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Puzzle DISC participant mtrl English

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This English material is available trough Ensize International. Sign up for a EDOC, and you will be able to explore the possibilities of having unlimited access to various internet based assessments. …

This English material is available trough Ensize International. Sign up for a EDOC, and you will be able to explore the possibilities of having unlimited access to various internet based assessments. visit www.ensize.com and send your request.

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  • 1. The PuzzleA method of communicationanalysis that describes differentbehavioural styles © Copyright Ensize www.ensize.com 1
  • 2. ContentsIntroductionWhy use this analysis instrument? 4The DISC model 5The Puzzle 6Interpretation of the behavioural styles All behavioural styles contain the four colours 8You may view yourself in this way 9Others may view you this way 9Red behavioural style 10Yellow behavioural style 12Green behavioural style 14Blue behavioural style 16Attitudes associated with the various colours 18Description of the colours 19Feelings associated with the various colours 21Communication between the coloursWhen Red communicates 23When Yellow communicates 24When Green communicates 25When Blue communicates 26 © Copyright Ensize www.ensize.com 2
  • 3. Introduction 1. Copyright Ensize® This booklet may only be © Copyright or printed out by participants who used, copied Ensize www.ensize.com have completed a Carrot analysis through www.ensize.com. 3
  • 4. Why use this analysis instrument?The problems currently facing the business community involves issues like recruiting theright employees, creating effective working groups, improving the working atmosphere andemployee motivation, developingleaders and staff-members, resolving conflicts and othersimilar issues. Psychology and behavioural science have in different situations. Contexts in whichacquired increasing significance as sources of behavioural style analysis is applicable:knowledge. Classical psychological tests havenot always been capable of answering the • Management team workquestions raised by the business communityin a simple, easily comprehensible manner, • Projectsand also require special training in their • Sales developmentapplication. Consequently, a whole rangeof more or less reliable instruments have • Team developmentappeared on the market. • Personal development The Puzzle is a “DISC-based instru-ment”. DISC is based on the research of • RecruitmentWilliam Moulton Marston in the 1930sand is among the most thoroughly evalu-ated and most widely used instruments. It isnot a psychological test and has nothing todo with intelligence or values. On the otherhand, it can be called a method of analysis ofbehavioural style. This means the instrumentprovides information about the behaviourand feelings a person will probably display © Copyright Ensize www.ensize.com 4
  • 5. The DISC modelThe Marston DISC model was developed to understand and describe human behaviour.It is important to understand that this is not a matter of measuring personality.The Marston DISC model is based on two The second part of the Marston DISCperceptions in the individual: model is the perception of oneself as stronger1. The individual considers his or her social or weaker than one’s social environment environment as friendly or unfriendly – that is, how much control or influence the2. The individual considers him- or herself individual believes he or she has over the as stronger or weaker than the others in situation, or the other people or the events. the same social environment People for whom D and/or I are prominent in their behavioural style often see them-When Marston speaks about the social envi- selves as stronger than their environment.ronment, he is referring to everything outside They may believe they can achieve theirthe individual. This includes other people, goals by the strength of their will or throughevents, circumstances and the demands of friendly persuasion. People for whom S and/the situation – even the weather. A person’s or C are prominent in their behavioural styleperception of his or her social environment is often see themselves as weaker than theiralso influenced by genetic traits. environment. They think they can achieve Personalities, being rooted in the person’s their goals by cooperating with others or bygenetic heritage and early life experiences, following the established rules. Neither ofare formed early. The entire individual, these attitudes is more right or wrong thanincluding genetic traits and basic personal- the other.ity, reacts to his or her environment. Theresponses can be described as Dominance,Influence, Stability and Conformity. These re- D – dominancesponses are often called “observable traits,” People with a high level of D will try to dominate theas they can be observed by the individual situation, as they consider themselves stronger thanand other people. the challenges it holds. In order to achieve their goals they will try to change or control things. They areWhat DISC describes forthright in manner and have an ability to see howThe DISC instrument describes how people challenges can be overcome.behave when they react to their environment.It provides valuable insight into one’s ownand other people’s behaviour. I – influence In the Marston DISC model, an People with a high level of I feel strong in a friendlyindividual sees his or her environment as environment, and are keen to persuade others toeither friendly or unfriendly. People whose share their opinions. Using friendly persuasion, theybehavioural style has strong D and/or Celements often perceive their environment as try to convince others that their opinions are correct.unfriendly. They see challenges, impedimentsand potential pitfalls in everything theyundertake. People with a lot of I and/or S S – stabilityoften perceive their environment as friendly. People with a high degree of S want to preserveThey see pleasant, warm relations between the environment they perceive as friendly andpeople and a chance of success in their advantageous. They view themselves as less powerful,undertakings. No attitude is right or wrong and therefore do not want to see too much change.