Objectives of DiSC
-become aware of your behavioral strengths as you relate to others, how they can help a team
-learn how to communicate with people who have other strengths
DiSC
D: dominance
I: influence
S: steadiness
C: conscientiousness
Dominance
Focuses on shaping the environment by overcoming opposition to accomplish results
Dominance tendencies
-wants to get results
-likes "do it and do it now"
-wants to be in charge
-likes new opportunities and challenges
-wants opportunities for advancement
-likes initiating change and taking risk
-wants wide scope of operations
Dominance dislikes
-losing control over the environment
-being taken advantage of
-appearing weak or soft
-boredom
-being tied to routine
Dominance overuses
-change for the sake of doing something new
-creative challenges
-moving people and situations around in his/her favor
Relating to dominance behavior
-make communication brief and to the point
-respect their need for autonomy
-be clear about rules and expectations
-let them initiate
-show your competence and independence
-stick to the topic
-eliminate time-wasters
Dominance strategies for success
-develop greater awareness of the needs of others
-develop more patience with other people
-learn to negotiate with others
-participate more with others
Influence
Focuses on shaping the environment by influencing or persuading others
Influence tendencies
-wants to be involved with people
-wants to have fun while getting things done
-likes to help people talk things out
-wants freedom from responsibility for following through on details
Influence dislikes
-being blamed for things going wrong
-having people upset with him
-not being liked
-public humiliation
Influence overuses
-humor, playful
-emotional outbursts
-verbalizing thoughts and feelings
-meeting, discussions
Relating to influence behavior
-approach them informally
-be relaxed and sociable
-let them verbalize thoughts and feelings
-keep convo light
-provide written details
-give public recognition for accomplishments
-use humor
Influence strategies for success
-become more objective in making decisions
-develop more organized approaches to task
-improve follow-through by paying attention to key details
-learn to be direct and firm when confronting others
-gain more control over use of time
Steadiness
Focuses on cooperating with others
Steadiness tendencies
-likes to be involved with other people
-wants everyone to do their share
-likes things to run smoothly
-wants stability and security
-wants conflict-free environment
Steadiness dislikes
-situations where nobody knows what is happening
-confusion and instability
-lack of clarity on expectations
-situations requiring aggressive confrontations
Steadiness overuses
-accommodation to others
-modesty
-predictability
Relating to steadiness behavior
-be logical and systematic in your approach
-provide a consistent and secure environment
-let them know how things will be done
-use sincere appreciation
-show their importance to the organization
-let them adapt slowly to change
Steadiness strategies for success
-learn to handle change better
-become more assertive
-increase comfort with handling conflict
-vary routines occasionally
-become more receptive to short-cut methods
-speak up when concerned or upset
Conscientiousness
Focuses on working conscientiously with existing circumstances to ensure quality and accuracy
Conscientiousness tendencies
-wants specific criteria for performance
-likes accuracy
-likes setting and meeting high standards
-wants opportunities to analyze and assess
-likes logical, systematic approaches to work
Conscientiousness dislikes
-personal criticism (justified or unjustified)
-spontaneous displays of feelings
-changes and surprises that may affect his performance
-situations that require talking about his personal life
Conscientiousness overuses
-analysis
-criticism of performance (self and others)
-defensiveness when questions about performance
-logical approaches to people and situations
Relating to conscientiousness behavior
-give clear expectations and deadlines
-show dependability
-demonstrate loyalty
-be tactful and emotionally reserved
-be precise and focused
-value high standards
Conscientiousness strategies for success
-develop more comfort with emotionally charged situations
-determine potential payoff before investing time analyzing
-learn to value informal interactions with others
-adjust standards to the needs of the environment
-practice confronting directly rather
Dominance needs others to
-calculate risks
-create a predictable environment
-recognize the needs of others
Influence needs others to
-speak directly
-develop systematic approaches
-prefer to deal with things instead of people
Steadiness needs others to
-apply pressure on others
-help prioritize work
-are flexible in work procedures
Conscientiousness needs others to
-compromise with the opposition
-state unpopular positions
-encourage teamwork
-Li Ka-shing
Knowledge cannot be merely a degree or skill... it demands a broader vision, capabilities in critical thinking and logical deduction without which we cannot have constructive progress.
The beginning
The Socrates
-things are often very different from what they appear to be on the surface, and only the trained mind is prepared to see beneath the surface
Early Years
Plato, Aristotle, and other Greek philosopher
Middle Ages
Francis Bacon
-many people developed bad habits of thought leading them to believe false and misleading things
Today
Albert Einstein, Mark Twain, Harry Houdini, Carl Sagan
Critical thinking
A logical process that makes the decision making of leaders more manageable
Essence of critical thinking
-the ability to assess reasoning
-the ability to take apart thoughts to draw logical conclusions
Critical listening
listening to maximize the accurate understanding of what others say
Critical reading
an active, intellectually engaged process of reading, interpreting, and understanding text
Critical writing
arranging our ideas in a logical order to express ourselves in a disciplined manner
Clarity
a statement or question must be clear to determine accuracy, relevance, logicalness
Accuracy
a statement may be clear, but not accurate. Ask for the truth!
