Text Analyses

Text analyses are based on thousands of texts that psychologists have assigned to certain forms. With the help of “artificial intelligence”, new texts are compared with this treasure trove of assigned information. From this, classifications with certain probabilities can be derived. For example, a phrase like “I want to have things under control” refers to the expression “power motive”. It is logical that a machine can make such calculations faster and more accurate than a human can do.

Another possibility is to feed the “machine” with two information packets to each test person. These are, on the one hand, texts that someone has written about certain questions or tasks – and, on the other hand, the data of his characteristics that were calculated with a valid personality analysis (if possible from different tests). In both systems, the quantity of texts determines the quality of the text analysis.

For the development of ECL (extended computer learning), the IPM authors use this starting point for a further level of consideration. If it is clear from the results from the M.L. and the text evaluations in comparison to the values of the test persons who prefers which words, a prognosis is possible for each word, which says with which probability it speaks for a series of defined values. For example, the word “we” is found more frequently in contact or integration types – the words “I” or “man”, on the other hand, are found more frequently in the texts of individualists or rational types.

Now and in the coming years, different machine learning systems and algorithms, such as ECL, will support each other in the OPEN IPM system. But even today, remarkably detailed results are being achieved.


The above example “I want to have things under control” shows these detailed results:
Here the IPM scale 0..200 with the mean value 100 over all texts of a certain category is used. A transfer into other scales is possible and also intended for the API.

Normal values

As standardized input, ECL uses the summarizing evaluation of all available texts from different sources, such as image descriptions, textual answers to various questions and an extensive prose collection of modern authors, including press and advertising texts. The results for a newly given text thus indicate the extent to which the words used deviate from these average values.

In the example above, bottom line, comparatively many words are used that are typical for people with a greater focus on “continuity” and very few that are typical for a result focus.

Situational results

During the development, the question was examined to what extent the emotionality of the language and thus the characteristics to be derived vary from context to context. In a test, different scenarios were asked, for example “What do you want to achieve professionally?” versus “What do you like to remember when you think of a nice holiday? As expected, the choice of words was clearly influenced by the context of almost all test persons.

Further scenarios were examined. Consultations on technical issues were recorded in a test environment. In other projects, typical job descriptions and a catalogue of job descriptions were analysed. In each case, deviations from the standard values were more or less pronounced. A statement like “I want to have things under control” is more likely to apply to a professional situation than to an enjoyable holiday.


These experiences led to a context-specific evaluation. The “average values” determined from a series of tests for a given context are checked for their average deviation from the “standard values”. Cumulated average values (CMA) are formed for each characteristic within a pipeline, which are then used for a statistical correction.


The Weightet moving average method can be added to this for specific projects. The amount of information (number of characters) is used as the weighting factor. This example shows the evaluation of the communication with a customer:


Integration into existing software solutions

Text analytics can be used as a web service. A request is sent with a text. Either a determination of the standard values is commissioned or a statistical adjustment to a previously agreed pipeline is requested. Unless otherwise agreed, the response consists of the 24 values. These are either processed further by the existing software solution or serve as parameters for retrieving further evaluations or result presentations.

Profile comparisons

“One thing is not enough for everyone. See everyone how he does it…” (Johann Wolfgang von Goethe)

The request of a software asks: What is the right thing for me? And what’s the best way to do it? Of course, the response from the profile comparisons does not answer prosaically, but with interpretable data.

Let’s start with the technical structure. The prerequisite for a profile comparison is that there are profiles. These are either determined in the “analysis” step or lie, such as “professional profiles” in an IPM library. Then these typical queries can be made:

  • Compare = Compare the profile to ID-x (e.g. superior) with that of ID-y (e.g. employee)
  • Select = Search for profile ID-x (e.g. job profile) the best 10 matching from the series ID-1 to ID-n (e.g. applicant)

The technology doesn’t care about the content. It is only a question of answering the user’s questions (request) with facts (response). For example, the contents can look like this:


The next step is to interpret and present the results, for example:

Interpretation: The offer fits 80% to the customer. Their needs for implementation (e.g. speed), individuality (e.g. exclusivity) and empathy (e.g. environmental friendliness) are greater. The need for integration (e.g. fashion) is lower. It makes sense to adapt the offer.