– they are simply different. Perception of one’s environment usuallyoccurs quickly and automatically. The dif- C – conformityference between people’s interpretations of People with a high level of K see themselves as lesstheir environment may be infinitesimal, but powerful in an unfriendly environment. Therefore,they are there just the same. It’s a matter of they will try to carefully analyse the situation. Theydifferent perspectives on the same situation. are careful to follow the established rules andEach perspective adds nuances and impres- regulations, and strive to maintain a high qualitysions to the situation that would not be there standard to achieve their goals.is everyone had the same perspective. © Copyright Ensize www.ensize.com 5
  • 6. The PuzzleThe Puzzle is a further development of the DISC model.It is based on typology and on William The Puzzle AnalysisMoulton Marston’s DISC model. It The Puzzle Analysis is used to understanddescribes a person’s natural behaviour and describe different behavioural styles and(basic behaviour) and how that person will is based on two perceptions in the individual:adapt to a certain environment (adapted • The individual perceives his or herbehaviour). surroundings as friendly or unfriendly • The individual considers him- or herself as stronger or weaker than others in the same social environmentThe Puzzle highlights different behavioural styles using puzzle pieces and colours.D = Red I = Yellow S = Green C = BlueHow you approach How you convey How you respond How you respondweaknesses and thoughts and ideas to the pace of your to the rules andchallenges. to your social social environment. routines of your environment. social environment.How does the Puzzle work? 1. The Puzzle AnalysisRecruiting the right employee 1. A highly accurate analysis that describes basic behaviour and adapted 2. behaviour.To improve communication skills 2. 28 groups of four adjectives, in which the respondent has to select the 3. description that is the best fit and theTo improve the working atmosphere and description that is the worst fit.employee motivation 3. The analysis is ipsative and self- 4. estimating.Developing managers and staff-members 4. The results are described in a report. The report describes basic behaviour 5. and adapt ed behaviour, as well asTo resolve conflicts and cooperation areas for development.difficulties © Copyright Ensize www.ensize.com 6
  • 7. Interpreting the variousbehavioural styles 2. © Copyright Ensize www.ensize.com 7
  • 8. All behavioural stylescontain the four coloursColours are used in the Puzzle analysis as a simple way to clarify different behaviouralstyles The four colours are found in all behavioural styles. The four colours vary instrength from one behavioural style to another. The analysis clarifies basic behaviourand adapted behaviour.Basic behaviour Adapted behaviourThe basic behaviour describes your natural Adapted behaviour reflects the changes thebehaviour.It reflects your way of relating person makes to fit in in certain situationsto your surroundings when you feel secure – such as in the workplace. The adaptedand relaxed. The basic behaviour is partially behaviour changes due to external factors, isshaped by genetics, but also by early life learned, and can therefore be “re-learned”.experience. By about 18 years of age (i.e. the We have many adapted behaviours.onset of adulthood), a person’s basic behav-iour is stable and very difficult to change. © Copyright Ensize www.ensize.com 8
  • 9. You may view yourself in this way:Completing the Puzzle behavioural style analysis will give you a descriptionof how yousee yourself as well as an understanding of how other people see you. Which of thedescriptions do you think fits you best? Fact-seeking Strong Knowledgeable Energetic Systematic Innovative Diplomatic Goal-oriented Reflective Strong-willed Encouraging Content Co-operative Assertive A good listener Generous Calm Inspiring Loyal OpenOthers may view you this way:The following are descriptions of how others may perceive you. Compare them with howyou see yourself and reflect on what it means. Pedantic Confrontational Abrupt Dominant Indecisive Authoritarian Suspicious Impatient Cold Controlling Restrained Insensitive Passive Unrealistic Long-winded Uninhibited Pig-headed Egotistical Despairing Unreliable Change-averse Garrulous Stubborn Lacking in judgment © Copyright Ensize www.ensize.com 9
  • 10. Red behavioural style People with a lot of red in their behavioural style affect their environment by over- coming opposition to achieve success. They may sometimes break the rules in order to achieve their goals. They are up-front, flexible and often self-confident. They are good at getting projects off the ground, but perhaps not as good at completing them. A person with a lot of RED has a natural A person with a lot of RED seeks flair for • power and a position of clear authority • creating and achieving immediate results • competitive situations and challenges • thinking quickly • opportunities for personal success, • being action-oriented impressive personal performance • launching activities • freedom to act – minimal constraints • seeking out and taking on challenges • clear, unambiguous and fast answers from • making quick decisions (often on a thin those around him or her factual basis) • continuous advancement • questioning decisions already made • little or no supervision and control • acquiring authority • many new events, projects and activities • imposing extremely high demands on others around them A person with a lot of RED has to have • pushing obstacles out of the way and people around him or her who solving problems (independently of other • work with risk assessment people) • can create a calmer work pace • weigh the pros and the cons • point out and appreciate the need for other people • create structure and integration • ensure that facts are discussed before decisions are made • gather and investigate facts In order to be more effective, a person with a lot of RED needs • difficult, challenging tasks • to understand the need for other people • to use techniques that are based practical experience • the occasional shock or wake-up call • to be part of a functioning group • to take the necessary time to explain the path leading to a decision or the reason for a decision • awareness of existing sanctions, to refrain from breaking rules • to adjust his or her pace to that of the others in the group and relax a bit • to rely on others © Copyright Ensize10 www.ensize.com 10
  • 11. The following are descriptions of different puzzle profiles in which Red is noticeablyhigher than the other colours.Only HIGH RED RED higher than GREENRed is the factor that stands for control Action and activity are primary ingredientsinand decisiveness. In the absence of counter­ a Puzzle profile in which RED is higherbalancing colours, these characteristics can than GREEN. People with this characteris-be extremely pronounced, even excessive tics havea constant need to be active, andin some cases. People with this behavioural become impatient with others who preferstyle have a strong need to achieve results. not, or are unable, to maintain such a highSince they are often ambitious and com- tempo. People with this behavioural stylepetitive, they can seem aggressive in their take personal responsibility for their actions.determination to achieve their goals. They For them, confrontation and high pressureare dynamic and adaptable, and demonstrate are part of everyday life. People with thisdecisiveness and leadership ability. tendency seek immediate results. Personal success is important to them, and they seemRED higher than YELLOW competitive by nature. Patience, long-termA Puzzle profile in which RED is noticeably planning and reflectively mulling overhigher than YELLOW describes people who problems are not characteristic of this style.are straight-forward and self-assertive. They RED higher than BLUEare not particularly interested in personal A Puzzle profile in which RED is noticeablyissues, but rather prefer to focus on objec- higher than BLUE indicates people who feeltive facts. They are highly goal-oriented and frustrated by rules and limitations – theyhave a strong need to see results. They can prefer to follow their own ideas and oftencompromise on quality or details to achieve work alone or in positions of power andtheir goals. authority. People with this trait are dynamic In the absence of counterbalancing and forthright, competitive and goal-colours, this often describes an entrepre- oriented. How the trait appears in a person’sneurial style. People with this behavioural behaviour often has to do with the YELLOWstyle often have an ability to focus on their and GREEN positions in the person’s profile.goals and make fast decisions without letting YELLOW determines how socially moti-themselves be distracted. vated the person is. When YELLOW is low, we often find a self-assertive and dominant manner, whereas when YELLOW is high, we get independent paired with self-confidence, and the result is a powerful and persuasive style. GREEN is usually low in this type of profile. A common trait for this style is a short attention span and a tendency to change focus quickly. High GREEN (less common) give the trait a one-sided, more stubborn aspect. © Copyright Ensize www.ensize.com 11
  • 12. Yellow behavioural style People with a lot of yellow in their behavioural style affect their environment by per- suading, influencing and inspiring others. They are extroverted, interested in other people, and good at engendering cooperation between different groups. They sometimes make decisions based on how they “feel” about something. They may find it difficult to give and take criticism, or communicate unpleasant news. A person with a lot of YELLOW has a A person with a lot of YELLOW has natural flair for • popularity and social attention • creating and maintaining good relation- • general esteem for his or her ability or ships with others abilities • using too many words to describe things • freedom of expression or events • relationships built on democratic rules • being sociable and open-hearted • minimal control and detailed follow-up • wanting to avoid confrontations and • an atmosphere conducive to presenting clashes new suggestions • creating a motivated environment • close relationships • being a good communicator, winning over • experiences and variety others to his or her own views, entertain- ing the group A person with a lot of YELLOW needs to • breaking rules and routines if they are felt be surrounded by people who to be unnecessary • focus on the task at hand • seek and find facts on which to base decisions • are honest and forthright • are logical and deal with problems systematically • prefer to work with practical matters over relationships and people • follow up results on their own initiative In order to be more effective, a person with a lot of YELLOW needs • to make objective decisions • to feel involved and in on the decisions • to be able to influence his or her own work schedule • to learn not to overestimate or overvalue others • to prioritise and set time constraints • to be prepared to not have agreement from everyone • to be more decisive and stick to decisions made (particularly if red is low) • to not take feedback as criticism • to learn to understand that people have different views © Copyright Ensize © Copyright Ensize12 www.ensize.com www.ensize.com 12
