Surrounded by Idiots Summary

By Thomas Erikson

Why we sometimes feel nobody understands us: the four personality colours and how to communicate with each at work and at home.

A Man Who Thinks Everyone Around Him Is an Idiot

Welcome to this summary of Surrounded by Idiots by Swedish author Thomas Erikson, a specialist in behavior and communication who has spent many years training employees and managers in companies to understand each other.

The author begins with a story from early in his career. He met a successful businessman who, during their conversation, confidently declared that he was surrounded by idiots: his employees didn't understand what he wanted, his colleagues were slow, and even his family didn't grasp what he was saying. As Erikson listened, he realized that the problem wasn't with all these people, but rather that this man didn't understand that people think and interact differently, and that he was speaking to everyone in one way—his own way.

This is where the book's idea originated: many conflicts at work and home don't arise because one party is an idiot or ill-intentioned, but because each party sees the world differently and expects the other to behave as they do. If we understand these differences, communication becomes easier, conflicts decrease, and relationships improve.

The book is based on an old model in behavioral science, developed by American psychologist William Marston in the 1920s, which divides human behavior into four patterns. The author simplified this by assigning a color to each pattern: Red, Yellow, Green, and Blue.

The Red Type: The Dominant One Who Wants Results

The Red type is decisive, fast, and ambitious. They love challenges and competition, and they prioritize results above all else. They make decisions quickly, dislike waiting, and speak directly and frankly. Many leaders and entrepreneurs are predominantly this type.

Their strengths include getting things moving, not stopping at obstacles, taking responsibility, and leading others in crises. Their weaknesses, however, are that they can be authoritarian, impatient, poor listeners, and may hurt others with their frankness without realizing it. They also dislike details and are annoyed by long discussions.

To deal with a Red person, be direct and concise, and start with the conclusion, not introductions. Focus on results and goals, and don't overwhelm them with details unless they ask for them. If you disagree, present your arguments confidently and clearly; they respect those who stand firm more than those who hesitate.

The Yellow Type: The Social Inspirer

The Yellow type is social, optimistic, and enthusiastic. They love people, conversation, and new ideas. They are the life of the party, excel at persuasion, and fill the room with energy. This type is common among marketers, speakers, and creatives.

Their strengths include creativity, the ability to motivate others, and quickly building relationships. Their weaknesses are that they may talk a lot and listen little, start many projects without finishing them, neglect details and deadlines, and may promise things they don't follow through on. They also need appreciation and attention and get upset if they feel overlooked.

To deal with a Yellow person, give them space to talk, and show interest in their ideas and enthusiasm. Keep the conversation friendly and informal, and focus on the big picture and vision. However, if there's an important task, write down the agreement and deadlines for them, as they might forget them in the excitement of other ideas.

The Green Type: The Calm and Loyal One

The Green type is calm, cooperative, and patient. They love stability and harmony and avoid conflicts. They are excellent listeners, loyal to their friends and work, and care about the feelings of those around them. The author believes this type is the most common among people.

Their strengths include stability and reliability; they are the person you can depend on, who keeps the team calm. Their weaknesses are that they dislike change and silently resist it, may say yes when they disagree to avoid confrontation, and suppress their dissatisfaction until it accumulates. They are also slow to make decisions and need time to adapt to anything new.

To deal with a Green person, be kind and patient, and don't pressure them to make a quick decision. If you want to change something, tell them early, explain the reason, and give them time to process it. Ask for their opinion directly, as they often won't offer it themselves, and make sure their agreement is genuine, not just politeness.

The Blue Type: The Meticulous Analyst

The Blue type is organized, precise, and logical. They care about details and quality and like to understand everything before acting. They ask many questions, verify information, and plan carefully. This type is common among engineers, accountants, and researchers.

Their strengths include accuracy, thoroughness, and the ability to spot errors others miss. Their weaknesses are that they can be overly critical, seek perfection, and delay decisions because they want more information. They may appear cold or reserved because they don't easily show their emotions.

To deal with a Blue person, be prepared with facts and figures, and present information in a logical order. Don't exaggerate or use general statements; they notice any inconsistencies. Give them time to think before deciding, and respect their need for precision, even if it seems excessive to you.

How Each Type Sees Others

One of the most amusing parts of the book discusses how each type perceives the other types, which explains many conflicts. The Red sees the Green as slow and hesitant, and the Blue as boring and bogged down in details. The Green sees the Red as harsh and authoritarian, and the Yellow as noisy and erratic.

The Blue sees the Yellow as superficial and not serious, because they talk a lot without evidence. The Yellow sees the Blue as pessimistic and critical, killing enthusiasm. Thus, each type sees flaws in the other, when in reality, these are differences in temperament, and may even be the source of that person's strength.