Precision
achieved by asking for more details or specific explanations
Relevance
a statement may be clear, accurate, precise, but not relevant. Ask how/why the stated position matters
Depth
addressing the most significant factors
Breadth
asking if there is another point of view
Logicalness
a combination of thoughts that is mutually supporting and makes sense in combination
Significance
concentrating on the most significant and important information
Fairness
justifying thought by thinking fairly in context
Fallacy
an argument that appears sound, at first glance, but contains a flaw in reasoning which makes it unsound
Burden of proof
-type of fallacy
-appeal to ignorance
ie. I believe Bigfoot, the Loch Ness Monster, and aliens exist because no one has proven they don't exist.
Hasty generalization
-type of fallacy
ie. A pair of shoes I bought wore out quickly; I conclude that all shoes of this brand are shoddy.
Post hoc reasoning
-type of fallacy
ie. I walk under a ladder and soon after I have an accident; I conclude that walking under a ladder is bad luck.
Critical Thinkers
-use elements of reasoning to take apart thought and draw logical conclusions
-examine reasoning by applying intellectually standards to reach just, reasonable conclusions
Full Range Leadership
-involves a wide variety of behaviors
-developed out of a long line of theories
-early theories focuses on particular leaders and encouraged people to mimic traits
-problematic because traits might not fit your personality
Concepts of Full Range Leadership
-helps resolve issues that arise in dynamic environments
-particularly helpful in the military because it illustrates behaviors needed to accomplish mission
-way to visualize behaviors
Full Range Leadership Model
-effectiveness increases are you move from left to right
-represents an increasing impact on performance
Laissez-Faire
Hands-off Leadership
-represented by absence of action or abdication of command at times
-creates a confusing/chaotic environment
Laissez-Faire leaders tend to be...
-disconnected from mission
-avoid making decisions
-fail to follow up
-show a lack of control
Transactional leadership
-focus is more on day-to-day workings rather than inspiration of subordinates
-contract between leaders and subordinates
Methods of transactional leadership
-management by exception
-contingent reward
Management by exception (MBE)
-focus is less on relationship and more on correcting deviation from standard
-corrections are more reactive than contingent reward
Forms of MBE
-passive
-active
MBE-Passive (MBE-P)
-most reactionary form of MBE
-leader waits for things to go wrong
-constantly putting out fires
-reluctant reaction
MBE-Active (MBE-A)
-leader constantly monitors performance
-focus is more on mistakes and failures
-necessary at times but usually not effective
Contingent reward (CR)
-typical of everyday interactions at work
-goal-directed
-accomplish tasks and receive reward
-critical to understand motivation
Transformational leadership
focus becomes motivating/inspiring followers
Types of transformational leadership
-individual consideration
-intellectual stimulation
-inspirational motivation
-idealized influence
Individual consideration (IC)
-aimed specifically at subordinate development
-helps others identify and develop strengths
-leader promotes self-development
-two-way discussion is encouraged
Intellectual stimulation (IS)
-leader stimulates creative thinking
-questions establish procedures
-pushes subordinates to think about new solutions
-subordinates must be willing to take risks and accept failures
-improve ownership of process increases performances
Inspirational motivation (IM)
-leaders motivate subordinates
-articulation of vision and expectations is key
-subordinates gain sense of purpose
Idealized influence (II)
-leader is role model
-actions align with Core Values
-attributes drive subordinates to emulate leader (courage, persistence, sacrifice, dedication to the mission)
Kelley's Model of Follower Behavior
Sheep
-passive, dependent uncritical thinking
-lack initiative
-simply comply with any given order
-don't play active role
Yes people
-active, dependent, uncritical thinking
-readily carry out orders
-person who always says what he thinks the leader wants to hear
Survivors
-right in the middle
-rarely committed to work/group goals
-does bare minimum to get by
-mediocre performers
ie. ROAD
Alienated follower
-passive, yet independent, critical thinker
-festering wounds in organization
-criticize, but never offer constructive support
Effective followers
-active, independent critical thinking
-problem solvers
-can work with others
-reflect on goals
-not hesitant to bring concerns to leader
Effective follower characteristics
-exemplify AF core values
-decision making
-communication skills
-commitment
-problem solving
-organizational -understanding
-flexibility
-competence
-courage
-enthusiasm
Core Values
Integrity First, Service Before Self, Excellence in All We Do
-Aristotle
He who cannot be a good follower cannot be a good leader.
A Message to Garcia
emphasizes the importance of followership
-Albert Einstein
We cannot solve our problems with the same thinking we used when we created them.
OODA Loop
Observe, Orient, Decide, Act
Observe
1. recognize the problem
2. gather data relative to the problem
Orient
3. list possible solutions
4. test solutions
Decide
5. select best solution
Act
6. implement solution