tungsten carbide jewelry wholesale Disc personalized test characteristics definition

jewelry wholesale district nyc General description:
Per accurate, analyzed, cautious, humble, smooth, good, good at discovering facts, high standards, mature, patient, and rigorous.
A contribution to the team:
is good at defining, classification, obtaining information, and inspection
The objective, "realistic anchor"
Stable and reliable
The comprehensive problem solvers
The intimacy of small groups
Similar working environment
private offices or working environment
n's pessimistic
The critical
over -criticism
The tense, fussy
Profile possible defects:
Middle
This is too passionate about the environment
It seems a bit indifferent and alienated
Ideal environment:
Features: Fear of general description:
The friendly, kind, good listeners, patient, relaxed, enthusiastic, stable, team partners, understanding, stable n pair pairs The contribution of the team:
The reliable team collaborator
In a leader or a reason
The patient and sympathy
logical thinking
service orientation
Ideal environment:
stable, predictable environments
The slow -changing environment
Long -term team cooperation
less conflict
Restrictions without rules
The tendency to under pressure:
non -emotional revealed person
indifferent to care
hesitant
The determined
Profile possible defects:
The tendency to avoid controversy
Is encounter difficulties when determining the priority
do not like non -correct changes
High S's emotional characteristics: non -emotional description:
Love adventure adventure Competitive, bold, direct, decisive, innovative, unremitting, problem -solving, and self -motivation.
A contribution to the team:
Grassics organizers
forward -looking
The tendency:
The required
The nervous
has ambitious
The
The
Opportunity work
Ideal environment:
In control, supervision, and trivial troubles of trouble
In innovative, future -oriented environment
forums or rally expressing ideas and views r r r r r r r
Proftenned defects:
This status
The standards for formulating are too high
lack of smoothness and transformation
Procket high -speed, excessive liability
's emotional characteristics of high D d's emotional characteristics : Angry description:
The attractive, confident, convincing, enthusiastic, inspiring, optimistic, convincing, popular, good communication, reliable.
A contribution to the team:
optimism, enthusiasm
creatively solve problems
icated other people to struggle for organizational goals
team partners
to relieve conflicts through negotiation
Ideal environment:
The close contact between people
In unprepared and trivial troubles
The free
n The tendency of interconnected democratic supervisors
This under pressure:
Self -improvement
Excessive optimism
Excessive words
Defect:
Dinaboli details
It's unrealistic in the evaluation person
This do not distinguish people
Listeners in the situation
The emotional characteristics of High I: optimistic account -Pycosis
The INFLUENCE, in the analysis table, found that high -obedient and low -influence DISC sub -features are found, and sometimes it is called "cautious". People who have this characteristics do not like to make mistakes-they will repeatedly check the work and correct the errors in others' work, no matter whether others want him to do this. This needs for certainty indicate that they are rarely risky unless they have to have. They are also very cautious when communicating. In addition to the necessary information, they rarely leak things about themselves. Based on DISC theory and using the DISC evaluation system to guide team construction, it is a significant improvement of DISC theory. Many DISC users did not realize this, but thought that DISC was just a simple recruitment evaluation. In the theory of the role of the team, the most typical is the theory of the Bellbin team. Professor Bellbin has its own uniqueness in the theoretical construction of the team role, but the role and role of everyone In terms of guidance, the theoretical theory of Bellbin team is a bit weaker. Many professional MBTI certification consultants use MBTI as auxiliary tools for team construction. This is a very good application. Because of the genuine MBTI questionnaire M, it can indeed assist the construction of the team. At the same time, using the online questionnaire of the MBTI online questionnaire M to communicate and communicate with communication, we can also easily carry out team building activities.
Compared with Bellbin's ten team characters, the 16 personality types of MBTI, DISC has a different approach, created the theory of PPF team roles based on the so -called "PACE", "", "Focus", thereby building 27 kinds Team character type. Based on DISC's evaluation system, a relatively in -depth team building. The use of DISC for team building can be carried out at the individual level of team members, as well as the entire team level. At the personal level of team members, DISC helps team members understand their typical team roles, how to integrate with the team, or how to communicate with specific team members; at the level of the team, DISC helps the team leaders to know The typical characteristics of their own teams, as well as the characteristics of the members of each team, more importantly, the DISC system can reveal the level of team leader's management style, and the degree of association between the management style of the leader and the role of team members.