Relate values to one another

The web service responds to the request with comparative values for the 24 types of potential analysis. The values relate to different emotional or decision-making levels.


This complexity makes it possible to use the comparison functions also for other personality systems or typologies.

The matches or deviations can either be interpreted by the application software itself or, in the next step, control which results IPM should deliver.

The profile comparison focuses on two essential things: the best fit and the efficient complement.

Experience has shown that profile deviations of less than 20% are tolerable in most cases when persons or offers are matched, and that a similarity can be said. Larger deviations lead to a different way of thinking, feeling and acting depending on the depth (see picture above).

This being different has great advantages in working with other people, because different competences complement each other. Also in partnerships the “foreign” brings something fascinating with it – if there are enough similarities as a basis for the relationship.

Good fits

Profile comparisons are used for the fit.

  • We want a professional task that completely fulfills us.
  • We want to offer something the customer likes.
  • We look for the optimal way to learn or teach.
  • We reduce personality-related wastage in marketing.
  • We are looking for the best possible employee.

When our inner values, goals and aspirations deviate from what the situation offers us, stress arises. We want to have a balance in ourselves and to our fellow human beings and strive for balance. If this is not possible, it can endanger our health or reduce the necessary profits in relation to our business environment.

Good supplements

For the inner balance and for the interaction with other people, however, it is also true that potential arises from opposites which, when combined, have a strong synergetic effect. When we talk about personality traits, we mean these different forces that move us in different directions. A part in us wants to go high (red) and its counterpart (green) needs to be firmly anchored in the ground. The red one alone would leave the earth, the green one would sink into the ground.


If we accept both sides, then red supports with assertiveness and green with risk assessment. This principle of mutual support also applies to the other colours. The real and successful life is colorful.

Profile comparisons also serve the purpose of optimisation.

  • We stabilize developments.
  • We combine rationality and emotionality.
  • We want to use diverse competences.
  • We learn in a holistic way.
  • We avoid objections and resistances.

The examination of a profile shows which aspects are on average less pronounced for all comparison profiles, so that additions are useful.

Areas of application

The comparison functions are intended to provide information, answer questions and help to check decisions. Here are a few examples:

Which professions suit me?
How do I learn best?
Which offers offer me which benefits?
How can I integrate into the company?

How does my partner fit in with me?
How can I support my children, friends or partners?
What do I and my loved ones need to be satisfied with themselves and each other?

Which applicant fits the job well emotionally?
Which questions should I ask in the interview?
How can superiors and employees improve their communication?
Which training measures suit which employee?

Which employee fits the team?
What competencies are missing in the team?
How can cooperation be improved?
How do I lead the team as a whole and the employee in particular?

Which customers do we address with this product?
What kind of communication suits the target group?
How do which contents affect which customer types?

How do I have a successful sales conversation with this customer?
Which arguments are positive for this customer?
What objections are to be expected?
Who can best take care of this customer?

Sometimes the answers result from the comparison of two profiles, often it is useful to relate several profiles to each other and sometimes it can be helpful to reduce the number of potential comparison profiles by a selection.

Not every software package will want to cover this itself. Therefore, prepared results can also be “ordered” via interfaces instead of data. The results can then alternatively be displayed in a separate browser window, in a frame or as an Excel table for download. More information can be found in the article “Results”.


Integrate Questionnaire

The task of a questionnaire is to collect information from which certain characteristics can be inferred. The IPM questionnaires use either ranking methods, text analysis or a combination of both.

IPM uses an analysis generator for the texts of the questions and the assignment of items. This makes it quick and easy to adapt to customer requirements. 1 to 30 questions can be defined according to the ranking procedure or as text entries.

