Not to be confused with DICE framework
DISC assessments are behavioral self-assessment tools based on psychologist William Moulton Marston's DISC emotional and behavioral theory, first published in 1928.[1] These assessments aim to predict job performance by categorizing individuals into four personality traits: dominance, inducement, submission, and compliance.
However, the scientific validity of DISC has been a subject of debate, with some considering it to be a pseudoscience. Critics question its reliability and accuracy in predicting job performance. The theory proposes four central traits to describe personality, but its scientific basis remains contested.
Types
[
edit
]
The first self-assessment based on Marston's DISC theory was created in 1956 by Walter Clarke, an industrial psychologist. In 1956, Clarke created the Activity Vector Analysis, a checklist of adjectives on which he asked people to indicate descriptions that were accurate about themselves.[2] This self-assessment was intended to aid businesses in choosing qualified employees.[3] John Geier then developed DiSC (lower case 'i' intentional).[4]
Clarke and Peter Merenda published their findings on the new instrument in the January 1965 issue of the Journal of Clinical Psychology.[5] However, instead of using a checklist, the "Self Description" test asks respondents to make a choice between two or more terms. "Self Description" was used by John Geier to create the Personal Profile System in the 1970s.
Uses
[
edit
]
The self-assessment tools are designed for use in personnel management in businesses. A DISC assessment helps to identify workstyle preferences, determines how someone would interact with others, and provides insight on work habits.
Organisations often use the DISC assessment for various purposes, including team building, leadership development, communication training, and conflict resolution. While it can provide valuable insights into individual and team dynamics, it's essential to interpret the results with caution and avoid oversimplifying complex human behaviour.[6]
DISC has been used to help determine a course of action when dealing with problems as a leadership team by taking the various aspects of each DISC type into account when solving problems or assigning jobs.[7]
Psychometric properties
[
edit
]
The DISC assessments have demonstrated no ability to predict job performance as the validity is low. The assessment has high reliability, meaning that an individual will consistently get the same result over time.
Reliability
[
edit
]
A Russian pilot study found a coefficient of .89 for retesting after one week.[8]
A research paper in the Scandinavian Journal of Psychology found acceptable levels of internal consistency in a normative DISC assessment, but also indications that the DISCUS-dimensions were not psychometrically independent, and that the DISC data structure could better be explained as combinations of the Big-Five personality traits than as independent traits.[9]
Validity
[
edit
]
Psychologist Wendell Williams has criticized the use of DISC in the employee recruitment process.[10] In his criticism, Williams argues that a good job performance test should be well constructed, have test-retest reliability, have Criterion Validity for criteria of job performance, and incorporate the theory of job performance in the test's design.
A 2013 German study studied the validity and reliability of a DISC assessment, Persolog, to see if it was up to standards for the TBS-DTk [11] the test assessment system of the Diagnostics and Test Board of the Federation of German Psychological Associations. The study found that it "largely" met the requirements in terms of reliability but not at all in terms of validity.[12]
Theory
[
edit
]
DISC wheelThe DISC theory describes personality through four central traits:[9]
Marston described the DISC characteristics in his 1928 book Emotions of Normal People, which he generated from emotions and behavior of people in the general population. According to Marston, people illustrate their emotions using four behavior types: Dominance, inducement, submission, and compliance.[13]
He argued that these behavioral types came from people's sense of self and their interaction with the environment.[14] He based the four types on two underlying dimensions that influenced people's emotional behavior. The first dimension is whether a person views their environment as favorable or unfavorable. The second dimension is whether a person perceives themselves as having control or lack of control over their environment.[citation needed]
References
[
edit
]
DISC theory is a model used to describe human behavior, based on four personality traits: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). This theory was developed by Dr. William Marston, a psychologist who believed that people have unique, observable ways of thinking, feeling, and behaving. DISC theory is widely used in the fields of psychology, business, and personal development to improve communication, teamwork, and leadership skills.
DISC has become an essential tool for understanding human behavior and communication styles. It provides a framework for identifying and adapting to different personality types, improving communication, and enhancing personal and professional relationships. DISC assessments and reports provide valuable insights into an individual's strengths, weaknesses, motivations, and communication preferences. This information can be used for personal development, team building, leadership development, and hiring practices.
The four personality traits that make up the DISC model are described as follows:
Dominance (D): People who score high in Dominance tend to be assertive, direct, and focused on achieving results. They are often described as confident, competitive, and independent. They may also be perceived as aggressive or controlling.
Influence (I): People who score high in Influence tend to be outgoing, enthusiastic, and persuasive. They are often described as charismatic, sociable, and optimistic. They may also be perceived as impulsive or unfocused.
Steadiness (S): People who score high in Steadiness tend to be patient, dependable, and supportive. They are often described as calm, loyal, and empathetic. They may also be perceived as indecisive or overly accommodating.
Conscientiousness (C): People who score high in Conscientiousness tend to be analytical, detail-oriented, and systematic. They are often described as precise, logical, and disciplined. They may also be perceived as rigid or perfectionistic.
The DISC model is often represented using a graph or circle that shows the relative scores of each personality trait. For example, a person with high Dominance and Influence scores might be represented as having a D and I personality blend. Each personality blend has its own strengths and weaknesses, and can be used to predict how a person is likely to behave in different situations.
DISC can be used in a variety of ways, including:
By understanding their own personality style, people can identify their strengths and weaknesses and develop strategies for personal growth.
Suggested Personal Development products:
By understanding the personality styles of others, people can adjust their communication style to be more effective and avoid misunderstandings.
Suggested Communication products:
By identifying the personality styles of team members, leaders can create teams that are balanced and effective.
Suggested Team Building products:
By understanding the personality styles of their followers, leaders can adapt their leadership style to be more effective and motivate their team members.
Suggested Leadership products: