The Ancient People with an Eye for Color: The Aztecs
The Aztecs were a powerful people who lived in Central Mexico from the fourteenth century to the sixteenth century. They are known for their incredibly advanced civilization and impressive temples.
When they tried to divide people into different categories, they used something they knew well—the four elements: fire, air, earth, and water. To this day, the four elements are used to describe different frames of mind, but nobody really knows if the Aztecs were the first to actually come up with this idea. But we do know for a fact that they used this idea, because they left carvings illustrating this approach.
Fire people were exactly as it sounds: fiery, explosive, a bit hotheaded. They were warrior types who took to the sword to get their own way. Leaders.
Air people were different. They were also determined but considerably more easygoing. They swept in like a captivating wind, kicking up a little dust in the process.
Earth people worked for the village, for the collective. They had to exemplify stability and security. They were there to create long-lasting things, to build for the future.
What about water people? Water was an element the Aztecs had respect for. Water can crush everything in its path, but you can also bottle it—if you know how to do it. Quiet and secure, water people observed everything that was happening.
As you can see, these divisions bear quite a resemblance to the theories propounded by Hippocrates—they’re only different names for the same thing.
William Moulton Marston
William Moulton Marston created a systolic blood pressure test that was used in an attempt to detect fraud. The discovery resulted in the modern lie detector. But Marston was also the author of essays in popular psychology. In 1928 he published his work Emotions of Normal People, in which he investigated the differences in the behavior patterns of healthy people. Earlier, both Jung and Freud had published studies involving mentally unstable people, but Marston was a kind of pioneer who provided the foundations for what became known as the DISA model, the model that is the basis for this book. A few years after discovering Marston’s work (in the 1950s), Walter Clarke developed the DISA concept based on Marston’s observations. As you’ve seen, this is a model used to categorize the different types of human behavior. His work has been an endless source of valuable insights about behavior and human interactions, but it has not been without its critics. However, a great deal of work has been done since Marston’s days, and over the years many other people have been involved in fine-tuning the DISA tool.
Marston found a way to demonstrate how people were different. He noted distinct differences between personalities, which formed the basis for the model used in this book. Nowadays we use the following divisions:
• Dominance produces activity in an antagonistic environment.
• Inspiration produces activity in a favorable environment.
• Submission produces passivity in a favorable environment.
• Compliance produces passivity in an antagonistic environment.
The four letters D, I, S, and C (Dominance, Inspiration, Submission, and Compliance) form the acronym of the DISC profile that is used throughout the world. Marston used the word “compliance”; however, in this book I render this as “analytic ability,” as that better describes the type of individuals.
The dominance trait in any given individual relates to how he approaches problems and deals with challenges.
Inspiration refers to a person who likes to influence others. A person with this trait will always be able to convince others. In simple terms, you could say that dominance is about acting, and inspiration is about interacting.
The degree of stability is measured primarily by how receptive an individual is to change. A strong need for stability means a person is resistant to change, while someone who enjoys change will have a lower need for stability. This leads, of course, to a number of specific behavior patterns—like a nostalgic belief in the long-lost “good old days” for instance.
Finally, analytic ability shows how willing someone is to follow rules and regulations. Of course, this also produces certain characteristics that are interrelated. Here we find those who can’t accept that things go wrong. Quality is important.
You’ve probably noticed that, regardless of whether it’s a product of modern psychology or the ancient Aztecs in Latin America, these behavoral traits are all associated with the same color. The colors aren’t critical; it’s only a way to make it easier for those who aren’t familiar with the system to make sense of the profiles. As a consultant, I’ve trained people in this topic for twenty years, and I’ve found that the colors facilitate learning.
Marston finished researching this topic sometime in the 1930s. Many others have used his research and developed a tool that, according to the most recent data, has been used by nearly 50 million people for the past thirty-five years. For example, the American Bill Bonnstetter made invaluable achievements in creating definitive tools that help analyze the whole individual. In the United States, a company TTI Success Insights (ttisuccessinsights.com) offers a comprehensive analysis tool.
But it’s always helpful to remember that though in theory there’s no difference between the concept on the page and the practice, in the real world there’s a big difference indeed.
I’ve described the four main traits that Marston pointed out, but remember that most of us are a combination of two colors.
19
Voices from Real Life
The book you are holding in your hands is a translation from Swedish of the fourth edition of Surrounded by Idiots: How to Understand Those Who Cannot Be Understood. When the Swedish edition was published, about fifteen thousand people in Sweden read it. I wrote this book because for many years in various context at training courses, lectures, et cetera, people always asked me, “Where can we read more about this system?” Up until now, the answer has always been nowhere. Then I wrote this book, and now you’ve read it.