Each questionnaire type can be integrated into software environments. The call, for example by an HR or CRM application, is made as a “single sign-on” with the transfer of parameters such as the desired questionnaire version, the ID and optionally name, gender, contact type and language.

In a separate browser window or within a frame defined by the application, each question is displayed after the call. If not set otherwise, the analysis is performed immediately after the last question and the result is displayed.

As an alternative to this procedure, the questions can also be programmed on the application side. In this case, the software sends the user’s input via web service for immediate analysis.

Ranking procedure

On the left side texts or pictures are displayed one below the other. The user has the task to move these items into the right fields, sorted according to his own preferences. For example:


Text questions

The user should answer open questions in writing for the potential analysis, or copy existing texts, such as job descriptions or e-mails, into the text field for external profiles.

For the self-profile, several tasks are set one after the other, such as:

Inside-questionnaire(2)2.pngAt least 50 characters must be entered or copied into the field before the next question or result is called.

Foreign languages

Most questionnaires are available in German, French and English.

All languages that are supported by Google Translate can be used to enter text through text analysis.

Typically, German or English questions and hints are used to control text analysis. If translations are available, a French, Italian, Russian or other language user interface can also be agreed.

Browser window or frame – questionnaire and result display

The questionnaire is processed either in a new browser window or in a frame of the controlling software solution.

If the integration does not provide otherwise, the results are displayed to the user at the end of the questionnaire processing and a PDF document is offered for download.

Various formats are available for the presentation of the results, which can largely be adapted to customer requirements. Here is an example:


White label solutions and integration into other questionnaires

The questionnaires can also be designed and controlled on the pages of the software solution. This is useful, among other things, if different questions are to be combined with each other, as is useful, for example, in market research.

In this case, the parameters of the rankings (e.g. question 2, positions 3,4,5,1,2) are transferred via an API. IPM then answers with a type number and the analyzed values.

Interactive Advice System

In principle, the same procedures also apply to the IAS system. The call is made with the customer ID and the agent ID because various statistical usage reports are generated.

Usually, the IAS is part of a CRM system and is started when the data for a customer is called and closed again when processing is finished. Sometimes an icon in the CRM mask will also be used to start the IAS.

The IAS is almost always designed individually for a customer service project. All input and output elements can be freely defined. Here is an example:
Inside-questionnaire(6)6.pngThe analysis is repeated with every click and a communication type is calculated. The results are immediately displayed in this mask, so that the agents are shown arguments and suggestions for objection handling that match the course of the conversation.

The IAS Editor / Generator is used for the design of these masks, the required analytics and the control of the display (e.g. which button should be displayed or hidden in which situation with which effect?). Thus, adjustments, for example as a reaction to the feedback in the projects, can also be implemented on demand.


The data for all profiles are stored in a database that can be addressed via a project number and a profile ID. Here is an excerpt:


This profile data forms the basis for displaying the results for one or more profiles as tables, graphics or text/images.

The source of this data are personality profiles and text analyses. In principle, a transformation of existing profile data or typifications from other personality tests is possible – if the respective categories have been coordinated and the algorithms for the transfer have been defined beforehand. This then applies in both directions (from a personality test to IPM and vice versa).

Texted: Library

In a library that has grown over the years, thousands of text blocks with many pictorial representations are waiting to be called up by an API.

This library grows as new requirements are added and realized from different projects. Here is a small excerpt:


These blocks are called by “sections” which are addressed in the menus of the software solution or via search commands. For each of the menu items and icons shown in the next picture, the material is available in the library, which is compiled according to the result type and presented on the screen:


TEXTED: Editor

Here you can edit the descriptions or recommendations that are derived on a specific topic from the data of the profile or from the comparison of two profiles.

The profile data determine the contents of the recommendations, which are described in the editor in general as well as in relation to a motivation type or to dominant basic needs. In the example above, the texts “General” were combined with “Green” and “Yellow”. The algorithms for this are also stored in the editor.

