What Is a DISC Assessment?
1. Aptitude Tests
2. Test Types
Updated 11 August 2020
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1. Why Are DISC Assessments Used?
2. Who Uses DISC Assessments?
3. The DISC Model
4. DISC Profile Types
1. Type D – Dominance (dominant, driving, doer)
2. Type I – Inducement (influential, inspiring, interactive)
3. Type S – Submission (supportive, steady, stable)
4. Type C – Compliance (conscientious, cautious, correctness)
5. When Might I Take the DISC Assessment?
6. What Happens During the Test and How It Is Structured
7. Tips for Preparation and Test Taking
8. Further Reading
A DISC assessment is a judgment-free test that provides
insight into an individual’s personality and behavioral
characteristics. It does not require certification to be
administered and is commonly used by businesses and
organizations that want to achieve more effective teamwork to increase sales output or improve working relationships, for
example.
The test allows individuals to access easy-to-understand data
about themselves and the way they interact with the people
around them. They will find out more about what motivates
them and what causes them stress, as well as how
they respond to conflict and solve problems. This data can then
be used to modify behavior when interacting with specific
people and improve working relationships.
Why Are DISC Assessments Used?
Success, both individually and within a team, is generally
measured by how well people can communicate with each
other. The DISC assessment recognizes that people are
inherently different and have different needs when interacting
with others. If an individual is made aware of
their personality type, and the types of personality that
surround them, they can learn to communicate more
effectively.
Analysing the communication needs of team members or
employees allows the flow of information to be optimized. The
theory being, the more people know about how they and their
colleagues handle and disseminate information, the more
effective interpersonal relationships can become.
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By scrutinizing the strengths and weaknesses of
certain DISC profiles, a person can develop a more flexible
approach to work-based communications, intuitively adapting
behavior to suit their immediate environment. Understanding
how different profile types send and receive information makes
it easier to avoid conflict or misinterpretation.
For a manager or team leader, knowing what motivates or
distresses the different profile types within the workplace can
be a great way of getting the best from their team.
Who Uses DISC Assessments?
It is difficult to be accurate about which companies will use
a DISC assessment as part of their hiring process, since it does
not measure skills or aptitudes specific to any position. Nor will
assessments predict the likelihood of success for a potential
employee - if used, it will represent one of many factors
considered in an employment decision.
However, it is certainly true that numerous organisations use
some form of ‘personal profile system’ based on
the DISC theory. Currently, around 70% of Fortune 500
companies have used a DISC assessment at some stage in
their business.
The DISC Model
The DISC model is built upon the theories of Dr. William
Marston, who penned The Emotions of Normal People in 1928
and posited that humans are compelled to act by four
intrinsic drives. It is these drives which direct our behavioral
patterns. While Marston is credited with contributing to the
development of the DISC assessment we know today, he was
not the one who came up with the original concept.
In 1956 it was the turn of industrial psychologist Walter Clarke
to put together the DISC profile test based on Marston's
theory. He drew up a checklist of descriptions called
the Activity Vector Analysis. Using this, he prompted
participants to pick the adjectives that best applied to
themselves.
By 1965, Walter Clarke Associates had published their research
in the Journal of Clinical Psychology. Rather than using a
checklist model, they developed a ‘Self-Description’ test. This
test required respondents to register a choice between at least
two terms.
In the 1970s, ‘Self-Description’ was used by John Geier to
develop what became the original Personal Profile
System and, from this, many versions of the DISC theory and
assessment have been spawned.
The DISC model itself is illustrated by a circle which
represents the range of ‘normal behavior’ for a human being.
The circle is divided along two axes to form four quadrants.
The horizontal axis is often called the ‘Motor’ or ‘Pace Drive’,
while the vertical axis is known as the ‘Compass’ or ‘Priority
Drive’.
(The term ‘normal behavior’ is used to describe the range of
emotions and perspectives derived from a healthy psychology.
It should be noted that nothing in the DISC assessment
diagnoses, discusses or defines any form of mental
dysfunction, neurosis or abnormality.)
The Motor Drive defines the upper and lower halves of the
circle, where the top-most half represents extroverts (outgoing
people) and the lower half represents introverts (those who are
more reserved).
Rapid movements, faster speech and quick decision-making are
all associated with outgoing individuals. Introverts often speak
more slowly and with a softer tone of voice. They may also
take more time for careful consideration when making
decisions.
The Compass Drive represents the left and right hemispheres
of the circle and describes whether a person is oriented toward
performing tasks or interacting with people. The left half of the
circle represents task-focused people, whose behavior tends to
focus on logic, data, results and projects. The right half depicts
those who are people-focused, who favor concentrating on
experiences, feelings, relationships and social interaction.