  • 13. The following are descriptions of different puzzle profiles in which Yellow isnoticeably higher than the other colours.Only High YELLOW YELLOW higher than GREENHigh Yellow is a communication profile. People with this lively style expressivelyA puzzle profile with only High Yellow, and demonstrate their interest in something andno counterbalancing colours, represents a their effusive nature can be a motivatingbehavioural style of easy communication with factor for others.others. It describes self-assured, outgoing and Just how this combination is expressedsociable people who value contact with others co-varies with the relative level of theand want to develop good relationships. RED colour in the profile. Where RED is low, these people seem to use their expres-YELLOW higher than RED sive style in situations in which they feel comfortableand accepted – they do not likeThis combination describes friendly people- to express criticism or enter into arguments,who like to talk – communication is the and are sensitive to others’ opinions.strongest trait in this style. They are out­ Where the RED colour is high, thegoing but may have difficulty concentrating person does not hesitate to clash with others.on trivial, everyday tasks, and are easily The expressive style is then more self-assertive.distracted from such work when an opportu-nity for social interaction arises. YELLOW higher than BLUE This combination is a highlypositive(albeit not always so practical) trait. This combination represents people whoPeople with this combination in their behav- rarely doubt themselves and who feel atiour are naturally warm, open and genuinely home in almost all situations. They interactinterested in others. All High YELLOW easily with strangers and are not afraid toprofiles share the trait of liking to be the initiate social contact. They can sometimescentre of attention. In this particular case, have too much self-confidence,which can thenhowever, they are also interested in other cause them to act impulsively.people’s thoughts and feelings, particularly if Where RED is also high, the person’sthe profile contains GREEN. profile contains both self-assertiveness and People with this combination often self-reliance. This powerful combination ena-appear self-assured and secure, particularly bles the person to deal with most situationswhen they feel comfortable and accepted. without fear. While they may prefer to keepDespite this, they are not particularly self- things on an open and friendly level, theyassertive: their low level of RED makes it can also take a more confrontational standdifficult for them to be effectivein stressful when the situation so requires.situations. When RED is low, the combination is only noticeable in advantageous, positive environments. In challenging environments, these people often feel uncomfortable and become more subdued. © Copyright Ensize www.ensize.com 13
  • 14. Green behavioural style People with a lot of green in their behavioural style affect their environment by cooperatingwith others within established constraints to complete a task. They want to feel secure in their work situation, in terms of both relationships and work procedures. They are often well-organised and good at long-term planning. A person with a lot of GREEN has a A person with a lot of GREEN seeks natural flair for • safety and security over new or unknown • unbroken concentration and task completion situations according to established routines • a common point of view • seeking out a calm, secure workplace • explanations, when he or she does not un- • avoiding sudden changes derstand why a particular change is needed • being loyal to others who support a stable • appreciation for a job well done environment • a restricted field of work or group affiliation • wanting to cooperate with other people, • traditional work procedures not easy to say no, can take on impossible tasks A person with a lot of GREEN needs • standing for stability in a working group people around him or her who • making sure that others are loyal • can react quickly to unexpected changes • being good at listening to other people • can focus on more than one thing at a time • defusing tense situations • are self-motivating and can take initiative. • can activate others to support the project or respond to the challenge • can work under unpredictable conditions • are flexible in relation to rules and routines In order to be more effective, a person with a lot of GREEN needs • time to adapt before a change • confirmation of his or her own worth • help in implementing decisions • to know how his or her work contributes to the solution • guidelines for carrying out tasks • a clear understanding of when the job is to be done • to know when, how and with whom the task is to be done © Copyright Ensize © Copyright Ensize14 www.ensize.com www.ensize.com 14
  • 15. The following are descriptions of different profiles in which Green is noticeablyhigher than the other colours.Only high GREEN GREEN higher than GREENA profile with extreme GREEN, without This combination reveals a person who planscounterbalancing factors, is relatively and considers his or her words and deedsunfriendly, particularly in the Western work. more than people of most other behaviouralStability is the factor that stands for patience, styles. Deadlines and time constraints arecalm and a friendly and open attitude. A difficult for this type of personality. To theirbehavioural style with a pure, high GREEN credit, however, they bring reliabilityto theirreflects these qualities. People with this style work. People with high GREEN in theirare usually friendly, warm-hearted, and profile often have a considerate trait in theirappreciate other people and their opinions behavioural style.and value positive interaction with others. Just how the combination is