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  1. 1. The Puzzle A method of communication analysis that describes different behavioural styles © Copyright Ensize 1 www.ensize.com
  2. 2. Contents Introduction Why use this analysis instrument? 4 The DISC model 5 The Puzzle 6 Interpretation of the behavioural styles All behavioural styles contain the four colours 8 You may view yourself in this way 9 Others may view you this way 9 Red behavioural style 10 Yellow behavioural style 12 Green behavioural style 14 Blue behavioural style 16 Attitudes associated with the various colours 18 Description of the colours 19 Feelings associated with the various colours 21 Communication between the colours When Red communicates 23 When Yellow communicates 24 When Green communicates 25 When Blue communicates 26 © Copyright Ensize 2 www.ensize.com
  3. 3. Introduction 1. Copyright Ensize® This booklet may only be © Copyright or printed out by participants who used, copied Ensize 3 www.ensize.com have completed a Carrot analysis through www.ensize.com.
  4. 4. Why use this analysis instrument? The problems currently facing the business community involves issues like recruiting the right employees, creating effective working groups, improving the working atmosphere and employee motivation, developingleaders and staff-members, resolving conflicts and other similar issues. Psychology and behavioural science have in different situations. Contexts in which acquired increasing significance as sources of behavioural style analysis is applicable: knowledge. Classical psychological tests have not always been capable of answering the • Management team work questions raised by the business community • Projects in a simple, easily comprehensible manner, and also require special training in their • Sales development application. Consequently, a whole range • Team development of more or less reliable instruments have appeared on the market. • Personal development The Puzzle is a “DISC-based instru- • Recruitment ment”. DISC is based on the research of William Moulton Marston in the 1930s and is among the most thoroughly evalu- ated and most widely used instruments. It is not a psychological test and has nothing to do with intelligence or values. On the other hand, it can be called a method of analysis of behavioural style. This means the instrument provides information about the behaviour and feelings a person will probably display © Copyright Ensize 4 www.ensize.com
  5. 5. The DISC model The 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 DISC perceptions in the individual: model is the perception of oneself as stronger 1. 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 the individual believes he or she has over the 2. The individual considers him- or herself situation, or the other people or the events. as stronger or weaker than the others in People for whom D and/or I are prominent the same social environment 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 their the individual. This includes other people, goals by the strength of their will or through events, 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 style perception of his or her social environment is often see themselves as weaker than their also influenced by genetic traits. environment. They think they can achieve Personalities, being rooted in the person’s their goals by cooperating with others or by genetic heritage and early life experiences, following the established rules. Neither of are formed early. The entire individual, these attitudes is more right or wrong than including genetic traits and basic personal- the other. ity, reacts to his or her environment. The responses can be described as Dominance, D – dominance Influence, Stability and Conformity. These re- sponses are often called “observable traits,” People with a high level of D will try to dominate the as they can be observed by the individual situation, as they consider themselves stronger than and other people. the challenges it holds. In order to achieve their goals they will try to change or control things. They are What DISC describes forthright in manner and have an ability to see how The DISC instrument describes how people challenges can be overcome. behave when they react to their environment. It provides valuable insight into one’s own I – influence and other people’s behaviour. In the Marston DISC model, an People with a high level of I feel strong in a friendly individual sees his or her environment as environment, and are keen to persuade others to either friendly or unfriendly. People whose share their opinions. Using friendly persuasion, they behavioural style has strong D and/or C try to convince others that their opinions are correct. elements often perceive their environment as unfriendly. They see challenges, impediments and potential pitfalls in everything they S – stability undertake. People with a lot of I and/or S People with a high degree of S want to preserve often perceive their environment as friendly. They see pleasant, warm relations between the environment they perceive as friendly and people 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 usually C – conformity occurs quickly and automatically. The dif- People with a high level of K see themselves as less ference between people’s interpretations of their 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. They different perspectives on the same situation. are careful to follow the established rules and Each perspective adds nuances and impres- regulations, and strive to maintain a high quality sions to the situation that would not be there standard to achieve their goals. is everyone had the same perspective. © Copyright Ensize 5 www.ensize.com
