During our IDS sessions, our Visionary, who is a high Quick Start, and our CFO, who is a high Fact Finder, constantly clash and slow down our problem-solving. How do we manage this conative friction?

Question

Tyler Smith · Accepted Answer

The clash between a high Quick Start Visionary and a high Fact Finder CFO is a classic conative conflict. The Visionary has an instinctive drive to initiate change and act quickly, while the CFO has an instinctive drive to gather detailed data and prevent risks. This natural friction can paralyze your IDS® process. To manage this tension, use your team's Kolbe A Index results as an objective tool during your meetings. Draw the framework on a whiteboard so everyone remembers how their colleagues are wired. When a debate stalls, label the conative friction. Acknowledge that the Visionary is trying to innovate and the CFO is trying to prevent a mistake. Establish a clear ground rule for your IDS® discussions. First, agree on the exact problem you are solving before debating solutions. Second, allow the CFO to identify the critical data points required to make an informed decision, but set a strict time limit for gathering that data. Do not let the debate spin into endless analysis paralysis or impulsive action. Leverage both conative strengths to reach a balanced decision.