Both the general descriptions and the detailed results can be linked with in-depth information, PDF reports for download or images. These links are also defined in the editor for the building blocks. This results in this structure:

Portrait version, e.g. employee
	Recommendation group, e.g. relationship to superior
		Section, e.g. Reporting
			General Text
				Optional Supplements (Links)
					inline image
					Type-related description (for 39 result types)
					Supplementary text(s)
					Supplementary image(s)
					Supplementary PDF document(s)
				Search strings for the recommendation search
			Recommendation modules for the 6 basic needs (optional) each with
			these contents
				Special texts (for enforcement, affiliation, etc.)
					Optional additions (links)
					Supplementary text(s)
					Supplementary image(s)
					Supplementary PDF document(s)

The supplementary information is maintained in a separate area of the library so that a link can be used by different building blocks.

 Additional text, e.g. "Keywords
			Images, e.g. visualization "Collaboration 
			Documents, e.g., "Understanding Buy Signals."
			Contents, e.g. "Tasks" (texts for 39 motivation types)

The API is then used to transfer the relevant content with these additions. On the side of the application, these are usually offered via icons or to the user.

In another section of Texted, the texts resulting from the comparison of two profiles are edited.

Comparison, e.g. applicant
	7 Comparison results:
		Equal/Low (there are no higher basic needs)
		The need for assertiveness is greater
		The need to belong is greater
		The need for security is greater
		The need for individuality is greater
		The need for knowledge is greater
		The need for empathy is greater
			For each of these comparison results:
				Descriptive text
					Supplementary text(s)
					Supplementary image(s)
					Supplementary PDF document(s)

Due to this structure, only supplementary competences resulting from the two comparison profiles are reported. If, for example, the applicant’s need for enforcement is significantly lower than expected in the job profile, the comparison “job profile” reports what results from this, i.e. should be clarified in an interview if necessary.

Customizing the recommendation texts

The modular and freely editable design of the Texted system allows customizing down to the last detail.

Integration of the results

A simple form of integration are links with which IPM functions can be called. This applies to an existing profile or a list of profiles. A separate browser window or a frame defined by the application opens.

The content described in the following, such as text modules or images, can also be retrieved from an interface (API, web service) and then displayed according to the user’s own design specifications.

Menus and recommendation search

In the API Editor the menus are defined, if the result representation is to be taken over by IPM. These can be defined together with the users and changed at any time. Here is an excerpt from the “Learning profile” menu:


The respective menu items therefore refer to the sections in Texted and are loaded via the API:


In addition, the user can search for recommendations in the library. This is controlled by keywords that have been defined for the texted sections. This example looks for recommedations to describe the USPs:


Compare two profiles

The library offers comparison modules for different profile types, for example customers, employees, superiors, jobs, learning, offers, partners. Here is a comparison of employees and supervisors:


The results of a comparison are formulated positively, because the question is how or with what one side can support the other. The links provide the user with in-depth information and visualizations in addition to the short notes.

Comparison of several profiles

The matrix function allows a quick comparison, for example when selecting employees or offers. To determine the positions, the dimensions “enforcement vs. security” (vertical) and “individuality vs. affiliation” (horizontal) are determined as X,Y difference values, which are passed to a series of IDs of the application.

In the following example, a product manager is to be selected for a new product “Security Software”. The “emotional closeness” of the candidate “BVQ” is immediately noticeable:

Inside-results(12)12.png Middle positions (deviation from both 0-points max. 20)
In this area there are profiles where the dynamics between enforcement and security, as well as individuality and integration are weakly pronounced. In the best case everything should always be considered equally.
Motivation (quadrant top right)
>The needs for enforcement and integration have a stronger effect here than the need for security and individuality. This results in an effort to motivate colleagues to participate.
Consultation (quadrant bottom right)
In this area, the focus is on “proper” consultation according to defined criteria. All organisational measures focus on their effect on those involved and affected.
Specialisation (quadrant bottom left)
The interaction of “security” (order, sustainability) and individualisation (special features, quality). Team members in this area are reliable and strive to avoid mistakes.
Development (quadrant top left)
Whoever equally strives for individuality and implementation likes to develop something new and special. These are the typical members of project teams in which they see a chance to realize themselves to a certain extent.

