In any organisation, no matter how large or small, it is inevitable that problems will occasionally arise with the performance of a single staff member. Problems of this kind can have a multitude of possible causes, only some of which can be considered purely in terms of behaviour. Where the problem is rooted in a question of behavioural style, however, DISC can help to isolate it and possibly suggest some solutions.
In the main, there are two main problem areas of this kind that are related to behaviour. The first of these is 'role conflict', where an individual's work or attitude seems to be inappropriate because they are not temperamentally suited to the type of work they are involved in. The second is 'behavioural conflict' where the problem arises not from an incompatibility with the role itself, but with one or more members of the individual's team or group of work colleagues. We shall treat each of these situations in turn.
Role conflict can arise from either of two sources. A person may actually be unsuited to their work, or their perception of that work may be at fault, forcing them to attempt to display behaviour inappropriate to their actual position. The applicability of either scenario can be assessed by comparing their DISC profile series against an ideal profile for their role (a Job Profile). One of four situations is possible:
Neither the Internal or External Profile match the Job Profile. This final scenario indicates that not only is a candidate unsuitable (in specific terms of their behavioural style) for their role, but also that they feel unable to adapt themselves to the demands of their situation.
In all these cases, remember that the picture presented by DISC can only describe the condition of a behavioural style, and is unable to address specific events. Current problems with an individual's general working style may have their roots in outside factors, and these should be explored before making a final decision.
Certain behavioural styles are simply not suited to working in tandem. Situations in which problems are rooted in Behavioural Conflict often manifest themselves as unusual shifts in a person's External Profile. Using DISC results from regular assessments of the individual concerned, it can be enlightening to examine these for any changes in the External pattern. Shifts downwards in Dominance or Influence are often particularly indicative of this type of effect.
As with Role Conflict, it is important to point out that behavioural effects may represent the results, rather than the cause, of any dispute or disagreement. If Behavioural Conflict arises because of an argument about a specific matter external to the behaviour, DISC will have no way of detecting this. Clearly, such situations will require careful handling if they are to be resolved effectively.