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Addressing future-oriented decision-making processes with motivation
// By Winfried Neun

There are different types of decision - for example, the future-oriented type, which decides quickly and holistically. Those who are familiar with these types usually do better when dealing with colleagues and employees.

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 research psychology into an “understandable” science with real benefits for everyone.

Tip

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 has already led to chaos or even loss in some companies, 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, everyone has all the imprints within them, but in the course of their life history, two of them have mostly proven to be particularly useful and dominant - quasi best practices for accomplishing life tasks. Ned Herrmann describes this as an “expression of individuality” for each individual.

Text comes from: Warum es uns so schwerfällt, das Richtige zu tun.: Die Psychologie des Entscheidens, Loslassens und Veränderns (2011) by Winfried Neun, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.