Team profiles

When considering the emotional relationships within teams, the focus is on individual characteristics as well as the resulting dynamics.

A “team personality” is first determined for the candidates from the above matrix (how does the team act as a unit on the members and on external reference persons?):


Further criteria are then examined in a PDF document generated for this purpose, for example on the topic “Search for findings” (research tasks, analytics):


Depending on requirements, both the data for the graphics and the result texts, such as the team description, can be transferred in the integration.


Application-specific IPM databases are usually divided into several project areas, for example departments, sales districts or task areas. The selection functions can be specified accordingly.


Alternatively, a standard profile can be used as a default. In the following example, a “customer consultant” is searched for and the database area “Applicants” is to be selected according to profiles that most closely match this pattern.

A typical use is the definition “Top 10” – in this case the restriction to the 10 most suitable candidates:


This function compares the profile data to the basic needs.

Red = Enforcement
Yellow = Integration
Green = Security
Blue = Individuality
Know. = Knowledge
Emp. = Empathy

and shows the percentage variance between the individual profiles and the target profile. If required, these detailed deviations can be clarified in the assessment. A “recommended value” is calculated from the sum of the individual deviations:


Interactive Advice System

To support telephone conversations with customers or applicants, the existing profile data is used to give situational communication recommendations that can be varied in the course of the conversation.

A complex editor is available for these applications. You can find more information on this topic in the “Sales” section of the “Customer Service Center” article.

Team building

Teambuilding – an example

A team of technically competent employees is to be formed to jointly design and implement a complaint management system.

In practice, the first step is to determine what the team should achieve, which goals should be achieved and which tasks result from this. This can be done as a list of keywords. In the following example, a general definition of complaint management by the IPM text analysis was evaluated as a description of the team.


Profile of the team

The results of the text analysis are stored in the database and are available for the following comparison operations, but also for the derivation of recommendations for team management.


The values are derived from the IPM scale, where 100 is the average of all team descriptions. Values from 90 to 110 are normal values. Smaller values mean that this value is less important. The larger the value, the more important it is to deal with this value more intensively. These are here:

The team personality should prioritize security and cognitive needs.
The orientation should be fact-based and future-oriented.
The “Thinking” orientation is recommended as perception and decision preferences.
The potential of the team should be power-motivated (to have things under control).
Logic (causal relationships) and goals (what is to be achieved for whom.

These characteristics can be compared in detail with the potential team members. A better two team members should be involved in the important topics.

Profile of the team members

In companies that use IPM, the motivation profiles of the employees are usually available. Alternatively, the text analysis can also be used, for example for CVs, letters of application or other texts of potential participants.

The comparison values are then available in the database. In our example, a core team of 4 employees was initially considered, which is now to be expanded by 2 persons. The first comparison shows which of the mentioned important characteristics are already given. Here is an excerpt from the database:


Green indicates good matches, yellow indicates those that tend in the desired direction.

We are looking for complementary employees with a high future orientation, power potential (in the sense of of control ) and a focus on goals and logic.

If these are not found, it is the task of the team leadership to address these aspects separately and, for example, to have the results actively reported by the colleagues marked yellow. Depending on operational possibilities, it may be useful to supplement the team with external competencies, e.g. temporary team members.

Collaboration in a team

This matrix can be used for the perception of the emotional orientation and the team-internal communication:


Middle positions (deviation from both 0-points max. 20)
This section contains profiles in which the dynamics between enforcement and security, individuality and integration are weak. In the best case everything should always be considered equally.
People with this profile usually communicate harmoniously moderating, they try to include all aspects in a calm way.

It turns out that “BK” is close to the profile of the planned complaint management team and can be active in a balancing, coordinating way (middle position).

