E-Scale Technology  

E-Scale Accreditation Manual Sample Extract
Enneagram - The One

Quote

“Do you want to be right or be happy?” A Course in Miracles

Common Descriptors:

The Perfectionist; The Moralist; The Crusader; The Judge; The Organiser; The Teacher; The Activist; The Reformer; The Good Person; The Purist.

General behaviour:

• Do the right thing
• Raise standards
• Critical stance towards self/others
• Suppress anger
• Improve conditions in the world
• Sense of rightness, fairness
• Action to rectify wrongness
• Comparative judgement

Core limiting beliefs:

I believe:

• I am right.
• It’s important for me to understand the rules and to always follow
• them consistently.
• Being criticised is one of the worst things that can happen to me.
• It’s not OK to make mistakes.
• I have to strive to be good.
• Life is a serious business.
• If I can be perfect I’ll be loved, acknowledged and respected.
• I should not express my anger.

Background messages:

“It’s not ok to make mistakes”

“I’m not good enough”

Ones develop the belief that there is a basic lack of goodness and perfection in the world. They long for a true, just and moral world and therefore believe that they play an integral role in restoring the goodness and perfection that is missing. This makes it hard for them to accept the imperfections that surround them on a daily basis – that which they see in themselves and others. Ultimately they believe that they should reclaim their own goodness in order not to be criticised or punished.

How they maintain belief:

Ones maintain their belief by paying attention to what is wrong and what is missing and by paying little attention to what is good. By being overtly critical, pedantic and exacting they elicit criticism from others, which confirms their belief that the world is critical and not exactly as it should be.

Paradox:

Belief in reclaiming goodness and perfection while only ever observing imperfections in themselves and others.

Belief in fair and just world while judging others and themselves.

Strengths needed:

Forbearance, tolerance, flexibility and serenity

Limiting Behavioural Features:

• Defence: Reaction Formation by doing opposite of impulse
• Comparative judgement
• Anger, impatience
• Critical of others, moralistic
• Critical of self, driven
• Demanding, high expectations
• Dominance, one mindset
• Perfectionism, trying too hard
• Control, uptight
• Overt discipline, strict

Core Empowering Beliefs:

I believe:

• I’m not always right.
• It’s OK for me to make mistakes.
• It’s OK for others to make mistakes.
• Mistakes are opportunities to learn and grow.
• I can express my anger appropriately.
• I accept myself unconditionally.
• I accept others unconditionally.

Their special gifts:

A vision of balance, fairness, completion and precision

Ones believe in high ethics and ideals and operate from a strong sense of purpose. They are attracted to goodness, to realise their aims and help others reach their respective goals. Their belief in fairness and justice could lead to them taking on “underdog” causes. When they come to believe in the acceptance of an imperfect world it leads to wisdom, discernment and hope.

Empowering Behavioural Features:

• Good sense of judgment/discernment of others and self, altruism
• Responsible, conscientious
• Honesty, high morality, integrity
• Good boundaries, self-discipline
• Strive towards excellence
• Strong leadership, fair treatment
• Efficiency, precision, purpose
• Strong management, clarity seeking
• Completion, perseverance
• Expressing anger appropriately

What they avoid:

• Being bad, corrupt or defective
• Feelings of anger and resentment
• Displaying aggression
• Loss of self-control
• Errors or breaking rules
• Contravening accepted social norms
• Doing anything that is less than perfect
• Doubt, uncertainty and high-risk situations

What they are attracted to:

• Reliability and commitment to high standards
• Honesty, integrity
• Attention to detail
• Fairness and justice
• Following rules and regulations
• Operating within accepted social norms
• High ethics, self-discipline
• Strong control
• Goodness
• Discernment

What irritates them:

• Incompetence, irresponsibility
• Unreliability, untrustworthiness
• Feeling controlled, pressurised or cornered
• Too many demands from others
• Being criticised unjustly
• Unfairness
• Blatant breaking of rules and expectations
• Lack of attention to detail
• Others who fail to reach deadlines

How they express irritation:

• Obvious tension
• Tightness and stiffness in their posture and speech
• Resentment and righteous indignation
• Justification of their position, which, for them, is the “right” position
• Sarcastic or abrasive remarks or accusations
• Lashing out verbally at others
• Criticism

How they irritate others:

• Sharp criticism and apparent intolerance
• Perfectionism taken to extreme, e.g. nothing is good enough
• Using “must” and “should” instead of considering options
• Tell style, i.e. telling others what to do
• Being over-cautious
• Controlling
• Tendency to blame others

At work - Overall:

• Attention to detail
• Practical approach to procedures
• Involved in detail, e.g. policy making
• Task-oriented
• Clear lines of reporting and authority
• Avoid risk
• Strive to do things correctly and precisely

At work - Specific:

• Translate abstract approaches into easy-to-use procedures
• Compile well-structured schedules
• Focus on discipline, accountability, time-keeping, appearance and respect
• Focus on task at hand rather than relationships
• Display strong competence, efficiency
• Make sure tasks are completed
• High quality control
• Not too much room for mistakes, thus attention to detail rather than broad solutions
• Prefer formal role structures, e.g. clear authority, hierarchy
• Worry that others cannot do the job and therefore do not delegate
• Might shift blame when under pressure
• Avoid risks in order not to make mistakes
• Rather wait than take chances
• Take up cause for moral vindication of “underdog”

In a leadership role:

• Lead by moral example
• Role-model ethical ideals and inspire others to do the same
• Focus on overcoming obstacles and problems
• Reduce risk by implementing a cautious approach
• Assess worst case scenarios
• Strength when faced with direct threats
• Fiercely loyal to those who support them
• Watch subordinates like a hawk
• Notice who puts in extra effort, who is actively involved and who isn’t
• Can work alone for hours on end
• Devise lists, plans, diagrams
• Do not easily delegate
• Can stretch project too long making it more expensive
• Can be inflexible
• Once a plan is implemented they stick to it
• Champion for causes in need of fairness and justice
• Idealistic, yet practical implementation

In a team context:

• Point out areas of imperfection
• Keep team focused
• Keep sight of detail in projects
• Make sure project is completed
• Expect punctuality
• Ensure excellent end product
• Can be critical at times
• Expect high ethics from team
• Traumatic when publicly contradicted
• May hold back when threatened
• Less respect for those who cannot spot flaws
• Work well in motivated, well-trained team
  
  

What they avoid at work:

• Rules and expectations that change constantly
• Making decisions without all the information being available
• No clear structures and guidelines
• Hidden politicking
• Being constantly criticised
• Being treated unfairly or unjustly

Their ideal job environment:

• There are very clear guidelines
• Strict attention to detail
• High quality output
• Freedom from corporate politics
• Clearly defined lines of authority, structures and roles
• Value honesty and asking of right questions

Areas of strength:

• Strong commitment
• High control
• Attention to detail
• Fairness and justice
• Discernment
• Quality conscious
• Conscientious
• High level of honesty, ethics, standards
• Good example
• Cautious

Areas of growth:

• More tolerance of others and self
• Learn to question rules and regulations to ensure they are useful
• Observe when compulsive thinking or doing takes over
• Schedule free time to allow real priorities to surface
• Observe how one way of thinking can limit options and fair compromises
• Learn to consider other value systems
• Learn to distinguish between “I have to” and “I want to”
• Notice when detail overtakes bigger picture
• Notice resentment and reflect on true cause
• Recognise anger signals, e.g. body language
• Notice resentful feelings, reflect on what lies behind them and how you can change the situation
• Allow anger to surface appropriately
• Make time for fun and relaxation
• Go with the flow

Coaching guidelines:

• Unconditional acceptance
• Create a safe environment
• Agree clear expectations
• Keep to commitments
• Keep refocusing on coachee rather than allow resentments to be projected on to others
• Bring awareness to the urge to be good and right
• Maintain openness and honesty
• Create a partnership rather than expert role
• Help them notice constant inner-critic
• Encourage fun and relaxing activity
• Encourage anger to surface
• Guide them to express anger appropriately
• Help them deal with unresolved resentments by expressing it appropriately