expressedThey are not particularly outgoing and rely often depends on the level of BLUE in theon more socially active people to take the particular profile. If it is high, the individualinitiative. will have a disciplined goal-conscious atti- tude, involving diligent and careful planning.GREEN higher than RED Low BLUE often reinforces the resistance a high GREEN feels to change or direct action.People with this combination are not ina rush and proceed at a slow pace, which GREEN higher than BLUEmeans they can function well in situations People with this trait in their profile find itthat others would find monotonous or particularly difficult to deal with change.boring. They are compliant by nature and Once they have developed routines, they findready to accept that there are things they it extremely difficult to change them and adaptcannot change. to a new situation. They can become resist- People with this combination often ant and do whatever they can to maintainappear self-assured and secure, particularly the status quo. They often feel great loyaltywhen they feel comfortable and accepted. to the current situation and to their socialThey are not competitive and prefer to avoid circle.situations in which they may come into People with this combination seem toconflict. Therefore, they prefer to believe the function best when they can focus on abest of people. They enjoy developing warm, particular task. They find it difficult to shiftfriendly relationships with the people around their attention from one thing to another.them and usually do not look for hidden It often takes time for them to adjust. Oncemotives. they have accepted a certain course of action, If YELLOW is also high, we find a more on the other hand, they can be trusted toopen, outgoing attitude. A profile that also carry it out.has high BLUE gains a more practical aspect. The combination is usually found inThe result is a behavioural style involving passive, patient behavioural styles, buthigh concentration on the details of a task. can occur in a profile with high RED. In such a case, the person can be expected to demonstrate a noteworthy stubbornness and decisiveness. © Copyright Ensize www.ensize.com 15
  • 16. Blue behavioural style People with a lot of blue in their behavioural style affect their environment by ensuring quality and precision in the existing circumstances. They are keen to follow procedures and techniques that have previously been proven to work well. They prefer to avoid conflicts if possible. They make well-support decisions, and take action only after careful weighing of the alternatives. A person with a lot of BLUE has a natural A person with a lot of BLUE seeks flair for • assurance of security and safety • keeping within the rules, instructions and • clear unambiguous goals and rules standards. • reassurance of his or her competence • thinking systematically • fact-based workplace relationships • compromising rather than fighting • personal interest in his or her work • avoiding taking risks • quality assurance • being a careful and consequently slow • acknowledgement of results achieved decision-maker • being interested in details and precision A person with a lot of BLUE needs to be work surrounded by people who • seeing the value of consensus-based • want to exercise their authority solutions • are willing to take risks • thinking critically and being dissatisfied • encourage group work with his or her own performance • delegate important assignments • not questioning authority • can make quick decisions • use instructions and established rules merely as “guidelines” In order to be more effective, a person with a lot of BLUE needs • work that requires attention to detail • opportunities to make detailed plans • to be able to appreciate the person, not just the results achieved • to learn to deal with conflict • to understand the importance of sharing information about oneself • receive appreciation and encouragement for his or her creativity © Copyright Ensize © Copyright Ensize16 www.ensize.com www.ensize.com 16
  • 17. The following are descriptions of different profiles in which Blue is noticeably higherthan the other colours.Only high BLUE BLUE higher than YELLOWPeople with Blue as the dominant factor People with this combination detest makingin their behavioural style are often quiet mistakes and therefore check their workand reserved. They can give an impression again and again. They are also given toof being cold and uninterested. Much correctingothers, whether or not they areof this expressionless manner has to do asked to do so. The need for security makeswith their need for control, which makes them unwilling to take risks unless absolutelythem unwilling to share information necessary. They are also careful whenabout themselves or their thoughts unless communicating with others and rarely revealabsolutely necessary. People with this more than a minimum about themselves.behavioural style are actually surprisingly People with this combination wouldambitious and often have lofty goals. They rather refrain from acting than risk an un-have no need to assert themselves and prefer favourable outcome. More active styles mayto avoid being drawn into confrontations if see them as sullen and uninspired. In actualpossible. This makes it difficult for them to fact, they are just as capable of originalityachieve their goals directly. and innovation as any other style, but tend to Instead, they use existing structures and have difficulty translating their ideas into ac-rules to get where they want to go. Com- tion or communicating them to others, unlesspared with a person with a behavioural style encouraged to do so.of high Dominance who simply demands When the profile also contains high RED,that others follow their instructions, some- the insistence on precision and unwilling-one with high Blue will refer to rules, author- ness to take unnecessary risks