DISC Profiles and Conflict Resolution: A Practical Guide
-4 Minute Read
Workplace conflict is inevitable when diverse personalities and perspectives come together. While conflict can be disruptive, it can also lead to growth and innovation when managed effectively. Understanding DISC profiles provides valuable insights into how different behavioural styles approach conflict, enabling talent management professionals and leaders to resolve issues constructively and foster healthier team dynamics.
What is the DISC Model?
The DISC model categorises behaviour into four distinct profiles:
- Dominance (D): Individuals with high Dominance are assertive, competitive, and direct. They are focused on results and often approach conflict head-on, preferring to address issues quickly and decisively.
- Influence (I): High-I individuals are outgoing, enthusiastic, and people-oriented. They tend to avoid confrontation and may focus on maintaining harmony, but they will engage in conflict if it involves protecting relationships or persuading others.
- Steadiness (S): People with high Steadiness are patient, cooperative, and team-focused. They value stability and harmony, often seeking to avoid or diffuse conflict through calm and empathetic approaches.
- Compliance (C): High-C individuals are detail-oriented, analytical, and focused on accuracy. They may avoid emotional conflict but will engage when logical issues arise, preferring to resolve disputes with facts and data rather than emotions.
How DISC Profiles Affect Conflict Resolution
Each DISC style handles conflict differently. By understanding these tendencies, leaders and team members can adjust their approach to prevent escalation and encourage resolution. Here’s how conflict typically manifests in each DISC profile and how to resolve it:
Dominance (D) in Conflict
- Tendencies: High-D individuals are not afraid of conflict and may come across as confrontational or aggressive when resolving issues. They prefer to take charge and move quickly toward a solution, often valuing speed over consensus.
- Resolution Approach: When managing conflict with a high-D person, it’s important to be direct and focused on results. Avoid emotional arguments and instead focus on finding a solution that benefits both parties. Giving them a sense of control or ownership over the resolution process can also help.
Influence (I) in Conflict
- Tendencies: High-I individuals may initially avoid conflict to preserve relationships, but they will engage if they feel the conflict threatens their ability to connect with others. Their approach to resolution is often emotional and people-focused, and they may try to win others over with persuasion and positivity.
- Resolution Approach: To resolve conflict with high-I individuals, maintain a positive, open dialogue. Emphasise collaboration and relationship-building, and ensure they feel heard and supported. Avoid overly critical or confrontational language, as this can damage the relationship.
Steadiness (S) in Conflict
- Tendencies: High-S individuals dislike conflict and may go out of their way to avoid it. When conflict arises, they often seek to mediate or smooth over the situation. They may internalise their feelings rather than express them openly, which can lead to unresolved tension.
- Resolution Approach: To help high-S individuals through conflict, create a safe, non-confrontational environment. Encourage them to share their thoughts and feelings in a calm, supportive manner. Focus on solutions that promote stability and harmony, and reassure them that the team’s well-being is a priority.
Compliance (C) in Conflict
- Tendencies: High-C individuals are less emotionally driven in conflict and prefer to approach disputes logically. They may focus on facts, data, and policies to find solutions, avoiding emotional involvement. However, their tendency to be critical or perfectionistic can sometimes escalate conflicts if others feel scrutinised.
- Resolution Approach: When resolving conflict with high-C individuals, stick to the facts and provide logical explanations. Avoid personal or emotional appeals and instead present clear data to support your position. Focus on reaching a solution that is fair and adheres to established guidelines or standards.
Common Causes of Conflict Based on DISC Profiles
Understanding DISC styles also helps identify common sources of conflict in the workplace. By anticipating these areas of friction, talent professionals can address issues proactively.
High-D vs. High-S Conflict
High-D individuals may frustrate high-S team members with their directness and urgency, while high-S individuals may seem too slow or indecisive to those with a Dominance style. These two profiles often clash due to their different paces and communication styles.
Resolution Strategy: Focus on finding middle ground. Encourage high-D individuals to slow down and consider the feelings of others, while helping high-S individuals to assert themselves more confidently. Facilitate open discussions that allow both sides to share their perspectives.
High-I vs. High-C Conflict
High-I individuals are spontaneous, social, and people-oriented, while high-C individuals are precise, logical, and task-focused. Conflict may arise when high-I individuals feel restricted by high-C individuals’ attention to detail, or when high-C individuals feel high-I team members are too casual or disorganised.
Resolution Strategy: Encourage mutual respect for each style. High-I individuals should learn to appreciate the value of high-C precision, while high-C individuals can benefit from recognising the importance of social connections and flexibility. Collaborative problem-solving can bridge this gap.
High-D vs. High-C Conflict
Both high-D and high-C individuals are task-focused, but conflict can arise when high-D individuals push for fast results, while high-C individuals slow the process down to ensure accuracy and quality.
Resolution Strategy: Align their goals by recognising that both speed and accuracy are important. High-D individuals may need to be more patient with the process, while high-C individuals should focus on balancing thoroughness with efficiency.
High-S vs. High-I Conflict
High-S individuals may become overwhelmed by high-I individuals’ energetic, social nature, while high-I individuals may see high-S colleagues as overly cautious or resistant to change.
Resolution Strategy: Create a balance between enthusiasm and stability. Help high-I individuals slow down and listen to their high-S colleagues’ concerns, while encouraging high-S individuals to be open to new ideas and social interactions.
Practical Tips for Managing Conflict Using DISC
- Encourage Open Communication: Open and honest communication is key to resolving conflict. Use DISC profiles to guide how you communicate with different styles. For example, high-D individuals may prefer direct conversations, while high-S employees may need a more empathetic approach.
- Foster Self-Awareness: Help employees become aware of their own DISC profiles and how their behaviour affects others. When team members understand their tendencies in conflict, they are better equipped to adjust their responses and approach resolution more constructively.
- Promote Flexibility and Adaptation: Encourage employees to be flexible and adapt their communication styles when working with others. For instance, high-D individuals can benefit from slowing down and listening, while high-C individuals might need to relax their focus on perfection in certain situations.
- Provide Conflict Resolution Training: Offer training sessions that teach employees how to resolve conflicts based on DISC styles. These programs can help individuals recognise conflict triggers, communicate more effectively, and find solutions that respect different behavioural preferences.
DISC profiles provide a valuable framework for understanding how different individuals approach conflict and how best to resolve it. By leveraging these insights, talent management professionals can create a more harmonious workplace where conflicts are addressed constructively, and team members learn to appreciate the strengths of their colleagues’ diverse styles. Effective conflict resolution not only improves team dynamics but also drives better outcomes for the organisation as a whole.
Trevor O'Sullivan
General Manager. Since the early 2000s, Trevor has worked with thousands of Talent Management professionals to develop and apply assessment-based talent management solutions for selecting, developing and managing people. Trevor is an active member of the TTI Success Insights (TTISI) Global Advisory Council, contributes to TTISI product development and is a regular presenter at TTISI-R3. He is honoured to have received multiple Blue Diamond Awards and, more recently, the Bill Brooks Impact Award recognising his contributions to the TTISI global network.
We Would Like to Hear From You (0 Comments)