DISC Report – Values (partial example)

Below is an example of a DISC Assessment Report for Values only (see separate page for DISC Behaviors Report example. Names have been changed and certain charts, descriptions and sections have been omitted for brevity.  Your final report may differ from the one below based on your behavioral style.  It will include the same type of content described below plus additional charts and information.     

SECTION 2: MOTIVATORS & VALUES

INTRODUCTION

Knowledge of an individual’s values help to tell us WHY they do things. A review of an individual’s
experiences, references, education and training help to tell us WHAT they can do. Behavioral
assessments help to tell us HOW a person behaves and performs in the work environment. The
Motivation Insights® measures the relative prominence of six basic interests or values (a way of
valuing life): Theoretical, Utilitarian/Economic, Aesthetic, Social/Altruistic, Individualistic/Political and Traditional/Regulatory.

Value:                                            the Drive for:
Theoretical                                 Knowledge
Utilitarian/Economic             Money
Aesthetic                                      Form and Harmony
Social/Altruistic                        Helpfulness
Individualistic/Political         Power
Traditional/Regulatory           Order

Values help to initiate one’s behavior and are sometimes called the hidden motivators because they are not always readily observed. It is the purpose of this report to help illuminate and amplify some of those motivating factors and to build on the strengths that each person brings to the work environment.

Based on your choices, this report ranks your relative passion for each of the six values. A knowledge of an individual’s values help to tell us why they do what they do. By measuring values, we uncover some of these motivators and can identify strengths that make each person unique within an organization. Values initiate or drive our behavioral style.

SOCIAL/ALTRUISTIC

Those who score very high in this value have an inherent love of people. The Social/Altruistic person prizes other people and is, therefore, kind, sympathetic and unselfish. They are likely to find the Theoretical, Utilitarian and Aesthetic values cold and inhuman. Compared to the Individualistic value, the Social/Altruistic person regards helping others as the only suitable form for human relationships. Research into this value indicates that in its purest form, the Social/Altruistic interest is selfless.

General Characteristics
Demonstrates a high need to help others achieve and win.
Exhibits a strong drive to help others grow professionally.
Possesses a high sincerity factor and helping attitude, as demonstrated in the things she does.
Exhibits a high sincerity factor in her tone of voice in communicating with others.
Freely gives of her time, talent, and energy to others, even without being asked.
Feels a win in coaching others to support the team, not just from a paycheck.
Agrees that “it is better to give than to receive,” even in an organizational setting.
Shows an Altruistic love for helping people.
Cares about the feelings of others on the team.

Value to the Organization
Demonstrates high personal and professional regard for others on the team.
Is enthusiastic and willing to work and contribute to the team efforts.
Likes to network with others in helpful ways.
Provides a calming influence during stressful situations.
Has a desire to go beyond required job description to help make things easier for others.

Keys to Managing and Motivating
Provide an environment in which there is opportunity to help others achieve and grow
professionally.
Remember also that Debbie may be taken advantage of by others with fewer scruples.
Provide flexibility to allow for helping others on the team.
Allow for participation with interests and activities outside the team or work environment.
Remember that she brings a high sincerity factor to the things that she does. Remember also
that she appreciates high sincerity from others in return.

Training, Professional Development and Learning Insights
Learning and professional development should be linked to her potential of being more effective
in helping others on the team.
Courses and training will help amplify her need to teach, coach or help others as either internal
or external stakeholders.
Learning successes can be linked to increasing her personal knowledge base to share with
others.
Continuous Quality Improvements
Needs to learn to say “no” more often.
May try to help too much and ends up getting in the way of some who may not want the help.
May get into teaching/helping mode too often.

INDIVIDUALISTIC/POLITICAL
The primary interest for this value is POWER. Research studies indicate that leaders in most fields have a high power value. Since competition and struggle play a large part in all areas of life, many philosophers have seen power as the most universal and most fundamental of motives. There are, however, certain personalities in whom the desire for direct expression of this motive is uppermost; who wish, above all, for personal power, influence and renown.

General Characteristics
She experiences a feeling of accomplishment in being recognized for completing a tough
assignment in a creative way.
Enjoys work and assignments which give her stature in the eyes of others and evokes respect.
Likes freedom in her own work area.
Independent.
Brings a lot of energy that needs to be put to good use.
Likes to have her own niche; the place where she can excel.
Comfortable being in the limelight and enjoys demonstrating her uniqueness or creativity.

Value to the Organization
Ability to take a stand and not be afraid to be different in either ideas or approaches to problem
solving.
Not afraid to take calculated risks.
Desires to be an individual and celebrate differences.
Brings a variety of different and energetic ideas to the workplace.
Realizes that we are all individuals and have ideas to offer.
Enjoys making presentations to small or large groups, and is generally perceived as an
engaging presenter by her audience.

