Enneagram Personality Typing

The Enneagram is a dynamic system of personality typing that categorizes individuals into nine interconnected personality types, each representing distinct patterns of thinking, feeling, and behaving. Each Enneagram type is characterized by core motivations, fears, and desires that shape individuals’ worldview, relationships, and life choices.

Key Components of Enneagram Personality Typing

Type 1: The Reformer

Type 1 individuals are principled, perfectionistic, and idealistic. They strive for excellence, integrity, and moral rectitude, holding themselves and others to high standards of behavior and performance. They fear being corrupt or morally flawed and desire to make a positive impact on the world through their actions.

Type 2: The Helper

Type 2 individuals are compassionate, nurturing, and altruistic. They derive fulfillment from helping others and meeting their needs, often at the expense of their own well-being. They fear being unloved or unwanted and desire to be appreciated and valued for their contributions to others’ lives.

Type 3: The Achiever

Type 3 individuals are ambitious, driven, and success-oriented. They strive for recognition, accomplishment, and admiration from others, measuring their self-worth by their achievements and external validation. They fear failure or being seen as incompetent and desire to be admired and respected for their accomplishments.

Type 4: The Individualist

Type 4 individuals are creative, introspective, and emotionally expressive. They value authenticity, originality, and self-expression, often feeling misunderstood or different from others. They fear being ordinary or insignificant and desire to be seen as unique and special, expressing their emotions and creativity authentically.

Type 5: The Investigator

Type 5 individuals are analytical, curious, and intellectually curious. They seek knowledge, understanding, and mastery in their areas of interest, often withdrawing into their inner world to explore ideas and concepts deeply. They fear being overwhelmed or intruded upon and desire autonomy and privacy to pursue their intellectual pursuits.

Type 6: The Loyalist

Type 6 individuals are loyal, responsible, and security-oriented. They value safety, stability, and predictability, often seeking guidance and reassurance from authority figures or trusted sources. They fear uncertainty or betrayal and desire security and support from their relationships and communities.

Type 7: The Enthusiast

Type 7 individuals are adventurous, spontaneous, and optimistic. They seek novelty, excitement, and pleasure in their experiences, often avoiding pain or discomfort by focusing on positive possibilities and future opportunities. They fear being deprived or limited and desire freedom and fulfillment through exploration and enjoyment.

Type 8: The Challenger

Type 8 individuals are assertive, confident, and protective. They value strength, autonomy, and control, often taking charge of situations and advocating for their own needs and interests. They fear being vulnerable or controlled by others and desire to assert their power and independence in their interactions.

Type 9: The Peacemaker

Type 9 individuals are easygoing, accepting, and harmonious. They value peace, unity, and cooperation, often mediating conflicts and maintaining harmony in their relationships. They fear conflict or disconnection and desire inner and outer peace, seeking to avoid confrontation and maintain a sense of balance and tranquility.

Strategies for Understanding and Applying the Enneagram

Self-Reflection and Assessment

Encourage individuals to engage in self-reflection and assessment to identify their Enneagram type. Provide resources such as Enneagram assessments, books, or workshops to help individuals explore their personality traits, motivations, and growth areas.

Type Exploration and Research

Encourage individuals to learn more about the nine Enneagram types and their associated traits, strengths, and challenges. Provide opportunities for discussion and reflection on how each type resonates with their own experiences and behaviors.

Growth and Development Opportunities

Support individuals in their personal growth and development journey by offering resources, tools, and strategies tailored to their Enneagram type. Help individuals identify areas for improvement and set goals for self-awareness, self-acceptance, and personal growth.

Relationship Dynamics

Explore how Enneagram types influence relationship dynamics and interpersonal communication. Help individuals understand their own communication style and how it may differ from others’ based on their Enneagram type, fostering empathy, understanding, and effective collaboration.

Conflict Resolution and Team Dynamics

Use the Enneagram to navigate conflict resolution and enhance team dynamics in the workplace. Provide training and workshops on Enneagram-based communication strategies, conflict resolution techniques, and team-building activities tailored to each team member’s Enneagram type.

Benefits of Using the Enneagram

Self-Awareness and Personal Growth

The Enneagram promotes self-awareness and personal growth by providing individuals with insights into their personality traits, motivations, and behavior patterns. By understanding their Enneagram type, individuals can identify areas for development and cultivate self-acceptance and resilience.

Improved Relationships and Communication

Understanding the Enneagram enhances relationships and communication by fostering empathy, understanding, and acceptance of others’ differences. By recognizing how Enneagram types influence interpersonal dynamics, individuals can navigate conflicts, build trust, and cultivate more meaningful connections with others.

Career Alignment and Satisfaction

The Enneagram helps individuals align their career choices with their personality strengths, values, and interests. By identifying their Enneagram type, individuals can explore career paths that leverage their natural talents and passions, leading to greater fulfillment and satisfaction in their professional lives.

