> Almost every high level executive I met that's actually genuinely good with people, subscribes strongly and uses a personality model - whether it's the Disc m

> Almost every high level executive I met that's actually genuinely good with people, subscribes strongly and uses a personality model - whether it's the Disc model or four quadrants or whatever. I would say my anectdata is completely opposite after working in an organization that based its management almost exclusively on disc. The model allowed managers to completely ignore the vast majority of people issues ("ah, those two have a D in their profile, of course they're gonna butt heads"). The managers who were actually good with people never relied on any pseudoscientific crutch to analyse, communicate or mediate conflict, and imo that's what made them _good with people_. This part of the article resonated strongly with the issues I saw and how over reliance on personality models sabotaged the organization: > A common mistake when problems occur within an organisation is to focus on the individuals that are involved in conflicts. In fact, since it is the context of a situation which decides how people act, the primary concern in addressing any conflict should lie in how the organisation works. Before an organisation consultant, brought in to resolve conflicts, looks at individuals she should look at the structure (Olofsson & Nilsson, 2015).