“Radical” way to assemble a team

“Radical” way to assemble a team

In this post, we will analyze with you the 7 main psychotypes of people according to the classification of Viktor Ponomarenko (“radicals”) and highlight the strengths and weaknesses of each of them, which is applied to teamwork and problem solving.

Prehistory

Somehow I came across such a dialogue in one chat where team processes were discussed:

– There must be a leader-servant
– Why a servant? Maybe a leader-partner?
– Disagree! 100% are dead idle approaches!

For a long time I was haunted by the thought: how can such polar thoughts exist at all? After all, it was not written by yesterday’s students, but by people who have taken part in the profession. It would seem that those who have worked in IT for the past 10-15-20 years, as they say, “watched the same cartoons”, read similar books, watched the transformation of business processes and the radical change of technologies.

I had no doubt that everything that was happening was leading us to a more or less equal sense of the role of the leader, the team and so on, but it turns out that it is not so?

There was a feeling that the formula for success should be revised:

What will happen if you add beliefs to it? Insights into leadership, collaboration, effective communications, and more? This will simplify the search for a dedicated and loyal employee.

When there is a question inside, there is definitely an answer. My colleague, product lead, discovered one personality typology for me that I want to share.

Chapter I. “7 radicals” Ponomarenko

The creator of the methodology is a Russian scientist, a psychiatrist, an expert psychologist of the special services of the Russian Federation, a university teacher and the author of books on psychology Viktor Viktorovych Ponomarenko.

Radicals are, in other words, psychotypes. The following are distinguished:

  1. Paranoid (targeted)

  2. Isteroid (demonstrative)

  3. Epileptoid (two subtypes: stuck and excitable)

  4. schizoid (weird)

  5. Hyperthymic (joyful)

  6. Emotional (sensitive)

  7. anxious (timid)

Don’t be afraid that their names are derived from mental illnesses 🙂 It turns out that behavioral patterns characteristic of disorders can be observed in healthy and successful people. Of course, in this case, the degree of expressiveness does not reach a critical mark.

The methodology contains recommendations on how to identify a psychotype from external manifestations, as well as a description of strengths and weaknesses, communication features and behavioral patterns.

Section II. Practical implementation

Another personality typology? How is it related to beliefs?

If you look more closely, both set the limits of what is possible, determine our reactions, emotions and habits.

At the same time, discovering the true views is an almost impossible task, and after finding out the leading radical (or radicals), you can say a lot about what is good and what is bad for a person, whether it is important and important or not.

Do you want to assemble a dream team? So let’s get to the point.

Section III. The main point

Ponomarenko provides absolutely clear criteria for determining who exactly is in front of you – based on appearance, visible manifestations (speech, facial expressions) and physical characteristics.

In my opinion, this is mega-valuable information for formulating a hypothesis, but not for a final conclusion. For the final identification, I suggest additionally focusing on identifying dominant and significant character traits, for this, questions like:

  • Tell us about the task that seemed to you the most interesting in the last year. What role did you play?

  • What do you do best? Are there tasks you are proud of?

  • If you asked your colleagues about your strengths, what do you think they would say?

  • What qualities allow you to solve tasks as efficiently as possible?

  • Which manager would get the best result from you?

  • Have you ever disagreed with the decisions of your management?

  • Let’s assume that you and I have come to an agreement. After a year, you go home and realize that this choice was the best. What would that make you think?

Take your time, show interest, don’t judge, ask for more details and details. It is very important not just to hear: “I am responsible and neat”, but to find confirmation of the value of these qualities for solving work issues, to understand which activity is the most interesting and closest.

If it works, complete the complete picture like a puzzle with missing elements:

  • Strengths

  • The reverse side of the medal

  • Tasks that are similar in spirit

  • Impossible tasks

  • Peculiarities of communications.

Think, is this what your company, team or product needs right now? Every coin has two sides, you will definitely have to face both, are you ready to adapt or find the right tasks?

The properties of radicals are listed below in the tables, please note, very concisely. For a more detailed study of the issue, I recommend turning to the original source – the books of Viktor Ponomarenko.