Keys to Managing and Motivating
Allow freedom to make her own decisions about how an assignment should be completed.
Let her work with an idea, develop it, and run with it for awhile before making a judgment call.
Debbie brings a variety of strengths to the team that may not have been utilized. Explore the
possibilities of expanding these opportunities.
Be open to new ideas Debbie may offer, and realize that she may do things a bit differently than
standard operating procedure.
She will appreciate “air-time” at meetings to share ideas with others on the team.

Training, Professional Development and Learning Insights
Learning and professional development activities should be flexible, having a wide variety of
options.
Allow for some experimental or non-routine types of options.
Link some of the benefits of the learning activity to enhancing ability to make a special and
unique contribution to the team.
Continuous Quality Improvements
Unique approaches do not always result in complete success, and may cause conflict with
others if sensitivity is not used.
Some values clashes may be reduced if awareness of the needs of others and awareness of
the job parameters and protocol are used to govern her high Individualistic behavior.
Needs to listen more and speak less.

THEORETICAL
The primary drivers with this value are the discovery of KNOWLEDGE and appetite for LEARNING. In pursuit of this value, an individual takes a “cognitive” attitude. Such an individual is nonjudgmental regarding the beauty or utility of objects and seeks only to observe and to reason. Since the interests of the theoretical person are empirical, critical and rational, the person appears to be an intellectual. The chief aim in life is to order and systematize knowledge: knowledge for the sake of knowledge.

General Characteristics
Her Theoretical need is not the most important or primary driving values factor.
Debbie may provide a balance between the very high theoretical approaches, and the very low
approaches, and be able to communicate with each side.
Is able to understand the needs of big picture issues, and appreciate the needs of trivial or
minute issues without being an extremist.
Brings a sense of balance and stability to a variety of technical issues impacting the team.
Debbie typically won’t get bogged down in minutia, nor will she ignore the details when
decision-making.

Value to the Organization
Debbie demonstrates awareness of the necessary technical features, and responds as needed
on-the-job.
Brings flexibility to the team; that is, being detail-oriented when necessary, and being
practically-oriented other times.
Is a stabilizing force on the team.
Is able to appreciate the needs of both the higher and lower Theoreticals.
Shows curiosity about technical details without getting bogged down.

Keys to Managing and Motivating
Remember that she has the ability to be a balancing and stabilizing agent on high
knowledge-driven tasks/assignments/projects.
Debbie brings a knowledge-drive typical of many business professionals.
Include the perspective she brings in order to gain a middle-ground understanding.
Check for other values drives that may be higher or lower than this one in order to gain a more
complete picture of specific keys to managing and motivating.

Training, Professional Development & Learning Insights

Is able to see the need for training, and also realizes the importance of practical information.
Understands the needs of the high Theoreticals who want more information, and the lower
Theoreticals who want only the necessary information.
Please check other areas of higher or lower values drive for additional insight into professional
development needs.
Continuous Quality Improvements
May need to be a bit more demonstrative on some complex theoretical issues.
May be asked to take a firmer stand or position on team initiatives.
May need to examine other values drives to determine the importance of this Theoretical drive
factor.
AESTHETIC
A higher Aesthetic score indicates a relative interest in “form and harmony.” Each experience is judged from the standpoint of grace, symmetry or fitness. Life may be regarded as a procession of events, and each is enjoyed for its own sake. A high score here does not necessarily mean that the incumbent has talents in creative artistry. It indicates a primary interest in the artistic episodes of life.

General Characteristics
Shows an appropriate and realistic approach to Aesthetic appreciation without being an
extremist.
The need for and appreciation of beauty is determined on an individual basis and is not
generalized in terms of the total work around her.
Has an interest in form and harmony, but also understands there may be more important
factors when making decisions.
Can support and understand the positions of individuals with either higher or lower Aesthetic
scores.
Brings a sense of balance and stability to a variety of job-related Aesthetic issues that might
emerge.

Value to the Organization
Brings flexibility to the team regarding this Aesthetic area: able to see the issues and positions
from a variety of sources with a sense of balance.
Is a stabilizing and realistic influence on the team.
Able to appreciate the needs of both the higher or lower Aesthetic individuals on the team.
Shows ability to help and go the extra mile without a negative impact on her own responsibility
and work-load.
Not an extremist, and therefore when Aesthetic issues emerge Debbie demonstrates an
awareness of form and harmony and responds as needed on the job.

Keys to Managing and Motivating
Remember that she shows a practicality and realism regarding Aesthetic values and positions.
This middle ground between the extremes of higher and lower Aesthetic issues may be an
appropriate stabilizing force.
Check for other Values drives that may be higher or lower than this Aesthetic value in order to
gain a better idea of specific keys to managing and motivating.
Support the middle ground strength that she brings between various positions on team issues.

Training, Professional Development and Learning Insights
She is a flexible participant in training and development programs.
Can become engaged in training activities because she sees it as a part of necessary growth
and professional improvement.
To gain additional insight, it is important to review other Values drives to determine the
importance of this Aesthetic drive factor.
May feel conflict as to whether or not to participate in certain team activities, unless there is
some area where her creativity may be used.
Allow space for those who differ on this Aesthetic scale, and remember that all Values positions
are positions deserving of respect.