When the Motor Drive axis and the Compass Drive axis are
combined, the circle is divided into quadrants and they form
what is commonly known as The DISC Model of Human
Behavior.
Where the results fall within the circle shows not only the
subsequent profile type but also the varying intensity of the
behavior expressed. The closer the result of the test is to the
edge of the circle, the more intense the behavior. Conversely,
the closer it is to the axes, the less intense the result becomes.
DISC Profile Types
The four DISC profile types described in the DISC Model of
Human Behavior are each represented by the
letters: D, I, S and C (hence the name). These are the first
letters of the original words used by Dr. Marston to describe
the four intrinsic drives of human behavioral tendencies,
which are:




Dominance
Inducement
Submission
Compliance
This is where the acronym DISC originally comes from and
although it is common for the words to differ, depending on
where the test is taken or who administers it, the intrinsic
meaning or value of each profile type largely remains constant.
As mentioned at the beginning of the article,
the DISC assessment is a judgment-free test; this means
that there are no right or wrong answers. It is important to
keep in mind that no single profile type is better or worse, they
just happen to be different. All four profiles have strengths and
limitations, positives and negatives, which are all things that
can be learned from and developed.
There are successful people from each profile type. A
person’s DISC profile does not dictate or prevent what can be
accomplished or how successful someone can be. It simply
predicts how we tend to approach our daily work.
Below is a detailed description of each of the
four DISC personality types:
Type D – Dominance (dominant, driving, doer)
People in this category are assertive and task-focused. It is
estimated that 12% of the world’s population is Type D.
When building a relationship with a person of this type, it is
important to value admiration and success. The Type D profile
is known for being the most outspoken and demanding group.
Type D people are often competitive and results-oriented, and
for this reason, others can perceive them as being aggressive,
direct or offensive.
When Type D people are under pressure they tend to
concentrate more on accomplishing goals, and can seem
insensitive or appear to display very little regard for others. The
truth is, their coping mechanism is to simply direct their energy
toward being in control of jobs and the people performing
them.
People who fall within the Type D category prefer to move at a
fast pace, and they are prepared to take risks if it means
getting things accomplished as quickly as possible. They
welcome change, setbacks and tests of character, and can be
restless or even controlling because they want things to be
achieved quickly and according to their own way.
They can lack humility, which may be deemed as
overconfidence, and which can prove to be a weakness. Their
listening skills may not be the best and they tend to make
decisions on a whim. However, they shine at multi-tasking and
having the perspective to view an overall situation or problem,
rather than focusing on one area.
Type I – Inducement (influential, inspiring, interactive)
Those that fall into this category are assertive and peoplefocused. It is estimated that 32% of the world’s population is
Type I.
They enjoy socializing, interacting with others and having fun.
They may prioritize the opinions they believe others hold about
them, so some fundamental concepts to promote a good
relationship with these individuals are admiration and
recognition.
Type I people are very chatty, often brimming with optimism.
It often seems like they relish being the center of attention.
They prefer not to focus on the small details and would rather
be in company than alone.
They are adept at influencing other individuals and can inspire
loyalty in those they meet. They are ambitious and know how
to bring people together to achieve their aims. They are good
at providing positive, constructive feedback, and while they
may not be direct, Type I people can be instinctive and
unpredictable. They desire social acceptance and consequently
are perceived as friendly, energetic and lively.
On the downside, Type I people can be too talkative, lack focus
and be overly emotional. They tend to promise more than they
can deliver because they have a positive frame of mind and an
intense desire to be liked, which may blur their perspective.
Moreover, they are often viewed as irresponsible and slightly
chaotic. When under pressure, their focus is more on the
people in a situation, rather than the specifics.
Type I: the sociable ones.
Type S – Submission (supportive, steady, stable)
In this category, individuals are reserved and peoplefocused. It is estimated that 30% of the world’s population is
Type S.
When developing a meaningful relationship with persons of this
type, it is best to prioritize sincerity, gratitude and friendliness.
Individuals who are categorized as having Type S profiles tend
to be reliable, relaxed and amiable. They feel more comfortable
with people that they know. They don't like change and feel
more secure and comfortable with stable environments. Friends
and family are very important in their lives, and they are often
prepared to defend their own people or team.
Type S people place great emphasis on justice and honesty.
They are reliable and stable with a strong belief in cooperation,
particularly with leaders, to ensure tasks are completed. They
prefer to be told the details of how a job should be done and,
once they know, they will happily start work. Without all the
necessary details, they could be hesitant to begin for fear of
making mistakes. They are reserved in their actions and will
always consider other individuals and try to keep things
harmonious.