Radical

Character strengths

The reverse side of the medal

Paranoid

leadership
Workaholism
Purposefulness
Persistence

Efforts to reform
Conflict and stubbornness in defending one’s point of view
Straightforwardness and lack of diplomacy

Isteroid

Creativity and energy
The ability to capture other people
Lack of fear of public speaking

Always be the center of attention
Variability
Optional
Surface
Anxiety

Epileptoid

Responsibility
Mandatory
Pedantry
Discipline
Practicality

Blindly following instructions
Authoritarianism
Despotism
Parsimony
Total control

Schizoid

Creativity
Originality
Enthusiasm
Independence
Responsibility

Closedness, alienation
The difficulty of distinguishing the main from the secondary
Inability to manage your time

Hyperthymic

Optimism, ease of ascent
Animal spirits
Communication
Energy
Entrepreneurship

Adventurism
Name
Optional
Irresponsibility
Doesn’t get things done

Emotional

Goodwill
Non-conflict
Conscientiousness
Hyper responsibility
Mandatory
Morality

Information
Softness towards people Difficulty saying “no”
Sacrifice
The impossibility of lying

Alarming

Self-criticism
Responsibility
Pedantry
Performance
Goodwill

Excessive caution
Indecision
Difficulty reacting quickly
Incredulity
Information

Radical

Tasks that are easy to do

Impossible tasks

Paranoid

Complex tasks that require a specific result

Tasks that require attention to a person and his problem. Talks

Isteroid

Presentation/Sales
Reporting to management

Routine tasks that require attention to detail and persistence

Epileptoid

Tasks that require accuracy, precision, as well as control, training

The task of education, training, management of people due to inflexibility

Schizoid

Tasks that require a creative, non-standard approach

Tasks related to new contacts, acquaintances

Hyperthymic

Tasks that require a quick reaction to changes, coordination of activities

Routine, time-consuming tasks that require discipline and diligence

Emotional

Mentoring, coaching, working with people

Tasks that require control, rigidity, rigidity in relation to people

Alarming

Long training, but almost any task

Tasks related to publicity, the need to quickly and independently make decisions

Radical

Peculiarities of communications

Paranoid

Do not argue or convince. If you still need to defend your position, contact the management, look for supporters. And if there is an opportunity, trust. These are natural leaders who can achieve any goal.

Isteroid

Try to listen more, praise, publicly acknowledge merits, do not blame. Take an interest in business, congratulations on the holidays. They are great negotiators and salespeople, they are the ones who create momentum.

Epileptoid

Actively defend your boundaries, especially at the start of the interaction, demonstrate “strength” in defending the framework. Show punctuality, accuracy, follow instructions, communicate strictly on the topic. Respect, without attention to details, it is impossible to achieve quality in any endeavor.

Schizoid

Provide a safe environment, don’t overwhelm with control. The best option is a formal friendly relationship. Accept and appreciate, these strange people invented everything that you and I use.

Hyperthymic

Give space, avoid directiveness, criticism, instructions and morality. In conversation and actions, convey the initiative more often. Get infected with positivity, because optimism is a real engine of progress.

Emotional

Be sincere, honest, empaths intuitively sense lies or pretense. Do not try to hide the conflict or support the “lean world”. Allow them to be fulfilled in care and guidance. Take it, these are true philanthropists and altruists.

Alarming

Do not rush, do not wait for quick decisions or actions, stick to agreements, refuse to change course abruptly. Let them keep you from jumping to conclusions. Admire their thoroughness and be sure that all assigned tasks will be completed with high quality and precisely on time.

Conclusion

  • Everyone has one innate basic radical and a pair of propensity radicals

  • There are no positive or negative, just like good and bad radicals, everything has its purpose

  • “Kind-in-law sees his brother-in-law from afar” and “Two boots are a pair, and both left-handed” are also true for radicals

  • Under the influence of the work environment, organizational structure, and the manifestation of a radical can increase or, on the contrary, degrade

  • Do not allow imbalance – strive for harmony, use the radical development option 🙂

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