  6. 6. The Puzzle The Puzzle is a further development of the DISC model. The Puzzle Analysis It is based on typology and on William The Puzzle Analysis is used to understand Moulton Marston’s DISC model. It and describe different behavioural styles and describes a person’s natural behaviour is based on two perceptions in the individual: (basic behaviour) and how that person will adapt to a certain environment (adapted • The individual perceives his or her behaviour). surroundings as friendly or unfriendly • The individual considers him- or herself as stronger or weaker than others in the same social environment The Puzzle highlights different behavioural styles using puzzle pieces and colours. S = Green C = Blue D = Red I = Yellow How you convey How you respond How you approach How you respond thoughts and ideas to the pace of your weaknesses and to the rules and to your social social environment. challenges. routines of your environment. social environment. How does the Puzzle work? The Puzzle Analysis 1. Recruiting 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 the To 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 as To resolve conflicts and cooperation areas for development. difficulties © Copyright Ensize 6 www.ensize.com
  7. 7. Interpreting the various behavioural styles 2. © Copyright Ensize 7 www.ensize.com
  8. 8. All behavioural styles contain the four colours Colours are used in the Puzzle analysis as a simple way to clarify different behavioural styles The four colours are found in all behavioural styles. The four colours vary in strength from one behavioural style to another. The analysis clarifies basic behaviour and adapted behaviour. Basic behaviour Adapted behaviour The basic behaviour describes your natural Adapted behaviour reflects the changes the behaviour.It reflects your way of relating person makes to fit in in certain situations to your surroundings when you feel secure – such as in the workplace. The adapted and relaxed. The basic behaviour is partially behaviour changes due to external factors, is shaped 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 8 www.ensize.com
  9. 9. You may view yourself in this way: Completing the Puzzle behavioural style analysis will give you a descriptionof how you see yourself as well as an understanding of how other people see you. Which of the descriptions do you think fits you best? Strong Fact-seeking Energetic Knowledgeable Innovative Systematic Goal-oriented Diplomatic Strong-willed Reflective Encouraging Content Co-operative Assertive A good listener Generous Calm Inspiring Loyal Open Others may view you this way: The following are descriptions of how others may perceive you. Compare them with how you see yourself and reflect on what it means. Pedantic Confrontational Abrupt Dominant Indecisive Authoritarian Suspicious Impatient Cold Controlling Restrained Insensitive Unrealistic Passive Long-winded Uninhibited Pig-headed Egotistical Despairing Unreliable Change-averse Garrulous Stubborn Lacking in judgment © Copyright Ensize 9 www.ensize.com
  10. 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 Ensize 10 10 www.ensize.com
  11. 11. The following are descriptions of different puzzle profiles in which Red is noticeably higher than the other colours. Only HIGH RED RED higher than GREEN Red is the factor that stands for control Action and activity are primary ingredientsin and decisiveness. In the absence of counter- a Puzzle profile in which RED is higher balancing colours, these characteristics can than GREEN. People with this characteris- be extremely pronounced, even excessive tics havea constant need to be active, and in some cases. People with this behavioural become impatient with others who prefer style have a strong need to achieve results. not, or are unable, to maintain such a high Since they are often ambitious and com- tempo. People with this behavioural style petitive, they can seem aggressive in their take personal responsibility for their actions. determination to achieve their goals. They For them, confrontation and high pressure are dynamic and adaptable, and demonstrate are part of everyday life. People with this decisiveness and leadership ability. tendency seek immediate results. Personal success is important to them, and they seem RED higher than YELLOW competitive by nature. Patience, long-term planning and reflectively mulling over A Puzzle profile in which RED is noticeably problems are not characteristic of this style. higher than YELLOW describes people who RED higher than BLUE are straight-forward and self-assertive. They are not particularly interested in personal A Puzzle profile in which RED is noticeably issues, but rather prefer to focus on objec- higher than BLUE indicates people who feel tive facts. They are highly goal-oriented and frustrated by rules and limitations – they have a strong need to see results. They can prefer to follow their own ideas and often compromise on quality or details to achieve work alone or in positions of power and their 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’s neurial style. People with this behavioural behaviour often has to do with the YELLOW style 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 11 www.ensize.com
  12. 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- A person with a lot of YELLOW needs to ing the group be surrounded by people who • breaking rules and routines if they are felt 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 Ensize 12 12 www.ensize.com www.ensize.com