Leadership Development and Effectiveness

The Enneagram informs leadership development and effectiveness by providing leaders with insights into their leadership style, strengths, and blind spots. By understanding how their Enneagram type influences their leadership approach, leaders can adapt their communication, decision-making, and management strategies to effectively lead and inspire others.

Challenges of Using the Enneagram

Oversimplification and Stereotyping

Using the Enneagram may lead to oversimplification or stereotyping of individuals based on their personality type. It is essential to recognize that individuals are complex and multifaceted, and their behaviors may vary depending on context, upbringing, and life experiences.

Misinterpretation and Misuse

Misinterpretation or misuse of the Enneagram may lead to misunderstandings or misapplications of personality typing. It is crucial to use the Enneagram responsibly and ethically, avoiding labeling or pathologizing individuals based on their Enneagram type and respecting their autonomy and self-determination.

Resistance to Change

Some individuals may resist or reject the Enneagram’s insights or recommendations for personal growth and development. It is important to approach Enneagram-based interventions with sensitivity and empathy, acknowledging individuals’ unique perspectives and readiness for change.

Limited Research and Empirical Evidence

The Enneagram lacks empirical evidence and scientific validation compared to other personality assessment tools. While many individuals find value in the Enneagram for self-discovery and personal growth, its efficacy as a predictive or diagnostic tool remains subject to debate and scrutiny.

Implications of Using the Enneagram

Personal and Professional Development

The Enneagram informs personal and professional development initiatives by providing individuals with a framework for self-awareness, self-acceptance, and growth. By understanding their Enneagram type, individuals can identify areas for improvement and cultivate strengths that contribute to their success and well-being.

Team Building and Collaboration

Using the Enneagram enhances team building and collaboration in the workplace by fostering understanding and appreciation of individual differences. By recognizing how Enneagram types influence team dynamics and communication styles, teams can leverage diverse perspectives and talents to achieve common goals and objectives.

Conflict Resolution and Mediation

The Enneagram guides conflict resolution and mediation efforts by helping individuals understand their own and others’ triggers, motivations, and perspectives. By applying Enneagram-based communication strategies and conflict resolution techniques, individuals can navigate conflicts constructively and promote mutual understanding and reconciliation.

Leadership Effectiveness and Organizational Culture

The Enneagram informs leadership effectiveness and organizational culture by providing leaders with insights into their leadership style and its impact on their team and organization. By aligning their leadership approach with Enneagram principles, leaders can create inclusive, empowering, and psychologically safe work environments that foster employee engagement, innovation, and success.

