M Y E R S - B R I G G S / D I S C G U I D E / P A G E 1

Using the Myers-Briggs

Instrument with the
DiSC Instrument

After a practitioner or facilitator determines the goal of a project, session, or workshop, his or her
next challenge is to identify which tools to use to glean the necessary information. The object is
to find an instrument that, without overwhelming clients, provides meaningful data that can be
shared with them in a practical and sustainable way.
Sometimes a single instrument cant provide all the information required, so a second assessment
is brought in to address the unmet needs. For example, bringing in the MBTI instrument when
using the DiSC instrument allows the practitioner to combine the value of psychological type
knowledge with the DiSCs exploration of behavioral strengths to offer clients a comprehensive picture of their personality and behavioral style. This combination of results provides a greater return
on investment in the training than does a typical one-off training, which may end up parked on a
bookshelf and never fully utilized.
B L E N D I N G T H E T H E O R I E S A N D U N D E R S TA N D I N G D I F F E R E N C E S
The DiSC assessment focuses solely on behavior at work, while the insights revealed by the MBTI
instrument apply to overall behavioral style at home and at work. The highest DiSC dimension plays
a role similar to that of the dominant function in type theory, in that it is the dimension that is used
most often and most comfortably, and that is most accessible. Although the DiSC model does not
involve an interactive process like that of type dynamics, there are ways in which the four dimensions work together to create personality patterns (to be discussed later). The Intensity Index of the
DiSC tool corresponds in a sense to the MBTI tools preference clarity index, except that with the
MBTI instrument we are speaking not to amounts of a preference but to the tendency for one preference to be more or less present than its opposite.
Type dynamics are influenced by a multitude of elements. According to type theory, the function
pairs are the drivers of our personality, and they influence the way we work on teams, lead others,
manage conflict and change, and communicate with others. The DiSC instrument can also add a
behavioral element to the actions we take based on the use of our preferences:
Dominance (D) and Influence (I) have an internal locus of control. This means that people with
Dominance or Influence as their highest dimension believe they have control over what happens
in their life and will work to make things happen. They tend to be more assertive than people
with Conscientiousness or Steadiness as their highest dimension, due in part to their belief that

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if they put their mind to something they can make it happen. They are active and fast paced in
their decision-making processes.
Conscientiousness (C) and Steadiness (S) have an external locus of control. This means that
people with Conscientiousness or Steadiness as their highest dimension believe they are somewhat controlled by things in their world that are out of their hands. This may keep them from
taking risks and may influence their level of pessimism versus optimism. They are thoughtful
and moderately paced in their decision-making processes.
If we examine the ways in which this idea of locus of control influences the dominant functions,
we can make the hypotheses detailed in the following chart.

MBTI
Dominant
Function

DiSC D and I Dimensions

(Internal Locus of Control)

DiSC C and S Dimensions

(External Locus of Control)

NE

Share ideas freely

Generate discussion with others during brainstorming to affirm their ideas

Demonstrate confidence in offering ideas to others

Use predictable and consistent ways to help others

understand

Take risks with unique opportunities

Share ideas in an accurate and precise manner

Can establish buy-in for less conventional ideas

Show loyalty to others by promoting harmony

Are confident in the integrity of their ideas even

without buy-in

Take time to establish competence before sharing

learnings

NI

SE

SI

Can establish a plan with less external feedback

Rally for support behind the scenes

Base ideas and hypotheses on intuitive logic

Look for more affirmation from others before

sharing ideas

Firmly believe that their idea will work

Are less verbally confrontational if or when ideas

are challenged

Insist that facts be final and accurate

May seem insecure when facts are challenged

Dont need others to confirm their findings

May become frustrated when standards are not

upheld

Will be tenacious about proving what is right and

wrong

Will strive to provide absolute accuracy and quality

May overwhelm others with information that holds

less relevance

Create step-by-step analysis to prove quality and

gain buy-in

May not always share the rationale of their ideas

with others

Are cautious about jumping into arguments unless

absolutely sure of facts

May resist change for changes sake (in a stubborn

way)

May have to push themselves to collaborate with

others

Provide service to others through the use of details

Become anxious when others disagree with their

facts

Are solid in their conviction about steps necessary

for success

Are good at spotting flaws that interfere with

implementation of a plan

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MBTI
Dominant
Function
TE

TI

FE

FI

DiSC D and I Dimensions

(Internal Locus of Control)

