Genuine Problems
In Erikson’s color-based personality model, Reds and Greens may clash over pace and authority, while Yellows and Blues may clash over talking and preparation. He argues that noticing and adapting to these differences can help people cooperate.
THE IDEA
Genuine Problems
In Erikson’s model, it would be quite a challenge to put a Red and a Green together to solve a problem. If the task depends on effective cooperation, then issues will quickly arise. In the beginning, the Green is very passive, especially when compared to the Red, who gets going even before he’s heard the instructions. While the Greens think it’s burdensome to have to do their part, the Reds have already started in a hurry.
The Red will be very critical of the Green’s constant moaning about the amount of work. At the same time, the Green will think that the Red is an aggressive son of a bitch who never listens. Nevertheless, under favorable circumstances it may work out. In general, a Green is prepared to cooperate; that’s their strength. They function well with many other people because they’re more accommodating than demanding. So there can be a certain logic in setting a Red with a Green. A Red likes giving orders, and a Green is usually okay with receiving orders.
Based on Marston’s theories (see page 227), the greatest challenge of all is to ask a Yellow and a Blue to work together. If neither of them is aware of how their personalities work, there will be friction from the outset. The Yellow dives into the task without the slightest idea what to do or how to do it. He doesn’t read any instructions, and he doesn’t listen long enough to find out what the task is actually about. He’ll speak at great length about what an exciting project they’ve been given. In the meantime, the Blue starts reading and researching all the material available. He doesn’t say a word but just sits there. More or less motionless—he thinks.
The Yellow, on the one hand, will consider him to be the most uninspiring bore he has ever met. The Blue, on the other hand, will only be disturbed by the Yellow’s perpetual verbal barrage. He’ll slowly begin to boil beneath the surface because of the incessant buzzing around him. He believes that the Yellow is a frivolous windbag, not deserving any attention whatsoever. And when the Yellow finally realizes that he hasn’t won the Blue over to his side, he’ll pull out all the stops and talk even more. In the worst case, he’ll try to charm the Blue, which will end up driving them to disaster. They’ll sit in their own corners, with faces like they’ve tasted sour milk, both mad for completely different reasons.
Self-awareness, my friend, is the solution.
When to use it
Forming project teams by deliberately pairing complementary personalities to balance active and reflective work styles.
Training team members in personality awareness to reduce conflicts and improve collaboration in diverse groups.
Coaching individuals to adapt their approach when working with someone who has a markedly different personality, such as a Red with a Green or a Yellow with a Blue.
Using the color descriptions as prompts to discuss observed team behavior, expectations and communication habits.
FROM THEORY TO EVERYDAY LIFE
In practice
Red and Green Collaboration
A Red and a Green are paired for a task. The Red starts immediately, giving orders and working intensely, while the Green is passive, complains about the workload, and is slow to act. The Red finds the Green annoying, and the Green sees the Red as aggressive. However, with accommodation, the partnership can work because the Green is cooperative and the Red likes to lead.
Yellow and Blue Collaboration
A Yellow and a Blue are assigned a joint project. The Yellow talks excitedly and dives in without preparation, while the Blue silently reads all available materials. The Yellow finds the Blue boring; the Blue is irritated by the Yellow's constant chatter. Neither adjusts, leading to frustration and deadlock. Self-awareness could prevent this.
A MOMENT TO REFLECT
Put it to work.
When working with a colleague of a different personality type, what steps can you take to improve understanding and reduce friction?
How can self-awareness help you recognize and adapt to the communication style of a team member who is very different from you?
Think of a past team project where personality clashes occurred. What could have been done differently using the insights from this model?
References
- Emotions of Normal People — William Moulton Marston (1928)
CONTINUE THE CONVERSATION
Source texts
- Surrounded By Idiots (Thomas Erikson)