A This essay aims to develop a plan that will address the behavioral characteristics of Learning Team A including the designated manager of the team. The plan will be used to assess the team’s skills, strengths, areas needing improvement, and the resources needed to help the team members reach their career goals. DISC Assessment The members of Learning Team A took the DISC Platinum Rule Behavioral Style Assessment to determine each person’s predominant characteristics and how each style relates to other team members.
The DISC assessment consists of four primary behavioral styles: (1) the Dominance or D style, (2) the Interactive or I style, (3) the Steadiness or S style, and (3) the Cautious or C style. Learning Team A is comprised of four members. Two out of four members were rated Dominance. One member was rated Interactive while the other one was rated Cautious. Individuals with Dominance Style are goal-oriented and like to be in control of people and events. They strive to achieve multiple projects, and they put emphasis on bottom-line results.
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Styles are fast-paced, task-oriented individuals who prefer challenging tasks, and take charge in crisis situations. The Interactive Styles are out-going, “party animals” who like to be where the action is. The I Styles are more relationship-oriented than task-oriented. They have good people and communication skills which help them influence people to meet their goals. The Cautious Styles are detail-oriented, analytical, and systematic individuals who appreciate problem-solving. They are task-oriented people; perfectionist and tend to be over-critical which can lead to paralysis by analysis (Alessandra, 2014b).
The primary behavioral styles are broken down into four substyles to further characterize the team members. Table 1 summarizes the predominant and substyles characteristics of Learning Team A. Table 1. Predominant and Substyles Behavioral Characteristics of Team A The individual member assessments were collated to create a DISC chart. Figure 1 illustrates where each member fall on the chart in relation to each other and behavior in terms of openness and directness. The chart indicates that 75 percent of the team members are direct, faster-paced, and task-oriented individuals.
The Enthusiasts (Id) are less open but more direct individuals while the Producers (Ds) are less guarded and less direct. One team member was rated Cautious. Because her subtype rating was not given, she was placed in the center of Cautious quadrant yielding an average guarded and average indirect rating. Figure 1. Team A DISC Assessment Chart Legend: Tendencies Teamwork plays a vital role for a successful and conducive work environment. Productivity increases when teams work well together. A nurturing business setting also encourages innovative thinking as members bounce off ideas to one another (Belcher, n.
Collectively, Learning Team A has a lot of strengths. Majority of the members is determined and focused in completing the tasks. They express confidence in their ability to get the work done expeditiously because of their delegating skills. In addition, the members are capable of creating a plan of action and follow-through to ensure timely completion of the job. When making decisions, the team is able to analyze the conditions and take calculated risks. Furthermore, the team exudes a positive and enthusiastic outlook in life which prevents members from being distracted by failures and weaknesses.
Growth Opportunities Most of the team members are dominant and task-oriented people. Opening to new perspectives and working outside their comfort zones would be beneficial for the team. Clarifying and being realistic in timelines will prevent misunderstanding and disappointments. Being flexible when making decisions will foster creativity in solving issues. Delegating more tasks is recommended to free-up time. This will make team members feel trusted and appreciated of the personality differences within the team.
Additionally, tasks should be clearly defined such that members who only see the big picture will grasp the work involved especially for complex tasks. Empowerment Pointers According to Gavzer (2004), teamwork often breaks down or fails to develop even in the most well-intentioned practices. Applying the necessary skills, structure, patience, and practice is crucial to get it right. Consulting with mentors and colleagues prior to making decisions or implementing new initiatives will facilitate a smoother execution process.
In addition, getting inputs or providing opportunities for team members to express themselves will ensure satisfaction of the lead person and members’ expectations. Moreover, improving interpersonal skills and being genuine to others could help the team members to gain a better understanding on how to relate to others, consequently helping the team attain their desired results. Conclusion The DISC assessment has provided a better understanding of the individual and team strengths, weaknesses, and behavioral characteristics.
Additionally, the differences between people and what drives them is helpful in recognizing how to deal with others. The team consists of dominant, focused, critical thinker, and social members. Exploiting these strengths would be in the team’s best interest. Developing project plans, timelines, and delegating tasks should be assigned to the producers in the team. They possess the skills to get the tasks accomplished on time. The cautious member should be assigned to jobs that require attention to detail, risk analysis, and other tasks that require minimal group interaction to make this type of member comfortable. Work that requires negotiation or buy-in from other members of the organization would be appropriate for the interactive member because of her persuasive and inspirational skills. Following this plan will enable the team to use everyone’s strength and assure strong potential for success.