The Origins and Evolution of DISC Profiling: A Deep Dive into Behavioural Assessment
In the realm of organisational behaviour, team dynamics, and leadership development, DISC profiling has become a widely recognised tool for understanding individual personalities and enhancing communication. The DISC model categorises human behaviour into four primary types—Dominance, Influence, Steadiness, and Conscientiousness—offering a practical framework for improving workplace relationships and productivity. But where did this influential tool originate, and how has it evolved over time?
The Genesis of DISC Profiling
William Moulton Marston
The DISC model, as we know it today, can be traced back to the work of American psychologist William Moulton Marston in the 1920s. Marston, a professor at Harvard University, was interested in understanding human emotions and behaviours, particularly why people respond to stress and external pressures in different ways. His ground-breaking work culminated in the publication of his book Emotions of Normal People in 1928, where he introduced a theory that categorised human behaviours into four distinct types: Dominance, Inducement, Submission, and Compliance (these behavioural types were the foundations of DISC profiling. These theoretical behaviours then evolved to Dominance, Influence, Steadiness, and Conscientiousness, to align with a modern society.)
Interestingly, Marston is also known for creating the iconic comic book character Wonder Woman. He designed her to embody the ideals of love, peace, and equality—reflecting his belief in the potential for human goodness and cooperation. This creative endeavour highlights Marston’s fascination with strong, influential personalities, which is mirrored in his DISC theory.
Marston’s Original Theory
Marston’s theory posited that people’s behaviour could be described along two axes: one reflecting their level of assertiveness (dominance vs. submission) and the other their level of responsiveness (inducement vs. compliance). These two dimensions resulted in four distinct behavioural styles:
- Dominance (D) – Individuals characterised by assertiveness and a focus on results and control. They are decisive, direct, and competitive.
- Inducement (I) – People who are outgoing, enthusiastic, and persuasive. They tend to prioritise relationships, collaboration, and social interaction.
- Submission (S) – Those who are more passive, cooperative, and supportive. They are good listeners and value harmony and stability.
- Compliance (C) – Individuals who are detail-oriented, systematic, and careful. They value accuracy, structure, and adherence to rules.
Although Marston’s original theory was more focused on emotional responses and human behaviour in general, it laid the foundation for later developments in personality and behavioural assessments.
The Evolution of DISC into a Modern Tool
While Marston’s work was influential, it wasn’t until the 1950s and 1960s that his ideas gained traction in the field of psychology and organisational behaviour. The first major step in this evolution occurred when Marston’s theories were adapted and further refined by industrial psychologist Walter Vernon Clarke. Clarke, who had developed an interest in psychometric testing, began to apply Marston’s ideas to workplace settings.
In 1956, Clarke founded the Human Engineering Laboratory and introduced a formalised version of the DISC model through a personality assessment tool designed to measure individual differences in behaviour. The tool, known as the DISC Personality Assessment, focused on measuring an individual’s preferences and tendencies along the four dimensions: Dominance, Influence, Steadiness, and Conscientiousness.
Introducing Steadiness and Conscientiousness
Clarke, recognising the need to expand on Marston’s framework to better capture the diversity of human behaviour, made a critical modification: he replaced the “Inducement” dimension with “Influence” and the “Submission” dimension with “Steadiness.” This adjustment allowed for a more accurate representation of behavioural traits in a professional or organisational context, where terms like “inducement” and “submission” were not as easily applicable.
Clarke’s revised version of the DISC model focused on understanding and improving individual behaviour in work-related situations. The four dimensions—Dominance, Influence, Steadiness, and Conscientiousness (or “Compliance”)—became the core framework used in modern DISC profiling. The tool was developed not only as a diagnostic tool for understanding individual behaviours but also as a guide to improving interpersonal communication and collaboration in organisations.
The Growth of DISC Profiling in the Corporate World
In the 1970s and 1980s, DISC profiling began to gain widespread popularity in corporate settings. Companies, recognising the potential of DISC assessments to improve team dynamics, leadership skills, and personal development. They further began to adopt the tool as part of their recruitment and development processes. DISC profiling provided businesses with a simple yet effective way to assess individual behaviours, improve communication among employees, and resolve conflicts within teams.
The rise of corporate training programmes and leadership development initiatives in the late 20th century further accelerated the popularity of DISC profiling. Its appeal lay in its simplicity—unlike more complex personality assessments, DISC profiling offered a straightforward and actionable framework for understanding individual and team behaviour. Companies have also appreciated the fact that DISC assessments were non-judgemental, focusing on behaviour rather than trying to label individuals.
As DISC profiling became more widespread, numerous consultancy firms and individual coaches began offering DISC-based workshops and training sessions to help businesses and professionals develop self-awareness and enhance their interpersonal skills. This helped reinforce the idea that DISC could be a valuable tool for both personal and professional growth.
The DISC Model in the 21st Century
By the turn of the 21st century, DISC profiling had firmly established itself as a core tool in human resource management, leadership development, and personal coaching. New adaptations of the tool emerged, such as online assessments, mobile apps, and more sophisticated analytics, which allowed for real-time feedback and personalised reports.
One significant development was the introduction of the DISC Assessment 2.0, which integrated modern psychometric principles to provide more accurate, reliable, and nuanced results. The evolution of DISC has also seen the inclusion of subscales, allowing for a deeper understanding of the nuances within each of the four primary behavioural categories.
In recent years, DISC profiling has become an integral part of leadership coaching, particularly in organisations that emphasise emotional intelligence and the development of adaptive leadership skills. DISC has also been embraced by industries beyond traditional business settings, including education, healthcare, and even sports psychology, where understanding and optimising individual and team behaviours can lead to better outcomes.
Applications of DISC Profiling Today
In contemporary organisations, DISC profiling is used in a wide range of applications, including:
- Leadership Development – DISC assessments help leaders understand their own behavioural tendencies, identify areas for improvement, and tailor their leadership approach to suit the needs of their team.
- Team Building – By understanding the DISC profiles of team members, organisations can improve communication, resolve conflicts, and build more cohesive, high-performing teams.
- Sales Training – DISC profiling is often used in sales training to help salespeople understand how to approach customers with different behavioural styles, thereby improving sales effectiveness.
- Employee Selection and Placement – By assessing candidates’ DISC profiles, organisations can make more informed hiring decisions, ensuring that the right individuals are placed in roles where they will thrive.
- Personal Coaching and Development – DISC is widely used in personal coaching, helping individuals gain insight into their behavioural preferences and make more conscious decisions about how they interact with others.
DISC profiling has come a long way since its inception in the 1920s. From Marston’s initial exploration of human emotions to its evolution into a widely used tool for understanding and improving behaviour in the workplace, the DISC model has become an integral part of modern organisational development. Today, it remains a powerful and widely utilised tool for improving communication, leadership, and teamwork.
Feel free to reach out to us via email or even gives us a call. Work in Progress is here to assist you in making your business a success!