“The four styles give teams a common language for understanding how people work.”
“The New Science of Team Chemistry” written by staff from Deloitte and published in The Harvard Business (HBR, March-April 2017) is not “new.” In fact, the four work styles in their Business Chemistry analysis look suspiciously like the four-work behavioral styles in Dr. William Mouton Marston’s “Emotions of Normal People” published in 1928 which also happens to be the basis for nearly every version of the DISC Behavior assessment in the world today. The DISC model of human behavior measures:
Dominance: How you respond to problems and challenges.
Influence: How you influence and communicate your point of view.
Steadiness: How you respond to the pace of your environment.
Compliance: How you respond to rules and procedures et by other people
Understanding DISC not only gives a team a common language, it is one of the simplest and most effective tools to help people build more productive and positive working relationships.
We give Deloitte a coffee mug tip for further validating the importance of interpersonal effectiveness because business leaders recognize that their success is in direct proportion to how well employees interact with one another, with their business partners, and with their customers.
However, even if Deloitte believes it created a new science of behavioral chemistry, it is missing a critical element to team effectiveness: Motivational Drive
In 1920, Dr. Eduard Spranger identified six motivational drives that are important to our personal attitudes, interests and what we value. The six motivational drives, in no particular order:
Utilitarian: Driven by practical results, maximizing both efficiency and ROI of time, talent, energy, and resources
Individualistic: Driven by status, recognition, and control over personal freedom
Theoretical: Driven by opportunities to learn, acquire knowledge and discovery of truth
Traditional: Driven by traditional approaches, proven methods and a defines system for living
Aesthetic: Driven by the experience, subjective viewpoints and balance in their surroundings
Social: Assisting others for the satisfaction of being helpful or supportive
Behavioral models and assessments help to tell us HOW a person behaves and performs in the work environment, but this is only half the formula for team success. By understanding an individual’s motivational drive, it will tell us WHY they do things. You need both to succeed.
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