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1. The Puzzle
A method of communication
analysis that describes different
behavioural styles
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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
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3. Introduction
1.
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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
in a simple, easily comprehensible manner, • Projects
and also require special training in their
• Sales development
application. Consequently, a whole range
of more or less reliable instruments have • Team development
appeared on the market.
• Personal development
The Puzzle is a “DISC-based instru-
ment”. DISC is based on the research of • Recruitment
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
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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
2. 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 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,
Influence, Stability and Conformity. These re- D – dominance
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
and other people’s behaviour. I – influence
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
elements often perceive their environment as try to convince others that their opinions are correct.
unfriendly. They see challenges, impediments
and potential pitfalls in everything they
undertake. People with a lot of I and/or S
S – stability
often perceive their environment as friendly. People with a high degree of S want to preserve
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
occurs quickly and automatically. The dif- C – conformity
ference between people’s interpretations of People with a high level of K see themselves as less
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.
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6. The Puzzle
The Puzzle is a further development of the DISC model.
It is based on typology and on William The Puzzle Analysis
Moulton Marston’s DISC model. It The Puzzle Analysis is used to understand
describes 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 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.
D = Red I = Yellow S = Green C = Blue
How you approach How you convey How you respond How you respond
weaknesses and thoughts and ideas to the pace of your to the rules and
challenges. to your social social environment. routines of your
environment. social environment.
How does the Puzzle work?
1. The Puzzle Analysis
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
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7. Interpreting
the various
behavioural styles
2.
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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.
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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?
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 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
Passive Unrealistic
Long-winded Uninhibited
Pig-headed Egotistical
Despairing Unreliable
Change-averse Garrulous
Stubborn Lacking in judgment
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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
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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
A Puzzle profile in which RED is noticeably planning and reflectively mulling over
higher than YELLOW describes people who problems are not characteristic of this style.
are straight-forward and self-assertive. They RED higher than BLUE
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.
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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
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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-
YELLOW higher than RED sive style in situations in which they feel
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
positive(albeit not always so practical) trait. This combination represents people who
People with this combination in their behav- rarely doubt themselves and who feel at
iour are naturally warm, open and genuinely home in almost all situations. They interact
interested in others. All High YELLOW easily with strangers and are not afraid to
profiles share the trait of liking to be the initiate social contact. They can sometimes
centre of attention. In this particular case, have too much self-confidence,which can then
however, 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’s
the 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 situations
when they feel comfortable and accepted. without fear. While they may prefer to keep
Despite this, they are not particularly self- things on an open and friendly level, they
assertive: their low level of RED makes it can also take a more confrontational stand
difficult 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.
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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
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15. The following are descriptions of different profiles in which Green is noticeably
higher than the other colours.
Only high GREEN GREEN higher than GREEN
A profile with extreme GREEN, without This combination reveals a person who plans
counterbalancing factors, is relatively and considers his or her words and deeds
unfriendly, particularly in the Western work. more than people of most other behavioural
Stability is the factor that stands for patience, styles. Deadlines and time constraints are
calm and a friendly and open attitude. A difficult for this type of personality. To their
behavioural style with a pure, high GREEN credit, however, they bring reliabilityto their
reflects these qualities. People with this style work. People with high GREEN in their
are usually friendly, warm-hearted, and profile often have a considerate trait in their
appreciate other people and their opinions behavioural style.
and value positive interaction with others. Just how the combination is expressed
They are not particularly outgoing and rely often depends on the level of BLUE in the
on more socially active people to take the particular profile. If it is high, the individual
initiative. 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 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.
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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
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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.
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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 Blue
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…?”
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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 Contentment May be under Possible
organisation factors stress or limitations
pressure
Adventurous Focused on results Freedom from Demanding Overusing his or her
Organiser control, supervision position
and details
Competitive Looks ahead Allowed to be Nervous Sets the bar too
Innovative innovative and 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
Focused on results work responsibility and
work, too early and
Persistent
too quickly
Behavioural style – Yellow
Character traits Value to the Contentment May be under Possible
organisation factors stress or limitations
pressure
Charming Optimism and Lots of interaction Self-obsessed Overlooks details
enthusiasm with people
Self-confidant Creative and Freedom from Overly optimistic Praises other people
a problem-solver control, supervision excessively
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
Inspiring ideas are heard
Optimistic
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20. Behavioural style – Green
Character traits Value for the Contentment May be under Possible
organisation factors stress or 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
empathetic with relationships and see assurance
Patient Logical – a Few interpersonal Inflexible Difficulty coping with
Relaxed systematic thinker conflicts opposing circumstances
Honest Service-oriented
Behavioural style – Blue
Character traits Value to the Contentment May be under Possible
organisation factors stress or 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
Diplomatic reality atmosphere opposing circumstances
Seeks facts
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21. Feelings associated with the various
colours
The following are descriptions of feelings associated with the various colours.
RED YELLOW
dominance influence
Patience Rage Pessimism Optimism
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
Shows feelings Does not show feelings Fearlessness Fear
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.
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22. Communication
between the
colours
3.
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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.
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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.
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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”.
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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.
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