Motivation (quadrant top right)
Here the needs for implementation and integration have a stronger effect than the need for security and individuality. This leads to a desire to motivate colleagues to participate.

Motivators communicate vividly and powerfully. They want to advance something and inspire others.

This is not to be expected from the team itself. If necessary, the management should “sell” the sense and performance of the team.

Consulting (quadrant bottom right)
In this area the focus is on “proper” advice according to defined criteria. All organisational measures focus on their effect on those involved and affected.

Consultants understand the art of active listening. They seek closeness and want to support.

The team as a whole should tend in that direction. Since this is about creating and implementing the system, it seems to have a lower priority. Here, too, management must check, for example by means of audits, whether the team’s recommendations have the necessary degree of customer friendliness.

Specialization (quadrant bottom left)
The interaction of “security” (order, sustainability) and individualization (characteristics, quality). Team members in this area are reliable and strive to avoid mistakes.

Specialists communicate cautiously. However, they observe attentively and listen critically.

This position is occupied by “MK”. Because of the calm and critical nature of the position, it makes sense for the team leader to accompany the interactions attentively, otherwise there is a danger that team members in this area will be lost in lively discussions.

Development (Quadrant top left)
Whoever equally strives for individuality and implementation likes to develop something new and special. These are the typical members of project teams in which they see a chance to realize themselves to a certain extent.

Developers communicate in an alternation of critical listening and powerful to pushy interventions.

With “MM” and “JH” two team members are quite close here. If they are allowed, they will determine the dynamics of the team. It is therefore important for the team moderation to give the other team space to formulate their own contributions.

Recommendation for the integration of additional team members

We have determined the profiles of the current candidates: We are looking for additional employees with a high future orientation, power potential and a focus on goals and logic.

From the point of view of emotional team dynamics and also for the topic “complaint management”, one or two team members with typical consultant qualities would be desirable. On the one hand, they would be a balance to the two developers and, on the other hand, they could emotionally empathize more easily with the effect of complaint management on customers and employees.

Staff development

A company’s greatest treasure is its employees. A lot of general and important things have already been written about these “Human Resources”. As soon as we deal with a single person on a personal level, we discover that there are hidden powers and abilities that are of great value to this employee and to the company.

What needs to be done to integrate the hidden energies and competencies of each of these personalities into the company’s everyday life? In short, we must a) discover these resources and b) allow them to be used by the employee and the company.

It is often rather unconscious assumptions about how to “be” in the company and in the team that lead us to reduce our behaviour to what is supposedly desired. As a result, we become dissatisfied because we do not unfold our possibilities and hide important competencies. We develop a professional personality. As coaches we listen: At home I am different. I’m looking forward to my vacation because I’m finally there… You have to work, but I’d rather… I want to make a career, so I’ll do without…

The motivation profiles of individual employees often show striking differences between how one actually is (left, full-surface pillars) and professional role behaviour (right pillars) in relation to the six most important basic needs:


This personality striving for individuality and knowledge (type: researcher) behaves like a conductor in his profession (assertiveness and security). This costs a lot of strength on the enforcement side, because fighting does not suit you at all, and makes you very dissatisfied on the knowledge side, because obviously there is no room for research and intellectual debate.

A conversation with this employee shows that he is firmly convinced that he has to “bend” himself professionally.

In terms of individual personalities, employee development means allowing each individual to be himself or herself. What emotional chains prevent us from doing this, and how can we break these chains?

We Identity

The We identity provides the framework: What “belongs” to this group, and what does “one” not do? What can be communicated and what is not talked about? Such and similar questions are usually not discussed, and a setting of tacitly agreed rules emerges. As long as I am part of this “we”, I experience limits. If I want to stay with it, I have to reduce myself or even pretend. I am not myself, but function apparently in the sense of the whole. In such a situation, “inner resignations” are inevitable.

As soon as the questions about our identity are asked offensively in the team, it becomes clear how many unspoken and mostly inaccurate assumptions prevent the individual from bringing in all his strengths and ideas. In practice, there is sometimes a temporary relief, but it is soon replaced by the old system. A viable “we” identity needs continuity and rules. We cannot simply delete something that has been buried in our emotional world for a long time with experiences and thoughts.

