Enneagram For Dummies by Unknown

Author:Unknown
Language: eng
Format: epub
ISBN: 9781119771142
Publisher: Wiley
Published: 2021-01-07T00:00:00+00:00

Type 6: Runs the risk of seeing danger lurking behind everything, warding everything off, approaching topics negatively and pessimistically, doubting explanations, and projecting their own ideas and worries onto the client. “Yes, but” and “You will probably” are phrases often used by Type 6 consultants. The lack of self-confidence and authority in this type also poses a risk. The worry of making a mistake as a consultant creates a strong orientation toward the things that could go wrong. The development task for this type consists of generating confidence that what the clients are saying is also what they mean and want to say. Additionally, the consultants have to learn to trust that things can also go well and that the client doesn’t automatically share their worries and fears. This means they also have to learn to believe their clients when they say that they aren’t afraid.

Type 7: Runs the risk of focusing on those aspects of the clients and their problems that interest and fascinate the consultants themselves. It's not productive for the client if the experience of the discussion and the learning process is more important for the consultant than the result. In addition, Type 7 consultants prefer to avoid problems. They’re talented at explaining negative issues with a positive spin and are more focused on interesting possibilities for the future. When it comes to working with the client on problems in the here and now, it turns out that Type 7 consultants just don’t have the patience. That can lead to a situation where the clients feel they’re not being listened to or that their problems aren’t being taken seriously. It may well happen that a consultant's optimism rubs off on the client and they leave the session with a sense of relief, cheerfully going on along their way with a positive attitude. That mood rarely lasts for long, however — precisely because the actual problem wasn’t adequately resolved. For these consultants, the development task consists of avoiding running away when painful topics are being covered and addressing them more profoundly if it’s relevant to the learning process and to solving the underlying problem. Type 7 consultants have the challenge to stay focused on the client; they need to concentrate on the desired result and resist pushing themselves to the forefront of the discussion.

Type 8: Can compare their pitfall to that of Type 1 — namely, the risk of taking over the client’s problems. Type 1 consultants tend to assume their client’s responsibilities, whereas those with Type 8 assume leadership and make the problem their own. It’s a small distinction, but it leads to different results. Type 8 consultants run the risk that because they want to protect their clients, they may instead deprive them of (perhaps painful) learning opportunities. On the other hand, they also tend to think that their clients have been stuck in the victim’s role for too long. As a result, the consultants quickly lose their patience. When that happens, they feel compelled to say something like this: “We've already discussed this once, and I told you what you have to do.

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