatic cooperation in team interaction.

Value to the Team

Dependable team player.

Value to the Organization

Checklist for Communicating

Checklist for Communicating

Ways NOT to Communicate

When communicating with a person who is

When communicating with a person who is

When communicating with a person who is

When communicating with a person who is

Team Effectiveness Factors

STRENGTH - Remains calm during conflict--a team player. POTENTIAL

Others' Perception - Moderate

Others' Perception - Extreme

Careless with Details

Style Insights Graphs

Anda mungkin juga menyukai