What are the major challenges for a Rainbow person? They are often asked to be consistent if they are extraverted and active members of a team. This request is frequently brought up by a Golden Yellow (extraverted or introverted). The Rainbow is also being asked to be more principled and less expedient. This criticism is often brought by an Azure Blue (usually extraverted). The extraverted Ruby Red person offers their own challenge. They are inclined to ask the Rainbow person if they will help get the impending task done immediately. “And please don’t overdo the group facilitation!”
The existential threat for someone with a Rainbow orientation is to be left alone without support, information, or guidance—and to be ineffective in their interpersonal or team relationships. They hate being left alone, like Kirk, McCoy, or Spock on a faraway planet. They need all members of the Oz team if they are to arrive successfully at the Emerald City.
The Integrative Rainbow Process
The Rainbow person, in the extreme, is the ultimate pragmatist who is only interested in what is immediately useful or applicable. Idealists (the Azure Blue) are too abstract for the Rainbow, while realists (Golden Yellow) are too slow and data bound. Activists (Ruby Red) are too reckless. However, a pragmatist’s lens on utilitarian decision-making and action tends to short-change an organization when those leading this organization need a broader vision or longer-term perspective. Such a longer view may require investments before the pragmatist can be convinced of their utility, or research that slows down tried-and-true activities that seem to be working.
Effective leadership requires something more than pragmatism. It requires a balance between the three different preferences (and related perspectives). The Rainbow person can provide this balance and even an integration of these perspectives. This requires that pragmatism, realism, idealism, and activism be combined or used sequentially. These different perspectives might also be engaged situationally, depending on the shifting environment (often VUCA-Polus saturated) and changing needs to be addressed. Effective problem solving and planning will shift between the domains of information, intentions, and ideas.
When confronted with a new, unpredictable situation, a balanced problem-solving leader will tend to become realistic by attempting to assimilate this new reality. Some introverted Golden Yellow reflection might be of benefit. The extraverted leader might wish to step inside the tent for some thoughtful expertise offered by their introverted aide.
When confronted with an old, unchanging environment, the balanced problem-solving leader will tend to become more of a daydreamer, creating images of how this environment might be transformed. An Azure Blue preference might prevail along with thoughtful introverted Golden Yellow. The aide operating inside the tent might formulate this Azure Blue and Golden Yellow image, hand it through the flap in the tent, to their extraverted leader, who will deliver this message in a forceful and compelling manner to the troops. The delivered message will hopefully arouse the complacent men and women standing in front of the test. New, productive action can be engaged.