DiSC C and S Dimensions

(External Locus of Control)

Are persuasive and competitive in striving for the

best

Pride themselves on their analytical thinking ability

Seek power in influencing others with ideas

Become frustrated when performance standards

are not clearly defined

Provide fast-paced idea generation

Feel that consistency and competency are key to

approval from others

Are logical and democratic in an autonomous way

Need feedback about ideas and credit for accomplishments

Blossom in one-on-one discussions of strategy and

vision

Take a more reserved and businesslike approach to

team process

Motivate others through commitment to objectivity

May not always share questions/challenges with

others

Want freedom from overprocessing details

Are patient in hearing and listening to other

peoples ideas

Appeal to what makes sense to others through

logic

Dislike being caught off guard

Connect with others by entertaining them

Seek to be recognized for cooperating with others

Infect others with their enthusiasm

Take pride in accommodating others needs

Focus on helping others achieve their individual

or group goals

Are loyal to others and good listeners

May not need social recognition as much as

Thinking types, but still receive it

Like clearly defined expectations so they will not

disappoint others

Are solid in their values and convictions about right

and wrong

May be reluctant to disagree with an idea if a

conflict will follow

Make decisions to benefit others

Strive to cooperate with others behind the scenes

to make things happen

Connect more comfortably one-on-one or in small

groups

Dislike taking risks that involve hurting another

persons feelings

Motivate others by setting a good example

Systematically apply benefits of service to people

to the bottom line

If we combine Dominance and Conscientiousness we see qualities similar to those associated

with the Thinking preference: logical, questioning, challenging, and skeptical. Similarly, if we combine Influence and Steadiness we see qualities similar to those associated with the Feeling preference: friendly, supportive, accepting, people focused, receptive, and agreeable.
D i S C PAT T E R N S
We can explore the fifteen different DiSC patterns as they relate to MBTI preferences to increase
our understanding of the ways the instruments complement each other. The following chart details
similarities between the DiSC patterns and corresponding MBTI preferences and describes how
individuals present in three applications: team interaction, leadership, and conflict situations.

M Y E R S - B R I G G S / D I S C G U I D E / P A G E 4

DiSC Profiler
Pattern

Corresponding MBTI
Preferences

Achiever

Focus

On a Team

As a Leader

In Conflict

ST

Accountability for own

work

Get it done

Accurate

Will be precise about

facts

Agent

NF

Group acceptance

Get along

Appreciative

May avoid to preserve

group

Appraiser

ST

Winning fairly and

creatively with others

Get buy-in

Analyst

Will be fair and

objective

Counselor

NF

Friendship and
happiness

Make people
happy

Approachable

Will want a win-win

solution

Creative

NT

Unique accomplishMove the team

ments through change forward

Progressive

Will engage if for

progress

Developer

IT

Independent work
focused on logic

Contribute behind
the scenes

Innovative

Will be better at oneon-one conflict

Inspirational

NT

Creating the vision

Make it happen

Motivational

Will try to understand

and influence

Investigator

SJ(I)

Power through
authority

Prove the reason

for movement

Determined

Will provide rationale

Objective Thinker

ST

Correctness and
critical thinking

Do it right

Analytical

Will be aggressive

Perfectionist

SJ

Stability and competence

Show their
knowledge

Competent

Will be persistent
about details

Persuader

EP

Verbal acuity and

flexibility

Be open to ideas

Poised

Will be open-minded

Practitioner

ST

Self-discipline for
growth

Stay the course

Proficient

Will stay on track

Promoter

NF(P)

Approval, popularity

Enjoy them and

their style

Optimistic

Will look at the bright

side

Result oriented

NT(IJ)

Dominance and
independence

Shut up and
get it done

Dominant

Will push for closure

Specialist

SF(J)

