DiSC assessment results: Learning team members
The Division Chief / Intelligence Coordinator Office of the Director for National Intelligence is a high-stress supervisory position that demands a high level of interpersonal intelligence. To lead people in an appropriate and effective manner requires knowledge of the different ways that people think and what motivates different personality types. This acknowledgement is itself at the heart of the DiSC personality assessment. It suggests that there are four basic personality orientations: a dominant (D), interactive (i), steadiness (S), and conscientious (C) worldview. Of course, all people show some characteristics of all four personality types. However, most people have one -- or at minimum two -- which dominates.
Learning team profile: Steadiness
The DiSC profile of the Division Chief / Intelligence Coordinator was primarily that of 'steadiness.' Given that the office is essentially a bureaucratic one, this should not come as a surprise. Steady styles are often the most people-oriented of the four styles. While interactive types often have an intense need for personal validation in an extroverted fashion, Steady styles are more inclined to support others in an honest fashion. They are focused upon creating harmony rather than discord and are loyal to institutional rules. When exercising leadership, they do so in a supportive way and try to get people 'on board' with their decisions, rather than imposing their will on others. Buy-in is very important for leaders to solicit and this is one of the advantages of a 'steady' style -- they are genuinely interested in others. They are often described as approachable, warm, and relaxed. In the case of such a sensitive position, it is important that when people they have a problem they feel comfortable reporting it to a supervisor. Having a network of trustworthy...
Steady styles can be extremely risk-adverse. In organizations which require dynamic leadership, this can be problematic, given that there may be a need to change and adapt to the needs of the marketplace. However, in the case of a bureaucratic agency, this is less of a concern. Steadiness in following the rules can be an asset rather than a detriment, given that the leader seldom sets policy and creativity and innovation are not prized to the same extent that they are in say, advertising. The President and Congress are ultimately responsible for changing agency policies. However, even a bureaucratic institution can become overly and hopelessly mired in tradition in a negative fashion. In extreme instances, ethical misbehavior may go unrecognized if it becomes to be viewed as part of the standard operations of the agency. Steady leaders are more willing to tolerate 'unpleasantness' to avoid conflict and are more afraid of change than the status quo remaining, even if the status quo no longer works to achieve agency goals.
To increase the motivation of this learning team style, it is important to stress how leaving one's comfort zone can serve agency goals. A subset of the S. style, the steady-dominant style, may be more willing to change, given that this individual is partially motivated by the desire for advancement as well as to serve the needs of the agency. But a steady style will always be most comfortable working in the context of something larger than him or herself and a nakedly competitive atmosphere will seldom be productive, because a steady…
Learning Teams; Website Assigned Facilitator E-Campus Website -- Phoenix.edu The ecampus website that governs the user portal for the University of Phoenix is an aggressive and modern website design. The Phoenix brand has integrated a marketing approach that incorporates Macromedia flash as a primary means to engage the user to identify the mobile web for use to integrate learning with mobility. The website is able to effectuate the transition from user activity
A group with many extroverts may cause the introverts to withdraw despite the fact the introverts have needed skills and input for the group. Being more self-aware about the different group types can help the group overcome such obstacles ("Information about personality types," 2006, BSM Consulting). What are types of conflict management tools? First of all, when discussing a dispute, choose a neutral, private environment. Allow everyone to express their point-of-view, as
Team dynamics a. Describe the process your team has used to form, storm, norm, and perform. At this point, where do you believe your team is in the team formation process? During the formulation part of the team-creation process, our group was fairly formal in the way we related to one another. We were respectful, but cool. Then icebreaking conversation and structured discussion of the expectations awaiting us all over the
DiSC Use DiSC assessment results Learning Team members. Interview mentor gather information mentor's organization, department mentor works, job description. Write a plan applied mentor's department increase Learning Team members' motivation, satisfaction, performance-based personal profiles, employees department. DiSC assessment results: A prescription for my learning team of Ds and Is types The DiSC personality assessment is a commonly-deployed personality classification system in workplace settings. It is based upon the concept that different people are motivated
members Learning Team. Use University Phoenix Material, "Case Study Analysis Peer Review Form," located Week Three student website a guide reviews. This paper is a peer review of two students' case analysis papers. The paper analyzes the writer's thesis, their ability to stay on topic, and their conclusion styles. Each peer review ends by providing suggestions on how the students can make their papers have a better impact on the
This way of thinking and taking action has been evolving over many decades, but it reached its widest audience with the 1990 publication of 'The Fifth Discipline' by Peter Senge." (2003) The Charter school has a unique opportunity to implement the principles of Peter Senge, and most particularly the principles associated with the 'learning organization' and from a perspective noted in the statement of Senge that it is very unlikely