Conclusion

  • The Enneagram is a powerful tool for understanding personality and human behavior, offering insights into individual motivations, fears, and desires.
  • Key components of the Enneagram include nine interconnected personality types, each representing distinct patterns of thinking, feeling, and behaving.
  • Strategies for understanding and applying the Enneagram include self-reflection and assessment, type exploration and research, growth and development opportunities, relationship dynamics, and conflict resolution and team dynamics.
  • While using the Enneagram offers benefits such as self-awareness and personal growth, improved relationships and communication, career alignment and satisfaction, and leadership development and effectiveness, organizations may encounter challenges such as oversimplification, resistance to change, limited research, and misuse.
  • Implementing the Enneagram has implications for personal and professional development, team building and collaboration, conflict resolution and mediation, and leadership effectiveness and organizational culture, shaping individuals’ self-discovery and growth journeys in diverse and dynamic contexts.
Related Frameworks, Models, or ConceptsDescriptionWhen to Apply
Myers-Briggs Type Indicator (MBTI)– The MBTI is a personality assessment tool based on Carl Jung’s theory of psychological types. – It categorizes individuals into one of 16 personality types based on preferences for four dichotomies: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, and Judging/Perceiving. – The MBTI provides insights into how individuals perceive the world, make decisions, and interact with others, offering a framework for understanding personality differences and communication styles.Team Building: Understanding team members’ MBTI types promotes collaboration, conflict resolution, and effective communication. – Career Development: MBTI results can guide individuals in identifying suitable career paths and work environments aligned with their personality preferences.
Holland’s RIASEC Model– Holland’s RIASEC Model categorizes individuals into one of six personality types based on their preferences for Realistic, Investigative, Artistic, Social, Enterprising, and Conventional activities. – It aligns personality types with occupational environments, suggesting that individuals are more likely to thrive and find satisfaction in careers that match their personality profiles. – The RIASEC model assists individuals in career exploration, job search, and professional development by identifying suitable career paths and work environments that resonate with their interests and values.Career Counseling: Applying the RIASEC model helps individuals identify compatible career paths and make informed career decisions. – Workforce Development: Understanding employees’ personality types enhances job satisfaction, engagement, and retention by aligning roles with individual preferences and strengths.
Big Five Personality Traits– The Big Five Personality Traits, also known as the Five-Factor Model (FFM), describe five broad dimensions of personality: Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism (or Emotional Stability). – Each trait represents a spectrum, and individuals possess varying degrees of each trait. – The Big Five model provides a comprehensive framework for understanding personality differences and predicting behavior across different contexts, such as work, relationships, and personal development.Personnel Selection: Assessing candidates’ Big Five traits helps identify individuals who are well-suited for specific roles and organizational cultures. – Team Dynamics: Understanding team members’ personality traits improves team composition, collaboration, and performance. – Personal Development: Reflecting on one’s Big Five traits can guide self-awareness, goal setting, and personal growth initiatives.
DISC Assessment– The DISC Assessment categorizes individuals into one of four personality styles: Dominance, Influence, Steadiness, and Conscientiousness. – It focuses on observable behaviors and communication preferences, providing insights into how individuals approach tasks, interact with others, and respond to challenges. – The DISC model facilitates effective communication, conflict resolution, and team collaboration by raising awareness of different communication styles and behavioral preferences among team members.Team Building: DISC assessments promote understanding and appreciation of diverse communication styles within teams, enhancing collaboration and reducing conflicts. – Leadership Development: DISC results help leaders adapt their communication and leadership styles to better engage and motivate team members. – Sales and Customer Service: Understanding customers’ DISC profiles enables sales and service professionals to tailor their communication and approach to better meet customer needs and preferences.
Jungian Archetypes– Jungian Archetypes are universal symbols or themes that represent fundamental human motivations, desires, and behaviors. – They provide a framework for understanding personality patterns and motivations across cultures and contexts. – Jungian Archetypes, such as the Hero, the Sage, the Lover, and the Explorer, offer insights into individuals’ underlying drives, aspirations, and potential areas for personal development and self-actualization.Personal Development: Exploring Jungian Archetypes helps individuals gain deeper self-awareness, identify core motivations, and pursue personal growth and fulfillment. – Marketing and Branding: Applying archetypal themes in marketing and branding strategies enhances brand storytelling, resonance with target audiences, and emotional connections with consumers.
Enneagram Personality Typing– The Enneagram Personality Typing system categorizes individuals into one of nine personality types, each representing distinct patterns of thoughts, emotions, and behaviors. – It explores underlying fears, desires, and motivations associated with each personality type. – The Enneagram provides a dynamic framework for personal growth, relationship dynamics, and spiritual development by illuminating core personality patterns and offering pathways for self-awareness, transformation, and integration of healthier behaviors and attitudes.Relationship Counseling: Understanding individuals’ Enneagram types improves communication, empathy, and conflict resolution in personal and professional relationships. – Leadership Development: Enneagram insights help leaders understand their leadership styles, strengths, and blind spots, fostering more effective leadership practices. – Personal Growth: Exploring Enneagram types supports self-reflection, emotional healing, and personal transformation journeys.
Social Learning Theory– Social Learning Theory, proposed by Albert Bandura, emphasizes the role of observation, modeling, and reinforcement in learning and behavior. – It suggests that individuals acquire behaviors and attitudes through observation of others, imitation, and social reinforcement. – Social Learning Theory provides insights into how personality traits and behaviors are shaped by social environments, interactions, and experiences, offering opportunities for behavior modification and personal development through social modeling and reinforcement.Behavior Change Interventions: Applying Social Learning Theory principles informs the design of behavior change interventions that leverage social modeling and reinforcement to promote healthier behaviors. – Education and Training: Incorporating social learning strategies enhances learning outcomes and skill acquisition by providing opportunities for observation, modeling, and practice in social contexts. – Parenting and Child Development: Understanding social learning processes guides effective parenting practices and supports children’s social and emotional development.
Self-Determination Theory (SDT)– Self-Determination Theory (SDT) focuses on intrinsic motivation and the psychological needs for autonomy, competence, and relatedness. – It posits that individuals are driven by innate needs for self-determination and personal growth, which influence behavior and well-being. – SDT offers insights into how personality traits, environmental factors, and social contexts influence motivation, engagement, and goal pursuit, providing a framework for promoting optimal human functioning and well-being.Employee Engagement: SDT principles inform strategies for fostering intrinsic motivation, autonomy, and a sense of purpose in the workplace, leading to higher levels of job satisfaction and engagement. – Education and Coaching: Applying SDT enhances learning experiences and facilitates goal attainment by supporting students and clients in meeting their intrinsic psychological needs for autonomy, competence, and relatedness. – Health Promotion: SDT-based interventions promote behavior change and well-being by addressing individuals’ intrinsic motivations and psychological needs for autonomy and competence.
Cultural Dimensions Theory– Cultural Dimensions Theory, developed by Geert Hofstede and others, explores cultural differences based on dimensions such as individualism-collectivism, power distance, uncertainty avoidance, and masculinity-femininity. – It provides a framework for understanding how cultural values and norms shape personality development, communication styles, and social behaviors across cultures. – Cultural Dimensions Theory informs cross-cultural interactions, diversity management, and global leadership practices by recognizing and respecting cultural differences and adapting behaviors accordingly.Cross-Cultural Communication: Understanding cultural dimensions enhances communication effectiveness and relationship-building across diverse cultural contexts. – Global Leadership: Cultural Dimensions Theory informs leadership strategies that promote inclusivity, cultural sensitivity, and effective collaboration in multicultural teams and environments. – International Business: Applying cultural dimensions facilitates successful international business operations by navigating cultural differences and fostering mutual understanding and respect.