  13. 13. The following are descriptions of different puzzle profiles in which Yellow is noticeably higher than the other colours. Only High YELLOW YELLOW higher than GREEN High Yellow is a communication profile. People with this lively style expressively A puzzle profile with only High Yellow, and demonstrate their interest in something and no counterbalancing colours, represents a their effusive nature can be a motivating behavioural style of easy communication with factor for others. others. It describes self-assured, outgoing and Just how this combination is expressed sociable people who value contact with others co-varies with the relative level of the and want to develop good relationships. RED colour in the profile. Where RED is low, these people seem to use their expres- sive style in situations in which they feel YELLOW higher than RED comfortableand accepted – they do not like This 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, the going 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 highly This combination represents people who positive(albeit not always so practical) trait. rarely doubt themselves and who feel at People with this combination in their behav- home in almost all situations. They interact iour are naturally warm, open and genuinely easily with strangers and are not afraid to interested in others. All High YELLOW initiate social contact. They can sometimes profiles share the trait of liking to be the have too much self-confidence,which can then centre of attention. In this particular case, cause them to act impulsively. however, they are also interested in other Where RED is also high, the person’s people’s thoughts and feelings, particularly if profile contains both self-assertiveness and the profile contains GREEN. self-reliance. This powerful combination ena- People with this combination often bles the person to deal with most situations appear self-assured and secure, particularly without fear. While they may prefer to keep when they feel comfortable and accepted. things on an open and friendly level, they Despite this, they are not particularly self- can also take a more confrontational stand assertive: their low level of RED makes it when the situation so requires. difficult for them to be effectivein stressful When RED is low, the combination is situations. only noticeable in advantageous, positive environments. In challenging environments, these people often feel uncomfortable and become more subdued. © Copyright Ensize 13 www.ensize.com
  14. 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 Ensize 14 14 www.ensize.com www.ensize.com
  15. 15. The following are descriptions of different profiles in which Green is noticeably higher than the other colours. GREEN higher than GREEN Only high GREEN This combination reveals a person who plans A profile with extreme GREEN, without and considers his or her words and deeds counterbalancing factors, is relatively more than people of most other behavioural unfriendly, particularly in the Western work. styles. Deadlines and time constraints are Stability is the factor that stands for patience, difficult for this type of personality. To their calm and a friendly and open attitude. A credit, however, they bring reliabilityto their behavioural style with a pure, high GREEN work. People with high GREEN in their reflects these qualities. People with this style profile often have a considerate trait in their are usually friendly, warm-hearted, and behavioural style. appreciate other people and their opinions Just how the combination is expressed and value positive interaction with others. often depends on the level of BLUE in the They are not particularly outgoing and rely particular profile. If it is high, the individual on more socially active people to take the will have a disciplined goal-conscious atti- initiative. tude, involving diligent and careful planning. Low BLUE often reinforces the resistance a GREEN higher than RED high GREEN feels to change or direct action. People with this combination are not in a rush and proceed at a slow pace, which GREEN higher than BLUE means they can function well in situations People with this trait in their profile find it that others would find monotonous or particularly difficult to deal with change. boring. They are compliant by nature and Once they have developed routines, they find ready to accept that there are things they it extremely difficult to change them and adapt cannot change. to a new situation. They can become resist- People with this combination often ant and do whatever they can to maintain appear self-assured and secure, particularly the status quo. They often feel great loyalty when they feel comfortable and accepted. to the current situation and to their social They are not competitive and prefer to avoid circle. situations in which they may come into People with this combination seem to conflict. Therefore, they prefer to believe the function best when they can focus on a best of people. They enjoy developing warm, particular task. They find it difficult to shift friendly 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. Once motives. 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 to open, outgoing attitude. A profile that also carry it out. has high BLUE gains a more practical aspect. The combination is usually found in The result is a behavioural style involving passive, patient behavioural styles, but high 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 15 www.ensize.com
  16. 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 A person with a lot of BLUE needs to be • being interested in details and precision surrounded by people who work • 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 Ensize 16 16 www.ensize.com www.ensize.com
