Understanding identifying trends in DISC assessments can help organisations uncover hidden causes behind team dysfunction, performance drops or general uncertainty. In this case, a consultant was asked to support a medium-sized organisation that was experiencing a sudden decrease in productivity.
The company reported no changes to systems or processes. On the surface, there seemed to be no operational reason for the underperformance. However, the organisation had recently appointed a new general manager to replace a retiring GM who had led the company for thirty years. The new GM had a strong industry reputation, yet something was unsettling the team.
Initial Observations and Early Indicators
It is common for policy changes to accompany leadership transitions. The team displayed mild resistance to some of the new GM’s approaches, but nothing specific stood out as the cause of the productivity decline.
The GM contacted one of our consultant partners, who had previously provided HR support. The consultant was asked to investigate and report any HR-related concerns. From the GM’s perspective, this was simply one more step in identifying the source of the productivity issue.
To gain insight, the consultant used a two-part assessment strategy:
- An Open 360° Report designed through the FinxS Online Assessment System (in partnership with Extended DISC® Assessment Australasia).
- A FinxS Behavioural Style Report for each of the organisation’s 75 employees.
Insights From the Open 360° Reports
The Open 360° feedback revealed some resistance to the new GM’s leadership style. A few respondents criticised his approach. However, the results were inconsistent and not strong enough to explain the organisation-wide drop in productivity.
Identifying Trends in DISC Assessments: The Real Breakthrough
The real insights emerged from the Behavioural Reports. Several employees displayed behavioural patterns similar to the profiles shown opposite.
When both profiles were tight, this suggested employees felt uncertain, lacked direction, or were worried about future changes.
However, the most significant trend was that the majority of employees showed a tight Profile I, signalling:
- Uncertainty of role
- A lack of clear job descriptions
- Confusion about reporting lines
- Limited clarity about objectives
- Possible discomfort with new responsibilities
After reviewing over 70 profiles, a clear trend appeared:
- 15 reports showed frustration patterns
- 42 reports showed tight or almost tight Profile I indicators
This meant 76% of employees were experiencing emotional reactions related to workplace uncertainty.
Digging Deeper Into the Causes
Further conversations revealed that employees feared approaching the new GM with concerns. Job opportunities in the industry were limited, and many staff members did not want to risk appearing resistant or uncooperative.
The GM had introduced new responsibilities and begun reviewing job descriptions. Although the changes were reasonable, employees felt insecure. Several profiles also indicated varying degrees of insecurity through tight Profile II indicators.
Extended DISC® Behavioural Assessments are difficult to manipulate. Even when employees attempt to hide their emotions, stress patterns and uncertainty still appear in the profiles.
Outcome and Organisational Impact
The consultant recommended urgent completion of job descriptions and clear communication about responsibilities.
Once management clarified roles and provided direction, employees felt more secure. The workplace environment improved, and productivity returned to normal levels.
Conclusion: The Power of Identifying Trends in DISC Assessments
This case demonstrates how identifying trends in DISC assessments across a large group can reveal root causes that individual assessments may not show. When examining teams undergoing change, patterns speak louder than isolated reports.
Want Clearer Insights Into Team Performance?
Use DISC assessments to identify behavioural patterns across your workforce and uncover hidden issues before they impact productivity.