As a writer, I always want to know what people think about what I have written. Because I also write fiction, I know how hearing the truth can be like an electric shock, but at the same time, I like to challenge myself. So, I interviewed four people with entirely different profiles, asking their views about the system itself but also about how they see their everyday lives—based on the color they have. As you read, pay attention to how they answer the questions (not just to what they say). You can learn just as much from how they respond as you can from the responses themselves.
Helena
CEO of a Private Company with Approximately Fifty Employees. Mostly Red, Without Any Green or Blue. A Small Dab of Yellow.
What do you think of this tool? DISA language?
I think it seems to be an effective way to avoid misunderstandings. I understood immediately what it was all about, so I think the book could have been shorter—half as long, maybe. I would have concentrated the text more. I don’t like repetition. But sure, it’s a useful tool. Last Christmas I gave a copy to all my coworkers as a gift and asked that they read it. And almost everybody did.
What is the most important takeaway for you from the book?
That I no longer have to beat around the bush. Now my staff know that I’m not an evil despot; I’m just Red. They understand that I’m not angry just determined. The most interesting thing was reading about Blue behavior. I’d never reflected on why they saw things so differently than I do. Now I understand that the process itself is important for them, which is why they take such a long time.
Anything else?
No. Well, Yellows. I’ve always wondered about them. All that babble. I have some acquaintances who are like that. They just sit down and blow a lot of hot air in your face without really saying anything much. My neighbor’s like that. He plans all the time, but none of his plans actually take off. It doesn’t bother me, but his wife must be insane by now. And at my company, the Yellows get too little done. But it’s
not a major problem, in my opinion. I just stand firm and demand that they deliver. I can live with their sour faces. I’m not there to be soft and cuddly.
What is your experience of Green behavior?
Sure.… Yes, well, what can I say? [Helena takes a long pause and looks out the window.] They’re needed, too. Loyal and dutiful. But in all honesty … I’d never realized that they talk behind my back. But it’s definitely true. They’re phenomenal at spreading rumors. Even making the smallest change starts off a storm of gossip in the lunchroom. Speculations about one thing after the other. Usually completely incorrect and based on wrong information. It would be easier if they just came straight to me with their questions. I mean, how hard can it be to step into the manager’s office and just ask? They know that I’ll always answer honestly, so beating around the bush is frustrating. I don’t know how many times I’ve said that we have to just be honest with each other at this firm. Is that so hard?
Why do you think they don’t share what they’re thinking with you?
They’re afraid that I’ll get angry, of course. I’ve never thought about it before. They think that I’m short-tempered, because, on occasion, I raise my voice or glare at someone, but that just means that I’m trying to highlight that what I’ve said is important. [Pause.] Personally, I couldn’t care less if a conversation is a little tense; it’s not the same thing as being angry. But it was news to me that some people actively avoid strong individuals. What I don’t understand is how this happens between grown-ups.
You consider it immature behavior—not saying what you think?
Immature. Dishonest, actually. A lot like a child who refuses to admit that he took the chocolate chip cookie, even though he wasn’t allowed to. I know that he did it, so what’s the point denying it? That’s something I really don’t understand. Just admit your mistakes! Why is that so hard? Admit what you’ve done or not done, and then we can move on. But denying it or avoiding it … it drives me insane.
Okay. Let’s consider the other colors. You said that you find Blues the easiest to deal with? Relatively easy with Yellows. But what about other Reds? How is it working with people that have the same profile you have?
Usually, no problem. We do what we have to do. I have a management team consisting of five people besides myself. I would say that three are Red. Or wait now. Two are Red and one Red/Yellow. One is Blue—the controller. And the last one is … hard to say. He’s both visionary and at the same time focuses on the details. Can a person be Yellow/Blue?
Yes. A common combination. But no Green in the team then?
[Smiling.] No.
How does your Red behavior function, in general, do you think?
Well, before reading the book and discovering my personal profile I never thought that much about it. I hadn’t really reflected on the way I approach things. But the more I read, the more I realized that I was the cause of some of the problems I’ve had at work. The thing about people hiding their real feelings was only one part of the story. It never occurred to me that some people were afraid or intimidated by the way I behave. There’s been a lot of turbulence when I made decisions too quickly or when things weren’t properly thought out. Of course, I know that I need to think through things before I decide on anything, but it just happens. I get an idea—and off we go! Implemented before lunch.
What are the consequences of these poorly thought-out decisions? Do you have any examples?