So the task is to create new rules for a continuously changing sense of togetherness. There are well-known and proven strategies for this, such as the creation of a shared vision, the agreement of a corporate philosophy accepted by all, the establishment of a corporate ethic and culture. Corporate development project teams, discussion groups and external mentors can help to drive this process of change forward.

Company Profile

Mostly unintentionally, the self-portrayals of companies on their Internet pages give information about the personality of the company. This can be easily evaluated, for example, with a text analysis. The question “Who are we?” can be answered at least roughly. Here is an excerpt from the evaluation on the subject of “values” for a major bank:


This bank wants to be something special and will try to distinguish itself clearly from the competition. Enforcement and integration are average. But obviously the issue of “security” does not play an important role. It can be assumed that the emotional distance between top management and typical bank employees is large.

This individuality-heavy value system is not a problem if a climate of comprehensive integration is cultivated internally. It is desirable when it is clear to all concerned that the bank’s “we” identity is large enough to welcome people with a high level of security interest on board.

The principle of diversity teaches us: we need all forms! As an “emotionally multi-cultural” company, we have a common future if we learn to appreciate the otherness of all our colleagues and use their individual resources in our mutual interest.

Resource Database

The structural organisation is an increasingly flexible building in which fixed “walls” are largely dispensed with. Many compulsory tasks and routine functions have now been taken over by the IT systems. Rapidly changing markets offer special opportunities to those companies that are flexible enough to recognize trends at an early stage and to act powerfully with existing resources. Rigid structures with several hierarchical levels and high internal controlling costs are unlikely to be able to do this. Those who want to achieve something derive ways and tasks from the situation and the goal that are to be distributed among the existing employees in the best possible way. In addition one should know whose personal characteristics fit best to the task at hand.

IPM derives different characteristics from the motivation profiles, but also from the analysis of texts, which are available in a database for later preselections. In addition to professional skills and experience, a high degree of efficiency can be expected if, in comparison to the task of an employee, the fit in these 24 categories is as large as possible.

Implicit Motifs
Performance – wanting to create something special
Power – control things
Contact – Creating sustainable relationships

Basic Needs
enforcement – a bit fast
Integration – Involving stakeholders
Safety – Ensure Sustainability
Individuality – Special features and quality allow

Knowledge – research and analyze
Empathy – to empathize with scenarios and consequences
Past – learn from experience
Present-attentive – attentively notice changes
Future – anticipate (anticipate) what will happen

Facts – Concentration on “things” (body, fashions, etc.)
Emotions – Focus on “feelings” (soul, relationships, etc.)
Sense – Concentration on “ideas” (mind, culture, superordinate relationships)

Sensing – perceiving reality with the senses
Intuition – having an idea of complex relationships
Thinking – thinking through reality rationally
Feeling – pay attention to mostly unconscious sources of experience

continuity – make sure that important things remain
Logic – check whether decisions comply with the cause-effect principle
feeling – use the “gut feeling” as a guide
Process – to observe the development critically
Result – being focused on the target

For the task/employee comparison, the task descriptions can be evaluated with the text analysis. All data can then be used for the target/actual comparison.

The Learning Employees

Everyone learns from birth, and that usually never ends. But the willingness to learn drops towards zero if the material that is offered to us or the way it is to be conveyed does not concern us emotionally.

Every person has his own way of motivating himself for new knowledge and skills and of appropriating them.


The database of resources therefore also has a lot to offer the personnel development department.

Team skills

The competencies of a team are more than the sum of their individual strengths. Let’s take Amanda, who can communicate super well, and Andreas, who knows how to assert himself powerfully.

Affiliation: Amanda is friendly. She likes to talk and does a lot of talking. She creates an atmosphere of togetherness. She is not interested in the question of whether this will achieve anything. She is interested in community.