isretains, butity and logical arguments to influence others. now combined with the strength to demand the same characteristics from others in theBLUE higher than RED group.This combination describes people whoneed to be absolutely sure of their position BLUE higher than GREENand who prefer to use established rules and People with this type of profile are extremelyprocedures as the framework for their ideas. aware of their surroundings and the changesThey also want the support of their super­ occurring there, to the extent that they oftenvisors, colleagues and friends, and there- notice subtle changes that others miss orfore care about maintaining good working ignore. This in itself is a positive factor, butrelationships with others. People with this its effect is that people with this style becomecombinationcooperate well with others as easily bored and distracted.part of a behavioural strategy. This enables Where the YELLOW factor is also high,them to avoid individual risk-taking and the profile describes individuals who aredistribute the responsibility. (This does not socially aware and able to detect nuances inimply a lack of social driving forces behind communication. Such people can be so hyper-the behaviour, but rather that is depends to sensitive to others’ opinions that they mayreada large extent on the positions as regards in criticism or rejection when it does not ex-YELLOW and GREEN.) Regardless of their ist. Where YELLOW is low, the style is moremotivation, people with this combination are practical and focused on facts and precision.usually good team members. They can focus Such a person focuses on careful attention toon what is best for the group, over their own detail and ensuring that no errors are made.personal needs. This in itself is a positive characteristic, but it can sometimes be taken to the extreme. © Copyright Ensize www.ensize.com 17
  • 18. The attitudes of the colours The following describes the attitudes associated with the various colours to different situations. The presentation gives an overall picture of what the different colours prioritise. Red Yellow Green BluePersonal goals Having the Being under- Being seen as Showing situation under stood, accepted responsive self-control control and involved Coping with Pleasing others Concern for Minimising challenges others’ well- risk beingTime should Doing something Doing something Supporting Gathering andbe used for concrete fun other people analysing facts Completing old Doing as Resolving Getting to tasks, starting many things as conflicts the bottom of new ones possible something Seeking Doing something Creating Creating and responsibility new relationships maintaining structureTime-sinks Taking on Having too Waiting for Demanding too much many irons in other people too much responsibility the fire to show the information way Treating Inadequate Giving too Poor sense everything as prioritisation much time of how top-priority to too many much time is people requiredStress Rushing to put Changing Avoiding re- Unable tosymptoms out fires decisions sponsibility make decisions Impulsive Burning him or Getting Endless decisions herself out in irritated discussion of order not to lose details other people’s Staying in the acceptance backgroundStress Pushing his or Self-defence Fleeing from Going insideresponse her own agenda responsibility their head “This is how it’s “What did you “Help me..”. “Wait a bit..”. going to be..”. do then…?” © Copyright Ensize www.ensize.com 18
  • 19. Description of the colours Each behavioural style (colour) involves different characteristics and different ways of relating to the surrounding environment. Behavioural style – RedCharacter traits Value to the Contentment May be under Possible organisation factors stress or limitations pressureAdventurous Focused on results Freedom from Demanding Overusing his or her Organiser control, supervision position and detailsCompetitive Looks ahead Allowed to be Nervous Sets the bar tooInnovative innovative and high forward-lookingBold, fearless Takes on challenges Forum to discuss new Aggressive Lack of tact, ideas freely empathy and diplomacyDetermined Activates No or little routine Egotistical Takes on too muchFocused on results work responsibility and work, too early andPersistent too quickly Behavioural style – YellowCharacter traits Value to the Contentment May be under Possible organisation factors stress or limitations pressureCharming Optimism and Lots of interaction Self-obsessed Overlooks details enthusiasm with peopleSelf-confidant Creative and Freedom from Overly optimistic Praises other people a problem-solver control, supervision excessively and detailsPersuasive Motivates others to Freedom of Talkative Relies too much on work toward the goal movement othersEnthusiastic A team player Forum in which Unrealistic Selective hearingInspiring ideas are heardOptimistic © Copyright Ensize www.ensize.com 19
  • 20. Behavioural style – GreenCharacter traits Value for the Contentment May be under Possible organisation factors stress or limitations pressureWell-liked A dependable Stable, predictable Indecisive Tries to avoid clashes team player environmentFriendly Works for Is happy where it is Uninterested Difficult to prioritise a particular okay to take time to leader and for a change things particular goal or causeA good listener Patient and Long-term teamwork Prefers to wait Dislikes change without empathetic with relationships and see assurancePatient Logical – a Few interpersonal Inflexible Difficulty coping withRelaxed systematic thinker conflicts opposing circumstancesHonest Service-oriented Behavioural style – BlueCharacter traits Value to the Contentment May be under Possible organisation factors stress or limitations pressureRight! Is rarely Demands a high When critical Pessimistic Defensive in the face ofwrong! standard in the thinking is required perceived criticism work performedAnalytic Stable and reliable Technical, detailed Picky Tendency to get wrapped work up in detailed work Specialist expertiseConsistent Defines and Close cooperation in “Pedantic” Overdone and unneces- clarifies, gathers a small team sarily intense for the information situation and carries out investigationsDiscreet The anchor in A “familiar” work Hypercritical Difficult to cope withDiplomatic reality atmosphere opposing circumstancesSeeks facts © Copyright Ensize www.ensize.com 20
