This paper builds on the turn-taking model of verbal communication and proposes a framework for relating the problem-solving style to the turn-taking model. The framework aims at enabling a more comprehensive investigation of verbal communication in team design activities. An empirical study has been conducted to test the framework and identify the relationship between individuals' problem-solving styles and the corresponding percentages of turn transitions. The results show a non-linear relationship between diversity in Orientation to Change and Ways of Deciding dimensions of problem-solving style and the percentage of turn transitions. The non-linear relationship has been explained by referring to team diversity-related theories on information/decision-making and social categorisation. The empirical study demonstrated that the framework is useful for providing a more comprehensive description of communication patterns within design teams.