  17. 17. The following are descriptions of different profiles in which Blue is noticeably higher than the other colours. Only high BLUE BLUE higher than YELLOW People with Blue as the dominant factor People with this combination detest making in their behavioural style are often quiet mistakes and therefore check their work and reserved. They can give an impression again and again. They are also given to of being cold and uninterested. Much correctingothers, whether or not they are of this expressionless manner has to do asked to do so. The need for security makes with their need for control, which makes them unwilling to take risks unless absolutely them unwilling to share information necessary. They are also careful when about themselves or their thoughts unless communicating with others and rarely reveal absolutely necessary. People with this more than a minimum about themselves. behavioural style are actually surprisingly People with this combination would ambitious 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 may to avoid being drawn into confrontations if see them as sullen and uninspired. In actual possible. This makes it difficult for them to fact, they are just as capable of originality achieve 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, unless pared 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, but ity and logical arguments to influence others. now combined with the strength to demand the same characteristics from others in the BLUE higher than RED group. This combination describes people who need to be absolutely sure of their position BLUE higher than GREEN and who prefer to use established rules and People with this type of profile are extremely procedures as the framework for their ideas. aware of their surroundings and the changes They also want the support of their super- occurring there, to the extent that they often visors, colleagues and friends, and there- notice subtle changes that others miss or fore care about maintaining good working ignore. This in itself is a positive factor, but relationships with others. People with this its effect is that people with this style become combinationcooperate 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 are distribute the responsibility. (This does not socially aware and able to detect nuances in imply 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 mayread a 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 more motivation, 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 to on 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 17 www.ensize.com
  18. 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. Yellow Green Blue Red Personal 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 being Time should Doing something Doing something Supporting Gathering and be 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 structure Time-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 required Stress Rushing to put Changing Avoiding re- Unable to symptoms 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 background Stress Pushing his or Self-defence Fleeing from Going inside response 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 18 www.ensize.com
  19. 19. Description of the colours Each behavioural style (colour) involves different characteristics and different ways of relating to the surrounding environment. Behavioural style – Red Character traits Value to the May be under Contentment Possible organisation stress or factors limitations pressure Adventurous Focused on results Freedom from Demanding Overusing his or her control, supervision position Organiser and details Competitive Looks ahead Allowed to be Nervous Sets the bar too innovative and Innovative high forward-looking Bold, fearless Takes on challenges Forum to discuss new Aggressive Lack of tact, ideas freely empathy and diplomacy Determined Activates No or little routine Egotistical Takes on too much work responsibility and Focused on results work, too early and Persistent too quickly Behavioural style – Yellow Character traits Value to the May be under Contentment Possible organisation stress or factors limitations pressure Charming Optimism and Lots of interaction Self-obsessed Overlooks details with people enthusiasm Self-confidant Creative and Freedom from Overly optimistic Praises other people control, supervision excessively a problem-solver and details Persuasive Motivates others to Freedom of Talkative Relies too much on work toward the goal movement others Enthusiastic A team player Forum in which Unrealistic Selective hearing ideas are heard Inspiring Optimistic © Copyright Ensize 19 www.ensize.com
  20. 20. Behavioural style – Green Character traits Value for the May be under Contentment Possible organisation stress or factors limitations pressure Well-liked A dependable Stable, predictable Indecisive Tries to avoid clashes team player environment Friendly 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 cause A good listener Patient and Long-term teamwork Prefers to wait Dislikes change without with relationships and see assurance empathetic Patient Logical – a Few interpersonal Inflexible Difficulty coping with systematic thinker conflicts opposing circumstances Relaxed Service-oriented Honest Behavioural style – Blue Character traits Value to the May be under Possible Contentment stress or organisation factors limitations pressure Right! Is rarely Demands a high When critical Pessimistic Defensive in the face of wrong! standard in the thinking is required perceived criticism work performed Analytic Stable and reliable Technical, detailed Picky Tendency to get wrapped work up in detailed work Specialist expertise Consistent Defines and Close cooperation in “Pedantic” Overdone and unneces- clarifies, gathers a small team sarily intense for the information situation and carries out investigations Discreet The anchor in A “familiar” work Hypercritical Difficult to cope with reality atmosphere opposing circumstances Diplomatic Seeks facts © Copyright Ensize 20 www.ensize.com
