Better understanding and teamwork with DISC by Kurt Lausen

Using the DISC analysis in your workplace can lead to better understanding and interactions within your team.

However, you may encounter resistance and misunderstanding during the process. Just hearing the term "test or analyse" in connection with the invitation to complete the DISC analysis can cause concern and resistance in different people.

Your team is made up of a diverse group of personalities. Each of your employees has their own way of thinking and working, but they all have one thing in common.

Like most of us, they don't like change imposed by others or the mere possibility of change; entire books have been written about how small changes can create discomfort and chaos in the workplace.

Understanding why people fear and resist even small changes or new things can help you integrate something new into the team.

When you decide to use a DISC analysis to help better understand and develop your employees, you may encounter some resistance from surprising places.

People can resist trying something new. They may fear the unknown, or it may be due to a lack of understanding.

However, you can help overcome resistance and concerns by conducting the DISC analysis in the right way and as early as possible in the process.

When your team understands how their DISC analysis can help them in the long run, they will be much more willing to play together.

Some, including your employees with high D behaviours, will welcome what they can see as a competitive opportunity to showcase their skills, even if the results are only between the employee and HR.

Why do we resist new things in the workplace?

An announced change is not necessarily a big change, but it does imply that changes may come, depending on the results. This distinction is enough to make some of your team members feel unnecessary stress. When something new is on the horizon, we are faced with some fundamental changes, and one of the reasons for this can be:

People may fear the unknown: You don't know what the new thing is or what it does to you or your position, so you resist.

Fear of failure: This new thing may require skills you don't have or you won't do it well, therefore it should be resisted.

Disruption of routine: You get used to habits and something new can disrupt the stability and foundation of your day.

Worries about the future: How does this new thing change my role and possibly my workplace or my routine? What happens when the results come in? Who will see this and will it affect my chances of progress/development? Providing your team with information about what the DISC analysis is, why you are using it and that your ultimate goal is to make the workplace a better place to be can help dispel many of these common fears.

Ways to avoid resistance to DISC analysis: Sometimes employees simply fear change and trying new things. This can be due to a lack of information, among other things. A suggestion to avoid this could be done this way. Basically, explain what the DISC assessment is, how it can benefit the employees who take it, and most importantly, how you will use the DISC results to make your workplace better for everyone. So, be proactive and be honest and detailed about the reason for taking the assessment and how the results will be used. These tips will help reduce any lingering resistance and ensure your organisation is ready for the DISC analysis to be completed.

A good idea is to present it as a gift: Offer the person the analysis as a gift to be enjoyed and they can apply it. Presenting the DISC analysis and its benefits can help avoid any resistance or concerns. With the DISC analysis, you offer your team access to deep insights and understanding of what can help them grow. Each team member gets insight into their own DISC report. The information can help with communication across the table, at work, at home and socially. Pure curiosity can also come up. Try getting some of your more motivated employees to go first and watch them spread the word.

Reward: Make sure you have something special in store for your participants or choose to tell the good story on the intranet when the first ones have completed, this way it energises others. If you provide free coffee and cake, word will spread quickly and you'll have a positive spiral before you know it. You may want to offer a benefit to the first group to complete the assessment. This can be an effective way to start the DISC analysis process. Rewards can be simple and small, but still of value to the participants. Since there are no "right" answers or ways to win, the best way to achieve the desired reward is to sign up for the assessment in the early stages.

Make sure your team knows what DISC is!

Presenting information about the DISC model, the assessment, the different personality types and how it can help overcome any concerns in advance and help you all move forward in the process in a positive way. You can point out that there are no right answers or "best" types and the DISC analysis cannot "fail"! For those who are not good with technology, focusing on the easy-to-take aspect and highlighting the fact that no special skills are needed can ease any fears or concerns they may have.

Select the ones that affect first to fill

Leaders, team leader and key factors will have a big impact on how the rest of your team feels about the assessment. When these leaders, well-liked individuals and trend setters are on board, many of your team members will follow suit. Use the positive and highly communicative ones to help spread the word that there is no need to worry.

Reveal your reason for analysing

Let your team know why you offer the DISC analysis. Are they finding new ways to support your team, looking for better ways to collaborate, etc.? When your team realises that the whole reason for the assessment is to come up with a better culture for everyone, they will be more likely to get on board and contribute positively

Be proactive when using the DISC analysis

Most of the resistance from one or more team members often occurs in the initial stages.

Once your team realises how easy the assessment is to complete and how useful it actually is, you will see little to no resistance. You'll often find that once one team realises the benefits, it's sought after by others who also want insights and development.

Focus on helping your team work with results that can benefit from both individual and collective dialogue.