Since Type S people prefer stable and secure situations, they
may need help to adjust to change. When under pressure they
may become too pliant, leading them into agreements they
would not ordinarily have made for fear of disrupting things.
Like the Type D profiles, Type S people also prefer onedirectional communication, but they prefer interactions in oneon-one settings. They respond when prompted but their
preference is to listen first rather than speak and to only
discuss areas they know well, which they can do in detail. Their
manner is calm and friendly, and they will seek out markers of
trust when engaging with others.
Type C – Compliance (conscientious, cautious, correctness)
The people in this category are reserved and task-focused.
It is estimated that 26% of the world’s population is Type C.
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Those people with a Type C profile prioritize accuracy and seek
value, consistency and quality. To build lasting relationships
with persons of this type it is important to value trust and
integrity.
Of all the DISC personality types, Type C profiles tend to be
the most analytical. They are also the most reserved and
cautious, tending to home in on the details, preferring to work
with facts and verifiable evidence.
They are good independent workers and impose high
expectations on themselves. They thrive on analyzing tasks and
quality, whether of a service or product. Type C people are
keen to ensure things run like clockwork.
Type C personalities can often seem to be judgmental of others
since their chief focus is picking up on flaws and expecting
everyone to adhere to their standards. The result is that others
may view them as being pedantic when, really, they just show
close attention to detail. This need for accuracy and fear of
making mistakes can also mean they are slow to make
decisions and may over-analyze situations and hesitate if they
don't have all the information.
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They prefer to use written communication, like emails. They
want detailed, fact-based information to ensure they make the
correct decisions and they do not readily express dissenting
views.
Since Type C people focus so much on details and data, they
may miss the big picture. They prefer conversations where they
do not have to concentrate on opinions or abstract matters.
They can be extremely diplomatic. Their authority is based on
rules and proven standards, so they prefer to keep their
distance from people and, as a result, Type C leaders place
emphasis on rules and quality; they are more interested in
facts, details and analyses.
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When Might I Take the DISC Assessment?
It is possible that an individual may be expected to take some
form of the DISC assessment as part of training within
certain departments at work – especially if working in a
business driven by sales, customer service or competitive
growth. It may also be as part of a team-building exercise
when working for a small business or in a close-knit group
within a company.
Anywhere that it is expected that a person will interact closely
with a group of people or as a first point of contact with the
public, it is reasonable to expect some form of personality
assessment as part of training and development for the role.
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It might be that the test is administered early on in
employment or as part of a strategy designed to energize a
team that is perhaps not functioning smoothly. Team leaders,
managers or facilitators might use comparison, group or other
reports to provide a greater understanding of team members,
clients or colleagues.
If someone is taking a DISC test during a hiring or promotion
process, the insights gained can be used to analyse their
strengths and other positive attributes during an interview. It
can also be used to determine the best approaches for working
with a new manager or new team.
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What Happens During the Test and How It
Is Structured
The DISC test is, in simple terms, a personal
questionnaire about an individual’s behavior. As stated
previously, there are no right or wrong answers and no best
outcome. The questionnaire comprises a series of statements
to which a person must choose a response along a rating scale
– I strongly agree, I agree, I am neutral, I disagree, I strongly
disagree.
Most DISC assessments are now administered electronically or
online for speed and accuracy, although there are still tests
available that use paper and pen. These older paper tests use a
slightly different format than most newer versions and are
made up of a ‘forced choice’ questionnaire, which requires a
selection from a fixed list of words – for instance, ‘happy’
describes me most, or ‘closed’ describes me least.
Once the results of the test have been compiled, the personal
profile type (see above) and the profile report can be
accessed. Each profile report identifies key areas of behavioral
tendencies and includes information about the
other DISC types, which can be useful for recognizing how
other people respond in similar situations.
Tips for Preparation and Test Taking
There is no given method for preparing for
a DISC assessment, since it is expected that an individual is
best placed to answer questions about themselves.
Perhaps the most important thing to keep in mind when taking
a DISC test is to answer as honestly as possible. It is
tempting to answer questions with a prejudice toward a
perception of what is ‘right’ or to maintain a favorable image of
yourself.
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This, in the long term, is of little use, since the outcome of the
test will display a skewed result that will not accurately reflect
the person completing the test. This is particularly unhelpful if
others are using the same data to understand how best to
work or communicate with that person.
To get the most value from the DISC assessment, the best
preparation is simply to approach it with a view to answering
as honestly as possible and not creating a false image by
attempting to please others.
You can read more about how to prepare for
the DISC Personality Inventory here.