Tons. [Laughter.] Once I accepted a job without even asking about the salary. Turns out I had to work sixty hours a week without a penny in overtime. On one occasion, I hired a person who turned out to be totally useless. I hadn’t asked for any references and I assumed that he knew what he was talking about. He knew nothing about the industry or the product. He was a complete scammer. Unfortunately, he cost us a lot before I finally managed to get rid of him. Lots of money wasted, though.
That doesn’t sound ideal. How are things outside of work? How do you manage your personal relationships?
In those areas I think even less. But it’s kind of funny. I showed the book to my husband and asked him to read it. He didn’t, but I highlighted some areas that I insisted he read.
Red behavior?
Red behavior. And he did read some of it. He probably recognized his wife. He laughed a little, but now that I think about it, he didn’t say anything in particular.
Did he make any comments about Green behavior?
No.
How do you work together? As a team?
How do we work together? [Loud laughter.] I tell him what needs to be done, and he does it. Before he’s finished with it, I find something else for him to do and send him off to do it. Later on, I get annoyed because he hasn’t finished. But he’s never finished anything in his entire life. We often laugh about this—I create disorder but blame him. I’m sure he doesn’t have an easy life.
I understand. What would you say your biggest challenges are, based on your Red behavior?
Some people take an eternity to make a simple decision, and it drives me crazy. I know I’m fast, but some people are just painfully slow. It doesn’t make a difference if it’s a friend or a coworker. For instance, we said that we were going to buy an armchair for our living room. Because I work so much, we agreed that my husband would [here Helena raises her eyebrows, and slowly a smile spreads across her face]. I agreed that he had to do all the research. Check online, furniture stores, secondhand shops, and so on. But nothing happened, of course! Two days later, when I asked him about it, he hadn’t done anything at all! So, the following day during lunch, while I was in the bathroom, I found five different options and sent them to him. And when I got home five hours later, he still hadn’t done anything! I exploded at him, and he locked himself in the basement.
Okay, a good example, thanks. How long have you been married?
Fourteen years. We met by chance. I usually say that what attracted me to him was that he could keep his mouth shut when needed, and he still does. But sometimes I wish that he would take a little more initiative and just do things. I’ve never actually asked him what he saw in me.
But how do you resolve your conflicts if he’s Green and you’re Red?
I don’t think we actually have that many conflicts. On the whole, I’m the one who argues if anything happens, but, on the other hand, he can get very sulky.
What do you mean by sulky?
He can walk around for days just moping. Normally, I just ignore him; he usually recovers. But sometimes I get tired of all his sad faces and asking him what the problem is. I confront him, as it were.
[Pause.]
What happens then?
What happens then? Well … He says that there’s no problem. That everything’s great. But that’s not true. He’s really easy to read, so I always know if something is wrong. The problem is that he refuses to admit that he’s grouchy. Which usually means that he’s upset because of something I did. Or said. The problem is that I never remember anything. I have to start guessing—which is absolutely impossible. Often it’s about some insignificant stray comment I made in passing, usually something I forgot the minute I said it. And if I don’t guess correctly, then he gets even grumpier. It can go on for weeks. I don’t understand how he copes with it.
But how do you move on? Can’t you sort it out?
Well, we just tend to sweep it under the rug. I forget about the whole thing. But my husband stores the “conflict” in some private archive that only he knows about. That shelf must be completely full by now.
[Helena thinks for a moment. You know, I’ve always gotten in trouble for sharing my opinion, for walking my own path. I’ve never really fit in. Even as a child, I did stupid things and took risks. But now I’m glad that I took risks because it’s taken me somewhere. But it definitely hasn’t always been easy.
How has your risk-taking benefited you?
Sitting and thinking about things leads nowhere. It makes no difference how great your plans ar
e if you don’t get off your butt and carry them out. I didn’t always know where I was going, but that never stopped me. I’ve had some tough spots, went bankrupt, lost my job, and things like that. Not that much fun, but those things brought me to where I am now. The way I see it, it’s not how much you know or how clever you are, but what you actually do. And I have always been good at that. Doing things.
What advice would you give to people who meet you? What should they keep in mind?
[Pause.] Don’t be intimidated by the fact that sometimes I’m a little too pushy. Don’t back off just because I can raise my voice a bit. I’m not angry just because I push people. But also that they have to get the show on the road. My husband and I often talk about how different we are at delivering a message. While he gives the background for ten minutes and then comes to the point, I go straight to the point and tell people what’s important. Maybe I throw in a little background info, but probably not. People should keep in mind that you can work without talking all the time. Put your energy into the task at hand instead of a bunch of other things. You can socialize on the weekend.
Surrounded by Idiots Page 22
