Picture all the people at work with whom you regularly come into contact. If you’re like most people, your colleagues fall into one of four categories: Cool, okay, at times irritating, or really annoying. Now, what if you had a tool to better understand the dynamics behind conflicts at work, learn ways to handle them, and discover why the people who trouble you most should be your best friends?
Background: How TIPS links to conflict at work
TIPS is a new cognitive profiling tool that I’ve created for my innovation company Thinkergy. The method uses four home bases (theories, ideas, people, systems) and four styles (thinking, working, interacting, and living) to profile people into 11 innovator types.
I created TIPS to point individuals and companies towards how everyone can contribute to a firm’s innovation efforts. However, the method has also many business applications, such as: pointing people towards a career environment that suits their talents; composing and aligning effective work teams; managing people according to their preferred styles; and others.
TIPS can also help explain why some people clash at work. Such conflicts are grounded in different fundamental value orientations and cognitive styles. TIPS’ four bases and four styles can help us understand the situational dynamics that trigger work conflicts.
How TIPS helps understand the conflict dynamics at work
Let’s explore the conflict dynamics at work between the four TIPS bases, and how they relate to each of the four TIPS styles. Visualize a grid containing two rows and two squares each. Clockwise from top left, they read T-I-P-S:
Your “cool” colleagues tend to belong to the same TIPS base, as they share your core values: theories, theses and truth at the T-base; ideas, inspiration and innovation at the I-base; people, partnership and party at the P-base; or systems, structure and status at the S-base. They also prefer the same styles of thinking, working, interacting and living. So when people are essentially alike, they tend to like and respect each other, and the conflict potential here is “no” to “very low”.
Your “okay” colleagues belong to the base that vertically connects to yours (T vs. S and I vs. P). They occasionally disagree with you because they prefer a different work style (brain vs. brawn), which influences what kind of work we enjoy and how we prefer to schedule a work day. “Brainy” T- and I-workers love to think their way through conceptual projects that they work on in longer time blocks of 3-4 hours. In contrast, “brawny” S and P-workers enjoy laboring through a To Do list full of short-term tasks scheduled in much shorter intervals of 15-30 minutes. In roughly one in four work situations (often related to scheduling meetings or agreeing on completion times), these work style differences lead to frictions with people who are otherwise “okay”.
Your “irritating” colleagues belong to the TIPS bases that are horizontally opposite of yours (T vs. I and S vs. P). Here, arguments occur because your preferred thinking styles differ (figure vs. fantasy). For example, T-people logically deduce the one right solution by following a sequential flow, while I-people synthesize many solutions by connecting the dots between concepts in a more freewheeling style. When looking at each other’s solution, T-thinkers say I-thinkers have no proof to substantiate their solution logically; I-thinkers counter that the scientific approach of the T-thinkers is too slow, linear, and narrow in possible solutions. Such cognitive differences between Figure and Fantasy thinkers lead to disputes in every other work situation.
Your “really annoying” colleagues belong to a home base that is diagonally across your own one (T vs. P and S vs. I). Here, we can expect clashes in ca. three out of four work situations, as both thinking and work styles differ. Moreover, they also differ from you in either preferred interaction style or lifestyle:
Because of substantial differences in interaction styles (fact vs. feeling), expect frequent annoyances or hurt feelings when T- and P-people cross paths. Why? T-people make a case and decide based on facts and hard evidence. They argue in a direct, logical and often blunt way that offends sensitive P-people, who consider the feelings of others and are more emotional. On the other hand, “touchy-feely” P-people may annoy more aloof T people by invading their space and —heaven help— even engaging in physical contact.
A second major conflict zone runs across the S- and I-bases, given the differences in preferred lifestyle (form vs. flow). Highly dynamic I-people love to take risks, drive change and shake things up. This infuriates S-people, who greatly dislike anyone upsetting the status quote by “rocking the boat”, proposing to “fix something that ain’t broke”, or even proposing a crazy idea of a revolutionary new product. S-people want to preserve the status quo and cherish trusted rituals and past traditions, while I-people love to create a better future and radical progress. Because they prefer living in different worlds, S- and I-people are prone to clash often at work.
