Surrounded By Idiots

Erikson argues that people tend to think of others as “idiots” when they have major personality differences (Location 952). He claims that with some understanding, conflict and miscommunication can be better managed. While all personalities have their strengths, these qualities could become weaknesses depending on the situation.

Erikson examines the strengths and weaknesses of each personality type. He claims that Reds excel at taking initiative but can become too controlling, while Yellows are entertaining and positive, but can become overly self-centered. The author laments that Reds and Yellows are more likely to become over- confident and egotistical. Meanwhile, Greens are friendly and easy-going, but may struggle to make clear choices, and Blues are calm and analytical but may become overly critical of others. Both of these personalities may underestimate their strengths and emphasize their weaknesses.

Erikson explains that Reds, being impatient and critical, are the most likely to judge others negatively for their behavior. He labels them “notorious rule breakers” who are interested in efficiency and results, struggling to follow rules that slow them down (Location 1091). As confident communicators, Reds enjoy debate and express themselves with “brutal candor,” a trait which others can find intimidating and aggressive (Location 1060). This personality is naturally controlling, and uses their talkative nature to control conversations and influence others. The author frames Reds as egotistical, pointing out that while they do not mean to hurt others, their good intentions do not excuse their behavior. Erikson advises Reds to become more cooperative and conscious of others’ feelings.

Erikson claims that Yellows’ strengths include their natural optimism, entertaining sociability and enthusiastic nature, but warns that these traits can veer into self-centeredness and superficiality. Yellows are excellent communicators and love to talk; however, Yellows with no self-awareness may not know when to stop talking and show an interest in others. Erikson warns Yellows against hogging attention and conversation. He advises them to learn to reflect on what they want to say rather than processing everything verbally.

The author recalls working with a group in which one man frequently dominated the conversation, even answering questions specifically directed to others. Erikson recalls how unpopular this man was with his colleagues, none of whom wanted to stand up to his behavior. As natural talkers, Yellows tend to be poor listeners and often do not remember what other people have told them. While Yellows are energetic and forward-looking, this sometimes leads to careless or disorganized work, as Yellows find systems and structure less interesting than accomplishing new tasks. Erikson feels that Yellows should learn how to manage their time, stay focused, and build their capacity for reflection and listening.

Erikson turns his attention to Greens, who may frustrate others with their attempts to avoid conflict. Rather than frankly disagreeing, Greens may quietly resist a plan or share their real opinion with someone else by venting their frustrations with others. It may be especially hard for them to express an opinion on a delicate issue. The author laments that by trying to avoid conflict, Greens often end up resentful of others, causing disagreements to fester over long periods. Greens can stubbornly hold onto their opinions and fear what change might bring; this can make it very difficult to enact necessary changes in a workplace. Another of Greens’ weaknesses is their avoidance of discomfort and hard work: Their easy-going nature can seem noncommittal or lazy to other more intense personalities. Greens may also be gullible and overly trusting of certain people.

Finally, Erikson analyzes the Blue personality. He praises their excellent planning, organization, and eye for detail, but acknowledges that these same traits can make them prone to over-planning and perfectionism. While Blues’ critical mindset helps them identify problems and solutions, they can come across as overly critical or even pessimistic to others. Erikson claims that Blues’ obsession with research and details can delay them from taking decisive action when necessary. Moreover, Blues’ introversion can make them seem uncaring or distant to others. While Blues’ penchant for fact-checking has its place, it can become a time-consuming distraction for them professionally. Erikson advises the reader to expect to prove themselves to Blue personalities, who will always have high standards.

Erikson argues that this method of understanding personalities can be applied at work, with family and friends, and other pursuits. He encourages the reader to recognize that reading about this method is only the beginning of their journey, and that they should take more steps to apply their knowledge as actively as possible. The author hopes that by incorporating this knowledge into their lives, the reader can not only navigate conflict but avoid it altogether.