Maintaining the status

quo

Change only
if necessary

Cautious

Will want to keep

things the same

W H E N A N D W H AT ?
It is often a challenge to find instruments that are suitable for use from the top down or from the
bottom up in organizations. Using the DiSC and MBTI instruments together enables training professionals to reach employees at a variety of experience and professional levels in a simple yet comprehensive way.
For example, lets say a practitioner is working with a retail corporation that wants consistency in a
training message from the top down and the bottom up. Using the DiSC and MBTI instruments
together offers many alternatives. With C-suite executives, the practitioner can use the MBTI
Form Q (Step II) assessment to look at the diversity within type, and use the facets of each preference for a more comprehensive look at leadership, change and conflict management, communication, and decision making. The DiSC instrument can then be added to examine the direction of
these behaviors and some opportunities for behavioral change. As the practitioner moves into mid-

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dle management or high potentials, he or she can use the DiSC tool to explore what competencies
are currently lacking in individual contributors or managers. This can be combined with discussion
of the function pairs of the MBTI instrument and what is driving motivation, communication, and
conflict styles.
Moving on to the retail store managers and sales clerks, using the DiSC instrument will give people a shared language to use in discussing with others at any level of the organization their results
and what they learned. The practitioner can integrate the use of the MBTI tool with this group by
sharing more information about motivation and styles that influence the way they work, interact
with one another, and serve as touchpoints to customers. When the store managers and sales
clerks are able to understand how they use their preferences in connecting with others and providing quality service to their customers, they can challenge themselves to operate from the best
parts of their type or flex across their preferences to use what is appropriate for the situation at
hand.
Consider another example: A manufacturing company that is already fluent in using the MBTI tool
would like to give its assembly line workers an opportunity to examine increasing their effectiveness on the floor and decreasing errors. Using the DiSC instrument in concert with the MBTI
instrument in this situation will allow the line workers to look at behavioral opportunities they will
be able to concretely address and change. Then the MBTI tool will assist them in understanding
what contributes to their motivation styles and change management strategies. This dual assessment approach can be likened to having two cameras pointed at the same landscapethe picture
produced is richer and more dynamic than it would be using either camera alone.
By integrating knowledge of type functions with an understanding of internal versus external locus
of control, practitioners can help their clients examine both what is present and what may be missing in the way they are relating to others and to their work. Whether the clients are using their
dominant function or their inferior function, they have opportunities for growth across the board,
and the direction of their behaviors can be influenced by what they learn through the use of the
DiSC assessment. Furthermore, the DiSC patterns offer them a unique perspective with which to
understand individuals and a simple language to use when communicating about it. They can then
pair these patterns with styles of leadership, team contribution, and conflict management to think
about where they are starting in terms of their development and what might be missing.
Often, when given new information about themselves or their personality style, people immediately respond with, Where do I start? The practical patterns offered by the DiSC tool combined
with an understanding of type dynamics can provide a number of options regarding where to begin
further development work. Practitioners can work with their clients to help them create an action
plan for three or even six months out and set a goal to address a new developmental opportunity
each month that is referenced through information offered by the DiSC and MBTI instruments.
Either way, practitioners can feel satisfied that they have provided a starting point at which people
can begin examining where they are currently and a path they can follow to drive their own development in the future.

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About CPP, Inc.

Since its founding in 1956, CPP, Inc., has been a leading
publisher and provider of innovative products and services
for individual and organizational development. CPP has
been supplying reliable training solutions to businesses of
all sizes, including the Fortune 500, for more than 50 years.
The companys hundreds of unique offerings have been
used by millions of individuals in more than 100 countries,
in more than 20 languages, to help people and organizations
grow and develop by improving performance and increasing
understanding. Among CPPs world-renowned brands and
services are CPP Professional Services and the Myers-Briggs
Type Indicator (MBTI), Strong Interest Inventory , ThomasKilmann Conflict Mode Instrument (TKI), FIRO-B, CPI 260,
and California Psychological Inventory (CPI) assessments.
For more information on CPP, Inc., and the Myers-Briggs Type
Indicator assessment, please visit www.cpp.com.

Myers-Briggs Type Indicator, Myers-Briggs, MBTI, and Introduction to Type are registered trademarks and Step II is a trademark of the MBTI
Trust, Inc. Strong Interest Inventory, FIRO-B, CPI 260, and the CPP logo are registered trademarks and California Psychological Inventory and
CPI are trademarks of CPP, Inc. DiSC is a registered trademark of Inscape Publishing, Inc. Used with permission. All rights reserved.