How Extended DISC methodology helped solve communication challenges in a management teamThis particular case study was initiated by a managing director of a large organisation as he was having communication challenges with his management team. He was not conversant with Extended DISC methodology but the consultant he approached used Extended DISC extensively and was aware of the importance of behavioural styles in solving communication problems. The first step the consultant took was to obtain an Extended DISC Personal Analysis Report on each member of the management team. The Profiles of the managing director are shown below and it will be noted that he has a strong “ID” behavioural style and he does not feel any need to adjust his style in Profile I to cope with the challenges of his environment.
The Profiles of his management team are shown below.
The consultant studied the Profiles and concluded that three of the four managers that demonstrated “uncertainty of role” (tight Profile I) had the same behavioural style (dominent C style). These are of course, Managers 1, 2 and 8. Although Manager 1’s uncertainty was not as pronouced as Managers 2 and 8, there was nevertheless an indication of uncertainty with the tightish Profile I (when compared to his Profile II). Manager 2’s Profile II also indicated he was under pressure in addition to his feeling of uncertainty and was clearly demonstrating frustration. All the managers who indicated that there were no disturbing emotions, had the same behavioural style as the managing director, - Managers 3, 7 and 9. Nevertheless, there was however some indication of pressure in Manager 9’s Profile II. Manager 5 understood the managing director as his style indicated a high percentage of “D” traits and Manager 6, although showing a high percentage of “C” traits had a small percentage of “D” characteristics in Profile II and could also obviously satisfactorily communicate with the managing director Understanding the differences between the communication styles of individuals with varying behavioural styles, the consultant arrived at the conclusion that the most likely cause of the reason for the uncertainty of Managers 1, 2, and 3 and the indication of pressure in managers 2, 4, 8, and 9, was the communication style of the managing director himself! Manager 9 and Manager 4 had elevated Profile II’s which indicated that they felt pressured but the consultant concluded after discussion with them that this was largely because of the unsatisfactory working relationship that had developed within the management team. This type of methodology demonstrates the importance of understanding and recognising that we are all different. Extended DISC goes way beyond other asessment systems by recognising and reporting on 160 different behavioural styles and once the managing director had access to the reports of his team, he understood the importance of adjusting his communication style when working with those members with a different behavioural style.
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