UTILITARIAN/ECONOMIC
The Utilitarian/Economic score shows a characteristic interest in money and what is useful. This means that an individual wants to have the security that money brings not only for themselves, but for their present and future family. This value includes the practical affairs of the business world – the production, marketing and consumption of goods, the use of credit, and the accumulation of tangible wealth. This type of individual is thoroughly practical and conforms well to the stereotype of the average businessperson. A person with a high score is likely to have a high need to surpass others in wealth.

General Characteristics
The lower Utilitarian/Economic drive here indicates that she may not be solely motivated by
competitive financial incentives.
Debbie’s score indicates a lower interest in materialistic things, or that she has already
achieved a level of material security.
Using money or materials as a yardstick to measure or impress others is not important.
Tends to be easy-going and supportive of others on the team.
Motivated by money to have needs met, but money itself is not a primary driving factor.

Value to the Organization
Sees a wider spectrum of the picture, not just the economic view.
Enjoys monetary compensation, but especially enjoys a different type of paycheck: perhaps that
of someone saying, “Thank you very much for helping me.”
Sensitive and responsive to the “people-side” of work related activities.
Excellent team player and team member.
Has an attitude of “We’re all in this together, so let’s work together.”

Keys to Managing and Motivating
Avoid measuring her performance by an economic incentive only.
Structure job enrichment strategies into the reward system, not just economic rewards.
Needs recognition for innovative, creative work, not just for doing her assigned responsibilities.
Provide a variety of work projects or tasks.
Avoid mundane tasks.

Training, Professional Development and Learning Insights
Comes to a training or development function typically without a “What’s in it for me?” attitude.
She may enjoy a more cooperative learning style.
Prefers less competition between learning groups.
Continuous Quality Improvements
Debbie needs to learn to say “no” more often.
Avoids making tough decisions that may negatively impact others on the team.
Needs to be aware of others who have a stronger Utilitarian/Economic drive, and respect the
differences.
TRADITIONAL/REGULATORY
The highest interest for this value may be called “unity,” “order,” or “tradition.” Individuals with high scores in this
value seek a system for living. This system can be found in such things as conservatism or any authority that
has defined rules, regulations and principles for living.

General Characteristics
An informal approach to rules and regulations.
Able to see the big picture and communicate it clearly to others.
May behave independently from the standard operating procedure.
Places lesser importance on conformity to group patterns.
Will change job roles when it is important to express or develop herself.
Likes to work hard, especially if she can see results of the work projects.
Adjusts quickly to change and is flexible.
Questions authority.
Sometimes bends the rules while creatively solving a problem.

Value to the Organization
Is able to make quick decisions without getting emotionally involved.
Generates new ideas.
Creates solutions, sometimes more through personal attempts, calculated risks, and creativity,
than by-the-book or established protocol.
Tends to be a quick-study on new projects and procedures.
Asks lots of questions.

Keys to Managing and Motivating
Provide opportunities for professional development and growth.
Wants to be informed about events and changes within the organization.
Allow as much freedom from detail (and sometimes paperwork) as possible, perhaps through
support staff to assist in the necessary detail functions.
If new precedent needs to be set, involve her in the planning and strategy.
Utilize her ability to see and communicate the big picture.

Training, Professional Development and Learning Insights
May prefer more dynamic, spontaneous, or creative learning activities.
Tends to be more flexible and adaptable to a variety of learning activities.
May want to create her own learning path or activities in a creative manner.
Continuous Quality Improvements
Don’t ignore the important details.
Needs to increase patience when interacting with more rules-oriented individuals.
Maintain awareness of facial expression and comments when in disagreement with those
showing a different point of view.

MOTIVATORS – NORMS & COMPARISONS
For years you have heard statements like, “Different strokes for different folks,” “to each his own,”
and “people do things for their own reasons, not yours.” When you are surrounded by people who
share similar values, you will fit in with the group and be energized. However, when surrounded by
people whose values are significantly different from yours, you may be perceived as out of the
mainstream. If the differences are understood, each brings strengths to the equation. If not
understood, these differences can induce stress or conflict. When confronted with this type of
situation you can:

Change the situation.
Change your perception of the situation.
Leave the situation.
Cope with the situation.

This section reveals areas where your values may be outside the mainstream and could lead to
conflict. The further away you are from the mainstream on the high side, the more people will notice
your passion about that value. The further away from the mainstream on the low side, the more
people will view you as indifferent and possibly negative about that value. The shaded area for each
value represents 68 percent of the population or scores that fall within one standard deviation above
or below the national mean.


MOTIVATORS – NORMS & COMPARISONS
All of your attitude scores fall within one standard deviation of the national mean. This means that
68% of the population have similar attitudes and feelings on each of the six attitudes. Having all
your scores close to the national mean indicates the following:
You will be seen by others as a team player.
You will be able to relate to a large percentage of our society.
You will have less conflict with other people.
You wil

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