In the module of "DISC Team Construction", we will gradually reveal the theoretical system of the DISC team construction, and how to use the DISC evaluation system for the actual application of team construction. We will mainly outline the following key knowledge areas for everyone:
DISC team building principle: When we enter the substantive DISC team construction application, I will show you the underlying theoretical system of DISC team construction, especially especially The so -called PPF team role theory.
The team factor and sub -factor: DISC's factor theory can be used in the theory of team building after a little modification. We will build four main factor and twelve sub -factors for the team. Factors to depict a team. Based on these four main factors, we will also show you the so -called DISC team icon.
Leadership style: Leading style occupies a pivotal position in team building theory. In the introduction of the leadership style, we will introduce a variety of different leadership styles, and how to use DISC to improve the leadership style.
Leading style requirements: Each team exists based on a special purpose, not based on team leaders. Therefore, each team may have a specific requirement for team leaders. Essence Therefore, how to help the leaders of the existing team recognize the existence of this requirement and to improve our leadership style based on this requirement, which is also an important part of we will discover it for everyone. What is a "team"? What is the definition of "team"? There are many theories and knowledge systems to discuss the concept of "team", some are generally general, and some are more accurate. In practical applications, the Bellbin team's role can be said to be a more famous team role theory. For DISC, from the perspective of team members' behavior mode, it discusses the concept of the team, mainly including two aspects, one is how to integrate with the team from the "personal perspective"; The perspective of managers see how to construct or develop teams. The former focuses on relationships and coordination; the latter is concerned about improvement and improvement. Then, first of all, we must understand what "team" is from the perspective of DISC theory, and what the team's DISC defines. In DISC's opinion, the establishment of the team concept must have the following three remarkable features:
First of all, the team exists because of some purpose
This is mainly to look at the team from the perspective of the team. Establishing or existence is a purpose. The purpose of each team can be summarized from the scope of the work responsibilities of the team, or sorted out from the team's business process scope;
Secondly, the team members will cooperate with each other to cooperate with each other
This may be the attention of many team theories. The existence of the team is that the interaction between team members can generate information flow and material flow, and then promote the development of the team;
At last, the team needs to produce specific specifics The output
The output of the team may be direct and specific. For example, a report, one design, product or service; it may be virtual, such as an idea, a creativity, a project to complete, but but In any case, the team's cooperation needs to have some form output.
The above three aspects can not only help us define the concept of "team", but also help us measure the effectiveness of a team, that is, does the team have a certain business goal? Is the team members good interaction? Can the team provide the required results (output)? DISC can help us understand these three issues. Before we start in -depth discussions, we can analyze the meaning of the team from the perspective of "organization".
Is that no team is truly "independent". The team needs to interact with the outside, and various "positive" or "negative" connections occur. The team needs to interact with other teams, customers, suppliers, tax accounting, etc. within the organization. The team is usually operated under a "organization" structure, and the responsibilities and output of the team will be defined by the organization. This also means that the team must carry out work in accordance with the established rules of the organization, which also limits the team's work scope. The concept of "team in organization" helps us to understand the theory of the DISC team is that the requirements of the team are not defined by the team itself, but must be based on the requirements of the organization, that is, organizational culture, organizational rules, and organization requirements. We usually define the characteristics of the team and the importance of the team according to the requirements of the organization. Based on this, we will build a new team, or measure the team's existing team. In the DISC theoretical system, this team characteristics defined by the organization are called the ideal DISC team icon.
DISC's team development theory is not based on any existing team building concept. It has some unique perspectives: DISC evaluation technology reveals personal behavioral characteristics. This behavior characteristic model is unique. Similar to the theory of Bellbin's team role, the team members are divided into one of the ten types. Therefore, the team role of Bellbin theory is a universal concept. However, the personal DISC behavior mode is unique. Therefore, the behavior mode of a team member formed by the team member formed by the DISC evaluation is also unique. Essence We can not only study the overall face of the team, but also from the perspective of individual team members.
Finally, if we summarize in one sentence, the theory of the DISC team building helps us discover and develop the uniqueness of a team, and the uniqueness of team members.