  • 21. Feelings associated with the various colours The following are descriptions of feelings associated with the various colours. RED YELLOW dominance influencePatience Rage Pessimism OptimismThe more Dominance (Red) the profile con- The more influence (Yellow) in the profile,tains, the more impatient the person is. He the easier it is for the person to see the brightor she can become angry quickly. Even if the side of life. He or she prefers to believe the bestperson usually manages to control his or her ofother people.rage, other people easily detect the underly- With a low influence factor, the person ising impatience and irritability. more pessimistic and suspicious. A low dominance factor means theperson in question is more patient. GREEN BLUE stability conformityShows feelings Does not show feelings Fearlessness FearThe more Stability (Green) the profile The more conformity (Blue) there is in thecontains, the less the person shows his or profile, the more likely the person is toher feelings. He or she prefers not to reveal follow rulesand regulations, out of fear ofthoughts and feelings. making a mistake or being punished. A low stability factor makes the person A low conformity factor means themore likely to let others see and hear what person is less afraid and more likely tohe or she feels. see rules as guidelines that are there to be broken, if he or she considers it necessary. © Copyright Ensize www.ensize.com 21
  • 22. Communication between the colours 3. © Copyright Ensize www.ensize.com 22
  • 23. When Red communicates with red RED RED Focused on results Focused on results Willing to take risks Willing to take risks Competitive Competitive Innovative Innovative Bold, fearless Bold, fearless Determined DeterminedTwo Reds can cooperate well once they have agreed on who is to decide what. Sometimes,ideas can be translated into action a little too quickly, however. To become more effective, theymay need to stop and touch base with each other before they act.When red communicates with yellow RED YELLOW Focused on results Focused on people and feelings Willing to take risks Willing to take risks Competitive Persuasive Innovative Creative problem-solver Bold, fearless Enthusiastic, inspiring Determined SpontaneousRed and Yellow understand each other well. Both are outgoing and creative. Red focuses onresults, whereas Yellow prioritises good relations. In order to cooperative more effectively, Redshould try to remember that Yellow appreciates humour and needs room to express him orherself.When Red communicates with green RED GREEN Focused on results Focused on people Willing to take risks Prefers a secure, stable environment Competitive A team player Innovative Systematic procedure Bold, fearless Patient, empathetic, a good listener Determined Prefers to wait and seeRed is driving, quick-thinking and focused on results. Listening to others is not one of thestrong suits with this colour. Green, on the other hand, prefers a secure, stable environment, inwhich change takes time. Good cooperation between them requires effort on the part of Red.Listen more, give orders less.When Red communicates with blue RED BLUE Focused on results Results of high quality Willing to take risks Security Competitive Defines, clarifies, gathers information Innovative Right! Is rarely wrong! Bold, fearless The anchor in reality Determined Consistent, seeks factsRed and Blue are in many ways each other’s opposite. Achieving good cooperation with Blueis a real challenge for Red. A calmer pace, more information and a more methodicalandsystematic approach to tasks would be a good start. © Copyright Ensize www.ensize.com 23
  • 24. When yellow communicates with red YELLOW RED Focused on people and feelings Focused on results Willing to take risks Willing to take risks Persuasive Competitive Creative problem-solver Innovative Enthusiastic, inspiring Bold, fearless Spontaneous DeterminedBoth Yellow and Red are fairly visionary. Yellow is highly verbal and does not always thinkthings through, whereas Red is more straightforward, which can hurt Yellow’s feelings. Toachieve good cooperation, Yellow may need to challenge Red by asking more questions andnot giving in to Red’s domineering manner.When yellow communicates with yellow YELLOW YELLOW Focused on people and feelings Focused on people Willing to take risks Willing to take risks Persuasive Persuasive Creative problem-solver Creative problem-solver Enthusiastic, inspiring Enthusiastic, inspiring Spontaneous SpontaneousTwo yellows can develop excellent cooperation. They are creative and innovative. Togetherthey can also have a lot of fun. The only problem is that they can have difficulty “delivering”.Therefore, they need other behavioural styles that can help them keep within given time limits.When yellow communicates with green YELLOW GREEN Focused on people and feelings Focused on people Willing to take risks Prefers a secure, stable environment Persuasive A team player Creative problem-solver Systematic procedures Enthusiastic, inspiring Patient, empathetic, a good listener Spontaneous Prefers to wait and seeBoth Yellow and Green are focused on their relationships with other people. Whereas Yellowis verbal, enthusiastic and even effusive, Green is more reserved and does not display feelingsoutwardly. To achieve good cooperation, Yellow may need to dampen his or her display some-what and encourage Green to formulate his or her thoughts aloud.When yellow communicates with blue YELLOW BLUE Focused on people and feelings Results of high quality Willing to take risks Security Persuasive Defines, clarifies, gathers information Creative problem-solver Right! Is rarely wrong! Enthusiastic, inspiring The anchor in reality Spontaneous Consistent, seeks factsIn terms of achieving good cooperation, Yellow and Blue are perhaps the most difficult combina-tion. Blue are a real challenge for Yellow. They are each other’s opposites on point after point. IfYellow can restrain his or her feelings and provide Blue with the necessary data, however, they canbe a well functioning team. © Copyright Ensize www.ensize.com 24