The author gives an example of a business meeting: the Red wants a decision now, the Yellow proposes ten new ideas, the Green stays silent and outwardly agrees, and the Blue asks for more data. Each one leaves thinking the others are the problem. But someone who understands the types knows how to benefit from each: the Red's speed, the Yellow's creativity, the Green's calmness, and the Blue's precision.

How to Identify the Dominant Type in Front of You

The author provides simple signs to help you identify a person's dominant type. First is the speed of speech and movement: Red and Yellow types are fast and impulsive, while Green and Blue types are calmer and slower. Second is focus: Red and Blue types focus on tasks and results, while Yellow and Green types focus on people and relationships.

By combining these two axes, you can identify the type: fast and task-focused is Red. Fast and people-focused is Yellow. Calm and people-focused is Green. Calm and task-focused is Blue.

You can also observe this in their messages: the Red writes a two-line message without a greeting, the Yellow writes a long message full of emojis, the Green writes kindly and asks how you are before anything else, and the Blue writes an organized message with numbered points and precise details.

However, the author emphasizes that most people are not one pure color, but usually a mix of two colors, with one being dominant. Also, a person may behave differently at work than at home, or under pressure than in normal times.

How Each Type Behaves Under Pressure

The author notes that people change when under intense pressure, revealing the worst aspects of their type. The Red becomes more authoritarian and aggressive, raises their voice, and makes hasty decisions without consulting anyone. The Yellow becomes erratic and dramatic, complains and blames others, and may escape the problem by getting busy with other things.

The Green withdraws and becomes silent, appearing to agree to everything, but internally they are angry and hurt, and may resist in subtle ways like delaying and slowing down. The Blue becomes more critical and rigid, gets bogged down in details, looks for every small mistake, and may isolate themselves to analyze the problem alone.

Knowing these patterns helps you not to take reactions personally. When your Red colleague shouts in a crisis, they are likely stressed, not hating you. When your Green friend suddenly goes silent, they might be upset about something they haven't said, so ask them gently instead of assuming everything is fine.

At Work and Home

At work, understanding the types helps in intelligently assigning tasks. A project needing a quick start and bold decisions suits a Red, a campaign needing new ideas and enthusiasm suits a Yellow, work needing patience, follow-up, and client care suits a Green, and a task needing precision, review, and planning suits a Blue. A successful team often combines different colors, not just one repeated color.

This is especially useful for managers. If a manager wants to give feedback to an employee, the Red wants it direct and brief, the Yellow wants it with encouragement and appreciation for their effort, the Green wants it calmly and in a private session, and the Blue wants it specific and supported by clear examples.

At home, many marital and family conflicts are caused by differences in types. A Blue husband who plans a vacation months in advance might be annoyed by his Yellow wife who loves spontaneity and surprises, and a Red mother who wants to get things done quickly might clash with her Green son who needs time. Understanding these differences transforms conflict from 'You are wrong' to 'We are different, so how do we meet in the middle?'

Adaptation, Not Change, with a Critical Reading

The main message of the book is not to change your personality, nor to ask others to change theirs, but to adapt your communication style to the person in front of you. If you are Red and talking to a Green person, slow down a bit and be gentler. If you are Yellow and talking to a Blue person, reduce the enthusiasm and increase the facts. This is not hypocrisy, but respect for the other person's way of understanding.

The author also points out that knowing your type helps you understand yourself: your strengths to build upon, and your weaknesses that need attention. The Red learns patience and listening, the Yellow learns follow-up and organization, the Green learns to express their opinion, and the Blue learns flexibility and decision-making.

It is fair to mention that this model is a simplification of complex human nature, and many psychologists criticize it because it is not based on strong scientific evidence like modern personality models. Therefore, it is used as a helpful tool for understanding differences and improving communication, not as a scale to judge people or put them into fixed molds. So, don't say about anyone: 'They are Red, so there's no hope for them,' but remember that every human being is broader than any classification.

This was a summary of Surrounded by Idiots by Thomas Erikson. We presented the book's main ideas in our own style, and we recommend reading the full book, as it contains many examples and situations that this summary could not cover. You have been listening to Hakawati.

Surrounded by Idiots: frequently asked questions

What are the four colors in the book Surrounded by Idiots?

Red: decisive and results-focused. Yellow: social, enthusiastic, and creative. Green: calm, loyal, and conflict-avoidant. Blue: precise, logical, and detail-oriented.

How do I know my personality color?

Look at two axes: Are you fast and impulsive, or calm and deliberate? And do you focus on tasks or people? Fast and task-focused is Red, fast and people-focused is Yellow, calm and people-focused is Green, and calm and task-focused is Blue. Most people are a mix of two colors.

Is the color model in the book scientific?

It is based on an old model in behavioral science, but it is criticized for weak scientific evidence compared to modern personality models. Therefore, it is useful as a tool for understanding differences and improving communication, not as a precise classification of people.

Who is the author of Surrounded by Idiots?

The author is Thomas Erikson, a Swedish writer and trainer specializing in behavior and communication.

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