Psychology Concepts

Two-Factor Theory

herzbergs-two-factor-theory
Herzberg’s two-factor theory argues that certain workplace factors cause job satisfaction while others cause job dissatisfaction. The theory was developed by American psychologist and business management analyst Frederick Herzberg. Until his death in 2000, Herzberg was widely regarded as a pioneering thinker in motivational theory.

Maslow’s Hierarchy of Needs

maslows-hierarchy-of-needs
Maslow’s Hierarchy of Needs was developed by American psychologist Abraham Maslow. His hierarchy, often depicted in the shape of a pyramid, helped explain his research on basic human needs and desires. In marketing, the hierarchy (and its basis in psychology) can be used to market to specific groups of people based on their similarly specific needs, desires, and resultant actions.

Lightning Decision Jam

lockes-goal-setting-theory
The theory was developed by psychologist Edwin Locke who also has a background in motivation and leadership research. Locke’s goal-setting theory of motivation provides a framework for setting effective and motivating goals. Locke was able to demonstrate that goal setting was linked to performance.

SOAR Analysis

soar-analysis
A SOAR analysis is a technique that helps businesses at a strategic planning level to: Focus on what they are doing right. Determine which skills could be enhanced. Understand the desires and motivations of their stakeholders.

Hoffman Process

hoffman-process
The Hoffman Process was developed by American psychotherapist Bob Hoffman in 1967. The Hoffman Process is a tool used to help individuals identify negative behaviors and moods developed unconsciously during childhood. Hoffman recognized that during childhood, we imitate our parents to win their love and receive attention. Specifically, we embody aspects of their moods, attitudes, belief systems, spoken expressions, and even gestures. But if we grow up feeling unloved by our parents, we may later develop behaviors and moods that hinder our ability to show affection toward others.

Growth Mindset vs. Fixed Mindset

growth-mindset-vs-fixed-mindset
fixed mindset believes their intelligence and talents are fixed traits that cannot be developed. The two mindsets were developed by American psychologist Carol Dweck while studying human motivation. Both mindsets are comprised of conscious and subconscious thought patterns established at a very young age. In adult life, they have profound implications for personal and professional success. Individuals with a growth mindset devote more time and effort to achieving difficult goals and by extension, are less concerned with the opinions or abilities of others. Individuals with a fixed mindset are sensitive to criticism and may be preoccupied with proving their talents to others.

Connected Thinking Frameworks

Convergent vs. Divergent Thinking

convergent-vs-divergent-thinking
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.

Critical Thinking

critical-thinking
Critical thinking involves analyzing observations, facts, evidence, and arguments to form a judgment about what someone reads, hears, says, or writes.

Systems Thinking

systems-thinking
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.

Vertical Thinking

vertical-thinking
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

Peter Principle

peter-principle
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.

Straw Man Fallacy

straw-man-fallacy
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.

Streisand Effect

streisand-effect
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.

Heuristic

heuristic
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.

Recognition Heuristic

recognition-heuristic
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.

Representativeness Heuristic

representativeness-heuristic
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.

Take-The-Best Heuristic

take-the-best-heuristic
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.

Biases

biases
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.

Bundling Bias

bundling-bias
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.

Barnum Effect

barnum-effect
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.

First-Principles Thinking

first-principles-thinking
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.

Ladder Of Inference

ladder-of-inference
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.

Six Thinking Hats Model

six-thinking-hats-model
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.

Second-Order Thinking

second-order-thinking
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.

Lateral Thinking

lateral-thinking
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.

Bounded Rationality

bounded-rationality
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.

Dunning-Kruger Effect

dunning-kruger-effect
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.

Occam’s Razor

occams-razor
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.

Mandela Effect

mandela-effect
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.

Crowding-Out Effect

crowding-out-effect
The crowding-out effect occurs when public sector spending reduces spending in the private sector.

Bandwagon Effect

bandwagon-effect
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.

Read Next: BiasesBounded RationalityMandela EffectDunning-Kruger

Read Next: HeuristicsBiases.

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