50 pages • 1 hour read
Surrounded By Idiots
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Chapters 13-15Chapter Summaries & Analyses
Chapter 13 Summary
Erikson considers the best way to provide criticism and feedback to each personality type. He claims that some people are “immune” to either positive or negative feedback, choosing not to believe it (Location 2563). Erikson advises the reader to give Red types clear and plain feedback, and to prepare themselves for a negative reaction from their Red listener. Reds will often try to blame others for their own shortcomings; Erikson suggests offering them concrete examples to help them understand their role in a situation. If a Red has a tantrum in response to criticism, Erikson says to calmly wait it out and continue on to the next point. Another useful tool is to ask a Red to repeat back what he or she has learned about themselves and how they will change in the future. This should help bring clarity and closure to the exchange.
Meanwhile, critiquing a Yellow’s behavior is challenging because this type often takes such criticism personally. These hurt feelings often translate into defensiveness. According to Erikson, Yellows exemplify a strange paradox: They are the most comfortable with life changes, but are the most resistant to enacting personal changes. Since this type tends to be a poor listener, they may need a lot of consistent repetition and examples to understand the message.
Erikson admits that he is always very hesitant to correct a Green type, since this personality is naturally critical of themselves. Fortunately, Greens tend to be strong listeners and will therefore carefully consider the criticism they receive. The challenge with this type is to motivate them to transform their knowledge into concrete actions. Showing some affection, when appropriate, and using gentle words and tone of voice will help to soften the message for a Green. It is essential to be specific about the problem, as Greens may generalize and worry that they are doing everything incorrectly.
Lastly, the author examines the best way to deliver feedback to a Blue type. Due to this type’s excellent analysis and memory, it is essential to have a thorough grasp on anything that is up for discussion, since Blues do not respect incompetence. Erikson encourages the reader to “point to specific, accurate, and detailed examples” in order to get through to a Blue listener (Location 2784). It is also helpful to provide the Blue with written points, which they will better reflect on than verbal notes. Erikson advises the reader to not imbue their message with emotional content or make it more personal or relational than needed. Maintaining a purely pragmatic and professional approach will be more understandable and actionable for the Blue listener.
Chapter 14 Summary
Erikson examines how personality types inform group dynamics, noting that pairings of opposites, such as Green and Red or Yellow and Blue, are particularly “challenging combinations” (Location 2862). Indeed, Erikson claims that Yellow and Blue is the worst possible combination, as they are highly likely to miscommunicate.
Greens and Blues tend to work well together, since they understand each other’s introversion and tend to be grounded and productive workers. Meanwhile, Red and Yellow also tend to get along, as they are more outgoing and spontaneous. Meanwhile, Blues and Reds, and Greens and Yellows, tend to be complementary combinations, each balancing out the weaknesses of the other. Erikson suggests that people consider their colleagues’ personalities before trying to create a team to tackle a project.
Chapter 15 Summary
Erikson claims that the four personality types often have distinct written communication styles, making it possible to identify personalities through letters and emails. As the recipient, Erikson recommends mimicking the other person’s style and tone in order to get off on the right foot with them. For instance, if a Red emails an assertive and brief note ahead of a meeting, their colleague might simply respond “okay.” Meanwhile, a Yellow will appreciate knowing that their colleague received their message and enjoyed their funny story. Meanwhile, Greens like when others are also “personal and benign,” as they are usually (Location 2985). Finally, Blues tend to skip the small talk and focus on the point of the meeting, so written communication to a Blue should involve discussion about the factual details of the project.
Chapters 13-15 Analysis
Erikson continues to make use of personal memories and anecdotes to illustrate his ideas and to further demonstrate the main traits of each personality type, speaking to both The Importance of Adaptability and Personality and Compatibility. For example, he recalls rewarding a productive employee by thanking him publicly and awarding him time off. Unfortunately, this plan backfired when the employee, a Green, was embarrassed by the attention and did not enjoy the experience. Erikson reveals that the unhappy employee “took me aside and gave me one of the worst tellings-off I had ever received [...] He made me promise never to do anything like that again” (Location 2554). This story shows that people respond to different incentives and that a one-size-fits all approach may not work in an office with a range of personalities. While a different type may have enjoyed such a reward, the Green's reserved nature and preference for avoiding the spotlight caused him to feel offended and embarrassed.
Erikson’s anecdotes also help him demonstrate his approach to resolving problems with each type, putting The Importance of Adaptability into action. He recalls how his close friend Janne, whom he calls a Yellow type, often dominates the conversation and stretches the truth in his stories. He shares, “No one gets a word in edgewise. If you try, he stops and drowns you out, because he doesn’t see you as a partner in conversation but rather as his audience” (Locations 2635-2642). Mindful of his friend’s sensitivity to criticism, Erikson tried to gently reprimand him by pointing to different examples of poor behavior to help Janne understand his concerns. Erikson explains in detail how he cushioned this criticism with flattering compliments and reassurance. He remembers, “Criticizing a Yellow is difficult because they take things personally [...] so I had to remind him of all the fun things we had done together and that I cared tremendously about him” (Location 2677). This detailed story paints a picture for the reader of how they might use an understanding of personality to resolve problems in their personal lives.
In these chapters Erikson also addresses Personality and Compatibility. This theme seeks to explain why some professionals find it so difficult to collaborate together, and again attributes a lot of workplace conflict to differences in personality traits. By developing his theme of compatibility, Erikson presents his work as a practical guide to workplace dynamics, since he gives detailed advice about the best and worst personality combinations. In his analysis, Erikson emphasizes the difference between introversion and extroversion, claiming that Green and Blue types are a “suitable combination” since “both are introverts” (Locations 2862-2867). Meanwhile he claims that, as extroverts, the Yellow and Red types will understand each other, since both are “powerful and outgoing” (Location 2867). Beyond these natural pairings, Erikson claims that compatibility does not always depend on having many similarities: He contends that Blues and Reds can complement each other, while Greens and Yellows can do the same.
In discussing the types’ compatibility, or lack thereof, the author also advances his theme about The Role of Self-Awareness in Communication. For example, Erikson emphasizes the profound friction that he believes can occur between a Blue type and a Yellow type when both individuals are lacking in self-awareness. Without understanding one’s own traits and preferences, these professionals will find it difficult to communicate their needs, making it a challenge to work productively with someone of an opposite personality. Erikson claims, “If neither of them is aware of how their personalities work, there will be friction from the outset [...] Self-awareness, my friend, is the solution” (Locations 2904-2912).
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