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Vogelhuber, Scheelen - What people really want

motivate them to actively participate in the conflict
resolution. The best way to do this is to give him all the
important background information about the conflict.
• The ice-blue type tends to subject criticism to an overly
precise ana- lysis. The manager's task is to guide him from
conflict analysis to conflict resolution. Since this cautious
employee often shies away from taking responsibility, the
boss supports him in conflict resolution.

Let's take another look at teamwork: If a task is to be
completed in a team, you can use the IN-SIGHTS MDI®
analysis results to classify and coordinate the special skills of
the team members. Thus, it can be in the interest of an
optimal task fulfillment to form a team in which as different
personality types as possible sit and each team member can
contribute his or her individual strengths, which then
complement each other. On the other hand, if the extraverted
and dominant fiery-red salesperson and the analytically
inclined, cautious ice-blue colleague are to work on a task
together, there is a danger that the strong-willed employee will
suppress the reserved salesperson.

The extension of the typology to eight
types

You already know it: There are overlaps between the four basic
types. For example, a person can have strong red components,
but at the same time also clearly yellow components. In order to
do justice to these mixed forms, INSIGHTS MDI® makes a further
subdivision, namely into eight types, which are

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