The Four Colors Model of Behavior Patterns
Erikson’s four-color typology groups behavior by task or relationship focus and by quick action or reflection. He uses it to discuss how people can misread preferences that differ from their own.
THE IDEA
The Differences Begin to Become Clear
You can see the general differences among the different colors. The illustration on page 63 shows an example of how they differ. Some people are issue oriented, and others are relation oriented. While two of them (Red and Yellow) are quick to act, the Greens and Blues are reflective. This is often the source of everyday misunderstandings, both large and small. I will come back to this on page 193, but I would like to take this opportunity to provide some nuances to the illustration of the different core behavior patterns that each color represents.
I’m not saying that you would call people idiots, like Sture, who opened my eyes at the beginning of this book. However, in all honesty, all of us, on occasion, have just stood there, unable to comprehend a comment we’ve heard or watched someone behave in a way that is diametrically opposed to how we would have behaved. And so we believe that they’re idiots.
This reasoning assumes that “I am always right,” which of course means that the other person, and their form of behavior, is automatically wrong. It’s a tricky question. A wise person once said that “just because you’re right, I don’t have to be wrong.” We also tend to pay special attention to the faults and shortcomings of others. Child psychologists have argued that the things we find most shocking in the behavior of our children are the things we recognize in ourselves—but wish we didn’t do. So who decides what kind of behavior is right and wrong?
When to use it
Resolving interpersonal conflicts in a workplace by recognizing that different behavioral styles (quick action vs. reflection, issue vs. relationship focus) are not inherently wrong.
Improving team discussions by asking about working preferences and assigning roles according to demonstrated skills and agreed responsibilities.
Enhancing personal self-awareness to reduce reflexive judgments of others who behave differently.
FROM THEORY TO EVERYDAY LIFE
In practice
Conflict Between a Quick-Actor (Red) and a Reflective (Green)
A Red-oriented manager sees a problem and immediately wants to act, calling a team meeting to brainstorm solutions. A Green-oriented team member prefers to analyze data quietly first before discussion. The manager perceives the team member as unresponsive, while the team member feels pressured and undervalued.
Project Team Misunderstanding Over Priorities
A Yellow team member focuses on building relationships and team morale, while a Blue team member prioritizes task completion and logical structure. When plans change, the Yellow person wants to check in on everyone's feelings, but the Blue person pushes to stay on schedule—leading to frustration on both sides.
A MOMENT TO REFLECT
Put it to work.
Think of a recent misunderstanding with a colleague or family member. Which color tendencies might have been at play, and how could acknowledging the difference have changed the outcome?
When you feel someone else’s behavior is 'wrong,' can you identify whether you are assuming your way is the only right way?
How might your own color preference influence how you interpret events in a team setting?
CONTINUE THE CONVERSATION
Source texts
- Surrounded By Idiots (Thomas Erikson)