  21. 21. Feelings associated with the various colours The following are descriptions of feelings associated with the various colours. RED YELLOW dominance influence Rage Patience Optimism Pessimism The 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 bright or she can become angry quickly. Even if the side of life. He or she prefers to believe the best person usually manages to control his or her ofother people. rage, other people easily detect the underly- With a low influence factor, the person is ing impatience and irritability. more pessimistic and suspicious. A low dominance factor means the person in question is more patient. GREEN BLUE stability conformity Does not show feelings Fear Shows feelings Fearlessness The more Stability (Green) the profile The more conformity (Blue) there is in the contains, the less the person shows his or profile, the more likely the person is to her feelings. He or she prefers not to reveal follow rulesand regulations, out of fear of thoughts and feelings. making a mistake or being punished. A low stability factor makes the person A low conformity factor means the more likely to let others see and hear what person is less afraid and more likely to he or she feels. see rules as guidelines that are there to be broken, if he or she considers it necessary. © Copyright Ensize 21 www.ensize.com
  22. 22. Communication between the colours 3. © Copyright Ensize 22 www.ensize.com
  23. 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 Determined Two 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, they may 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 Spontaneous Red and Yellow understand each other well. Both are outgoing and creative. Red focuses on results, whereas Yellow prioritises good relations. In order to cooperative more effectively, Red should try to remember that Yellow appreciates humour and needs room to express him or herself. 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 see Red is driving, quick-thinking and focused on results. Listening to others is not one of the strong suits with this colour. Green, on the other hand, prefers a secure, stable environment, in which 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 facts Red and Blue are in many ways each other’s opposite. Achieving good cooperation with Blue is a real challenge for Red. A calmer pace, more information and a more methodicaland systematic approach to tasks would be a good start. © Copyright Ensize 23 www.ensize.com
  24. 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 Determined Both Yellow and Red are fairly visionary. Yellow is highly verbal and does not always think things through, whereas Red is more straightforward, which can hurt Yellow’s feelings. To achieve good cooperation, Yellow may need to challenge Red by asking more questions and not 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 Spontaneous Two yellows can develop excellent cooperation. They are creative and innovative. Together they 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 see Both Yellow and Green are focused on their relationships with other people. Whereas Yellow is verbal, enthusiastic and even effusive, Green is more reserved and does not display feelings outwardly. 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 facts In 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. If Yellow can restrain his or her feelings and provide Blue with the necessary data, however, they can be a well functioning team. © Copyright Ensize 24 www.ensize.com
  25. 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 Determined Green prefers a calm pace and focuses on good relations. Red is driving, quick-thinking and quick to act, and wants to see results. To achieve good cooperation, Green must stand up for himself or herself more and communicate more clearly. Asking questions makes it easier for Green 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 Spontaneous Both Green and Yellow appreciate close relationships and friendly interaction. Their differences in pace and willingness to take risks can interfere with their cooperation. Green may need to step up the pace and allow a little humour and playfulness. Encouraging Yellow’s creative ideas 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 see Two Greens cooperate very well. A potential limitation could be that both are cautious and prefer not totake unnecessary risks. Their slow decision-making can also cause them to forfeit 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 facts Both Green and Blue appreciate good cooperation with the people around them. They are methodical and prefer to avoid taking risks. The difference between the two is that Green is focused on relationships, whereas Blue focuses on tasks. When faced with change, Green wants to feel sure that the change will reallyled to something better, whereas Blue requires “proof”. © Copyright Ensize 25 www.ensize.com
  26. 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 Determined Red and Blue are both focused on results They are each other’s opposites, however, where risk-takingand work pace are concerned. Blue can easily be critical of Red, which interferes with their cooperation. If both are able to see the benefit of their differences, they can be an unbeatable 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 Spontaneous In 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 real challenge. To succeed, Blue needs to focus on the emotional exchange with Yellow and allow humour in their communication. Asking questions can be a way of encouraging Yellow to focus on 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 see Blue and Green are similar in many respects. Both appreciate taking a systematic approach to work and dislike ill-conceived changes and risk-taking. The difference between the two is that Green 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 Blue needs “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 facts Two Blues cooperate very well with each other. The both appreciate clearly defined rules and structures they must follow. When faced with decisions, they dislike risk-taking and want a thorough factual basis. One source of irritationcould be that both have a tendency toward perfectionism. © Copyright Ensize 26 www.ensize.com
  27. 27. www.ensize.se © Copyright Ensize 27 www.ensize.com