The 4 me's
So it happens that some people like to develop new ideas and are creative and others prefer to deal with beautiful pictures or things in life.
The four egos in us are responsible for this, as the scientist Ned Hermann has shown.
No one is better or worse
It should be pointed out that no I is better or worse than the other, but the Is in their combination constitute our personality.
Experts among readers will certainly note that neurobiological research rejects typologies such as Ned Hermann's ego types as empirically unprovable models of our brain.
Simple images of our brain are necessary
This is also right for the research, but for practical use in business or in private life, simple images of our success are needed.
They are indispensable to turn exploratory psychology into a "tangible" science with real benefits for everyone.
Let's take a look at these four ego expressions and look at the question of how our individual personality traits affect our handling of change.
As you read, think about which type of ego you have. In which type of ego do you recognize colleagues and employees again? Do you recognize patterns of behavior when dealing with new things?
Make things, decide quickly
The person, who is very strongly oriented towards the future, has learned in the course of his development that he is the best driver with fast and holistic decisions.
He loves to shape things, and hates rules. He sees in the money only a means to the purpose and less the risk.
The Boundary Crosser
At all, this imprint distinguishes a person who likes to take risks or cross borders. Details are repugnant to him and only the big picture as a vision inspires him.
Everything that is new, he must get to know and he would like to try it out. Of course, motivational activities result from this, because whoever has this character prefers certain tasks or activities, because they are very easy to do away with.
Typical speech signals of future-oriented decision makers
One can recognize this imprint, as is the case with all others, of speech signals as well as certain preferences in the private environment. So are typical statements of this dominance in the brain:
- … What's new?
- ... is that really innovative?
- ... No details
- ... What is your vision?
- ... Let's get it!
- ... Let's go to action
- ... do not look back, but look forward
Typical activities of future-oriented decision-makers
Here are a few examples from the large number of research results: In principle, everything is preferred, which in some way leads to changes or changes.
Developing or shaping new things provides for a high motivation dimension and creates enough energy to take even the highest hurdles. This is where the action is at the forefront and, therefore, the change.
Fast decisions, energetic implementations
People with this character are characterized by quick decisions and energy in the implementation - one could say they are the makers. The changes are often approached creatively and innovatively and less planning.
The conception is in the foreground, the detailed implementation is more boring. Thus, the future-orientated wants to push the change, but is less interested in a concrete implementation, which he likes to leave to others. Thus the future-oriented coinage is an impetus for a change, but not a guarantee for a successful implementation.
Too fast decisions lead to chaos
It is especially important in management positions that this impulse is followed by a series of converters, since otherwise, apart from an idea or a concept, nothing will happen.
The future-oriented dominance already has many Company to chaos or even loss, because too many ideas are harmful and not every quick decision is a good decision.
Best practice in coping with life tasks
Therefore, evolution has ensured that 90 decides and acts as a percentage of people with two dominances. Thus, a certain degree of balance is always ensured.
Of course, every person carries all the imprints in himself, but in the course of his life story, two of them have turned out to be particularly meaningful and dominant - quasi-best practices in the management of life tasks. Ned Herrmann describes this as an "expression of individuality" in each individual.
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