In conclusion, we may sum up that the conflict potential between the TIPS bases in the following likelihoods:
0% within a base;
25% between bases on the same vertical axis;
50% between bases on the same horizontal axis; and
75% between bases who are vertically across.
However, please note that in all cases, the conflict potential can rise by another 25% due to occasional “clashes of egos” or “cat fights” that may break out between two individuals for reasons other than differences in their core values or preferred cognitive styles.
What can we do to moderate and mitigate conflicts at work?
So, now that you know why you get along so well with some colleagues and regularly have issues with others, how can we use these insights to reduce, moderate and mitigate conflicts? Here are four tips:
Differences divide, diversity enriches. Every TIPS base and profile has it’s value and place in business. Good work performance and harmony arise from finding the right mix of talents and styles at the right time.
I’m okay, you’re okay, everyone is okay. Many conflicts at work aren’t personal, but rather related to different value orientations and variations in the preferred styles of thinking, working, interacting and living. Make an effort to appreciate other points of view. Follow Stephen Covey’s advice: “First seek to understand, then to be understood.”
Find moderators to bridge conflicts. Colleagues who express both TIPS bases or styles in their profile can help moderating conflicts. For example, Conceptualizers are ideal to cool an intellectual dispute between a Theorist and an Ideator because of their thinking style (figure and fantasy). Or use a Coach (located on the diagonal axis connecting the T and P bases) to moderate a conflict between a Theorist and Partner.
Opposites complement. Who are your “new best friends at work” — or who should they be? Those colleagues who most annoy you. Why? Because they are strong in all those areas where you are weak; because they enjoy doing those things that you dislike doing; and because they value those aspects of business that you prefer to ignore. They cover your shadow-side, just like you light up their shadow. You balance each other’s energy to provide a Yin-Yang harmony, and like night complements day, and female complements male, so your colleagues located opposite your position on the TIPS profiling map complement you.
How does TIPS extend to all the profiles?
So far, we have only discussed the conflict potential between the four TIPS bases. How does the conflict potential break down when we look at each of the 11 TIPS profiles?
For the four pure TIPS profiles (Theorist, Ideator, Partner and Systematizer), we simply can adopt the indicative conflict potential likelihoods mentioned before to see how well they get along with each. For example, I am an Ideator, and I have hardly any issues with other Ideators (0%), occasional issues with Partners (25%), regular arguments with Theorists (50%), and frequent clashes with Systematizers (75%). With regards to how a pure profile relates to the other profiles, we can estimate an indicative conflict potential based on the averages of the conflict potentials between two bases.
For the dual TIPS profiles, the biggest conflict potential (75%) is with the profile on the opposite end of the TIPS map: Technocrats vs. Promoters, Conceptualizers vs. Organizers, and Coaches vs. Experimenters. We can also predict the conflict likelihood with other profiles by considering the differences in style and values between each profile combination.
But what if you profile as an All-Rounder in TIPS? Well, All-Rounders feel home on all four TIPS bases, so they get along great with each other and well with everyone else (no issues with other All-Rounders, and 25% conflict potential with all other profiles).
Would you like to learn more about TIPS? Are you interested in becoming TIPS-ed and revealing your personal TIPS innovator profile? Would you like to TIPS your team with our online personality test? Or maybe even learn about TIPS in an experiential 1-day training course, The TIPS Innovation Profiling Workshop? Contact us and let us know more about your needs and how we may support you.
Acknowledgement:Robert “Alan” Black, Ph.D., a well-known US creativity coach for over four decades, was the person who brought to my attention how conflicts at work may relate to differences in people’s preferred cognitive styles. My estimates on the likelihoods of conflicts between certain bases and profiles align with Dr. Alan’s numbers, which he based on research findings in his Ph.D. thesis and observations in the field while facilitating for decades workshops on creativity and his own cognitive profiling method (M.I.N.D. Design).
Robert "Alan" Black, Ph.D and Thinkergy's Dr. D in Singapore in 2005
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