  • 25. When green communicates with red GREEN RED Focused on people Focused on results Prefers a secure, stable environment Willing to take risks A team player Competitive Systematic procedures Innovative Patient, empathetic, a good listener Bold, fearless Prefers to wait and see DeterminedGreen prefers a calm pace and focuses on good relations. Red is driving, quick-thinking andquick to act, and wants to see results. To achieve good cooperation, Green must stand up forhimself or herself more and communicate more clearly. Asking questions makes it easier forGreen to understand Red’s thinking.When green communicates with yellow. GREEN YELLOW Focused on people Focused on people and feelings Prefers a secure, stable environment Willing to take risks A team player Persuasive Systematic procedures Creative problem-solver Patient, empathetic, a good listener Enthusiastic, inspiring Prefers to wait and see SpontaneousBoth Green and Yellow appreciate close relationships and friendly interaction. Their differencesin pace and willingness to take risks can interfere with their cooperation. Green may needto step up the pace and allow a little humour and playfulness. Encouraging Yellow’s creativeideas may also improve cooperation.When green communicates with green GREEN GREEN Focused on people Focused on people Prefers a secure, stable environment Prefers a secure, stable environment A team player A team player Systematic procedures Systematic procedures Patient, empathetic, a good listener Patient, empathetic, a good listener Prefers to wait and see Prefers to wait and seeTwo Greens cooperate very well. A potential limitation could be that both are cautiousand prefer not totake unnecessary risks. Their slow decision-making can also cause them toforfeit opportunities, but they communicate very well with each other.When green communicates with blue GREEN BLUE Focused on people Results of high quality Prefers a secure, stable environment Security A team player Defines, clarifies, gathers information Systematic procedures Right! Is rarely wrong! Patient, empathetic, a good listener The anchor in reality Prefers to wait and see Consistent, seeks factsBoth Green and Blue appreciate good cooperation with the people around them. They aremethodical and prefer to avoid taking risks. The difference between the two is that Green isfocused on relationships, whereas Blue focuses on tasks. When faced with change, Green wants tofeel sure that the change will reallyled to something better, whereas Blue requires “proof”. © Copyright Ensize www.ensize.com 25
  • 26. When Blue communicates with red BLUE RED Results of high quality Focused on results Security Willing to take risks Defines, clarifies, gathers information Competitive Right! Is rarely wrong! Innovative The anchor in reality Bold, fearless Consistent, seeks facts DeterminedRed and Blue are both focused on results They are each other’s opposites, however, whererisk-takingand work pace are concerned. Blue can easily be critical of Red, which interfereswith their cooperation. If both are able to see the benefit of their differences, they can be anunbeatable team.When blue communicates with yellow BLUE YELLOW Results of high quality Focused on people and feelings Security Willing to take risks Defines, clarifies, gathers information Persuasive Right! Is rarely wrong! Creative problem-solver The anchor in reality Enthusiastic, inspiring Consistent, seeks facts SpontaneousIn terms of achieving good cooperation, Blue and Yellow are perhaps the most difficult combi-nation. They are each other’s opposites in almost all respects. For Blue, meeting Yellow is a realchallenge. To succeed, Blue needs to focus on the emotional exchange with Yellow and allowhumour in their communication. Asking questions can be a way of encouraging Yellow to focuson the relevant issues.When blue communicates with green BLUE GREEN Results of high quality Focused on people Security Prefers a secure, stable environment Defines, clarifies, gathers information A team player Right! Is rarely wrong! Systematic procedures The anchor in reality Patient, empathetic, a good listener Consistent, seeks facts Prefers to wait and seeBlue and Green are similar in many respects. Both appreciate taking a systematic approach towork and dislike ill-conceived changes and risk-taking. The difference between the two is thatGreen is focusedon relationships, whereas Blue is focused on tasks. When faced with changes,Green wants to feel sure that the change will really lead to something better, whereas Blueneeds “proof”.When blue communicates with blue BLUE BLUE Results of high quality Results of high quality Security Security Defines, clarifies, gathers information Defines, clarifies, gathers information Right! Is rarely wrong! Right! Is rarely wrong! The anchor in reality The anchor in reality Consistent, seeks facts Consistent, seeks factsTwo Blues cooperate very well with each other. The both appreciate clearly defined rules andstructures they must follow. When faced with decisions, they dislike risk-taking and want athorough factual basis. One source of irritationcould be that both have a tendency towardperfectionism. © Copyright Ensize www.ensize.com 26
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