Enforcement: Andreas says where things are going and calls on colleagues to subordinate themselves to him or to avoid him. He is not interested in the question of whether the others will join in. He is interested in getting things moving.

If the two succeed in attuning to each other so that they influence each other, new competencies will result.

Enthusiasm: Andreas shows Amanda what visions she can convey to her colleagues, so that their common ground is focused on something great.

Motivation: Amanda shows Andreas how he can address his colleagues in such a way that they understand him and are willing to follow him.


Usually a group is much more colorful than in this example. Because there are more than these two basic competencies anchored in ourselves and in the team. This “automatically” leads to a multiplication of strengths. The task is to open up these automatisms, because we tend to leave out people who are different from us as strangers.

Accepting being different and using it together

Teambuilding measures are offered because they work and have positive effects. This does not necessarily have to be a trip to the mountains or a survival camp.

Even a workshop in which the different profiles are discussed can release enormous forces, because the often conflicting motivations of the team members have a positive effect when everyone has learned that everyone can support the others with his or her own individual character.

Once they have experienced the good sides of diversity, the team members learn in their daily work what skills their colleagues bring with them, precisely because they have a different, natural repertoire.

Otherness is also expressed in the way we communicate. Amanda is far too funky for Andreas. Andreas is much too loud for Amanda. This “much too” is put into perspective when both recognize why or why one is loud and the other is funky.


With a little experience, we can see from the language of our partners which needs move them.

A Good Deal: Give and Take

The basis for good solutions is known from conflict management: a balanced give and take should lead to all participants winning.

All basic needs want something and offer something and like to take:

Red: wants to make progress and offers assertiveness and takes assistance
Schwarz: wants to recognize and offers rational competence and takes information
Yellow: wants to belong and offers integration competence and takes talks
Green: wants to protect something and offers security competence and takes support
White: wants to empathize and offers emotional competence and takes openness
Blue: wants to be in demand and offers quality competence and attracts attention

Recognizing, accepting, giving and taking each other happens in good teams and families unasked and in a naturally flowing way, because everyone feels and knows and has experienced that everyone wins with it.

Common goals and distribution of tasks

Competences serve to accomplish tasks that serve a common goal. With quite different characters, it is important to describe clearly what is to be achieved together. In the sense of motivation diversity, it is about integrating these basic needs, i.e. describing something colourful .

We want to achieve our goal, because it…

Red: fits our visions and brings us forward
Black: logical and useful
Yellow: brings us closer together
Green: our future secures
White: is also emotionally responsible
Blue: to create something special that we can be proud of

We thus define comprehensively what it is good for all those involved and thus also for all our personality traits to bring our competences and efforts into the joint action. The expected effect is that each team member will also positively serve unconscious resistance, precisely because all sides have been taken into account.

In the next step, the tasks can be distributed in such a way that the competencies of two or three team members complement each other.



Only rarely is a team so balanced that all these competencies come together. This is not always necessary, because in practice teams are often used for specific tasks and team members are selected according to their professional knowledge. A team that takes care of complaint management typically has other members than one that is supposed to take care of the reorganisation of data storage.

But even in teams with a clear focus on purpose, it makes sense to have as broad a range of competencies as possible. Only the “dosage” changes. The IPM team profiles calculate in which direction the team tends as a community.

This tendency can be calculated from existing motivation profiles of the members of a team and described in the team profile, for example:


To this team personality the team members can be represented in the matrix in the relations to each other. For the first orientation, the individual quadrants describe the basic competencies of development (innovation, performance), motivation (realization, communication), consulting (service, support) and specialization (order, controlling). In the middle, near the zero points, the competences planning and coordination are shown.


At first glance, it becomes clear that Jerim Uffer and Wübkedine Bünting complement the team personality with special skills. When it comes to questions of quality (Uffer) or communication (Bünting), these two are particularly suitable.

A good team dynamic uses the common will (to be active in planning) and combines this with the special competences of individual team members. The purpose of such team representations is to make people aware of this.