The main means of team analysis, we need to first define the so -called DISC team factors.类似于DISC个人测评的四个主导因子，即D（支配）、I（影响）、S（稳健）、C（服从），我们也为DISC的团队图示建立了四个主导因子，即D（ Direction), C (communication), S (stable), P (efficiency). It must be pointed out that in the DISC team icon, each leading factors have completely opposite "reverse dominant factor". For example, a low sense of direction can be understood as "participating in". In this article, we will focus on understanding the four leading factors of the DISC team icon. At the same time, we will also introduce the "reverse dominant factor" of these four leading factors.
If the reader is familiar with DISC's personal assessment theory, you may find the correlation of the DISC team icon dominant factor and DISC personal evaluation icon. Indeed, the dominant factor of the DISC team icon is evolved from the dominant factor of the DISC personal evaluation icon. However, there are obvious differences between the two, and we need to pay special attention to the study of the DISC team icon.
First of all, the low score of a leading factor in the DISC team icon is also worthy of our attention as the high score of this leading factor. In DISC's personal evaluation behavior icon, low D (dominance) factor can be simply interpreted as a lack of command or lack of arbitrary behavior; more than, usually in the personal DISC behavior icon, we often do not pay too much attention to too much attention Those non -obvious factors lower than the middle line. However, in the DISC team icon, the relatively low leading factor conveys important information. For example, the lower D (direction) factor in the team chart not only means that the team may lack a sense of direction, but also means that the team's "participation" is relatively high.
Secondly, let's study the "compression" situation that all four leading factors gather near the midline. In the DISC personal evaluation icon, if "compressed" occurs, it may mean that the evaluations are in a state of no sense of direction or career pressure. However, when this "compressed" situation occurs in the DISC team icon, it does not mean the same meaning. This "compressed" team graphics instead represents the team in a state of various forces. In fact, this "compressed" team DISC icon is not uncommon. We can often find this icon in a relatively large team. Even if members in the team may have unique personal behavior style.
direction directional sense, which represents a self -drive, clear goal, usually has high leadership capabilities. The team with a low sense of direction also means that the team's sense of participation and cooperation is high;
communication, as the name suggests, which represents a team with efficient communication and actively seeking interpersonal relationships. Communication teams with low factor also means that the team's practical ability is high;
stability stability, which represents a stable, predictable and pursuit of stability. Teams with low stability factor also mean that the team's flexibility is high;
efficiency, which represents a team that focuses on the process and work quality. The team with low efficiency factor also means that the team tends to think more and not rush to achieve success.
The team DISC icon factor provides effective analysis methods for further understanding the essence of the team. If you are familiar with the sub -factor concept of DISC's personal evaluation icon, then the team DISC icon factor also uses the same interpretation mechanism. We compare the four leading factor of the team DISC icon, so as to establish twelve teams DISC sub -factors, and each team may show a unique tendency among these sub -factors. These sub-factors are:
"Significant D" lead factors under the leading factor: autocracy authoritarian; aggressive; Self-decision
Formality; response; social
"Stability S" leading sub -factors: reliability; due to the observance of the old; persistence
"Efficiency P" lead factors: Democracy democraticity ; Structure structured; Activity active team leader has a direct and indirect effect on the team leader. The direct influence is that team managers can manage the team through the way of publishing management standards or policies. This role is obvious. However, we will not deny that leaders usually have some indirect effects on the teams it leads. This indirect impact usually comes from leaders' conversation and behavior. We use DISC's language to describe this indirect indirectly The influence is the personal behavior style of the leader.
For example, usually we all look forward to the characteristics of the team leader have the characteristics of D (dominate), and in the DISC graphics, the factor that D is reflected as D is higher than the middle line. The higher the position of the facts of the D (dominance) in the DISC icon, we usually think that the leader has an arbitrary, direct, and task -oriented management style. This style will also make the style of the entire team appear very "directional -Direction" in the form of external expression. Although we also acknowledge that the entire team's style is not only based on a separate factors, but the comprehensive four leading factors synthesis result.
We we often think that having D factor (dominance) is the characteristics that team leaders should have. , Directly, exclusive. For example, if the leader has a very high C -weight factor, we can usually find leaders with obvious C obedience factor in traditional manufacturing industries and R