FOUR BEHAVIOURAL TYPOLOGIES
"Many young managers achieve low scores in organisational sensitivity."

The asset
The asset is an adapter with a low organisational sensitivity score, who operates from the viewpoint of others and can adapt himself to it. He values an open and honest atmosphere and friendship in the workplace, avoids conflict and prefers to be responsible for a demarcated field, without too many functional relationships and interdependencies. The asset often prefers to have a function dedicated to one project or topic, and wants to do his job properly. Although he is not automatically cooperative, he can be stimulated to this end. The asset is often a member of a group, and (under social pressure) can be a follower on occasion. He is sometimes told to be more assertive. In brief, the asset is not the puzzler, but the puzzle piece. In many, or perhaps most, functions within organisations, an asset can be of great value. Assets can be the cork keeping the organisation afloat. It is important that they feel a bond with the organisation (loyalty to the organisation).

The competitor
The competitor is positioned next to the asset and is a challenger with a low organisational sensitivity score. As the term implies, the competitor looks for a challenge. He prefers to pursue his own views, is ambitious and is driven by innovation, improvement, progress and end results. He identifies opportunities and acts accordingly. He is the leader in a debate and is always the first to come up with ideas and solutions. The competitor is convinced of his own abilities and wants to convince others. He tends not to be influenced by others, and enjoys large responsibilities and freedom. He will sometimes actively initiate authority conflicts. As he often relies too much on his own opinions, it does happen that he is alone in his position as front-runner. He is often told that he should listen to others more, give them credit for their opinions and should act less like a bull in a china shop.

The facilitator
The facilitator is an adapter with a high organisational sensitivity score, who regards the input of others of primary import. He has a lot to offer with regard to processes. He recognises and knows the emotions, interests and needs of other sections and members of the organisation. The facilitator has a network of contacts in which he operates like a spider in his web, enabling the processes of change and cooperation to run more smoothly. He ensures efficiency and emphasises the common interests. The facilitator, in contrast to the competitor, does not provoke resistance. He does not act in a calculated manner and doesn't like working with a hidden agenda, but values honesty. He is a good team member: he can devote himself to something, regardless of whether he derives personal benefits or achieves personal goals. The facilitator conforms to the policy of the organisation and does everything possible to maintain a good atmosphere in the workplace.

The innovator
The innovator is the last of the four types, and is a challenger with a high organisational sensitivity score. This ambitious type strives for the realisation of his own ideas. The innovator is driven by innovation, improvement, progress and end results. He has no problem in gaining support for his suggestions, as he can influence his colleagues to become enthusiastic about his plans. He is tenacious and will continue to work until a plan is actually realised. The innovator identifies and makes use of opportunities. Unlike the competitor, the innovator does not ignore the emotions, interests and needs of others. He anticipates and adapts his behaviour to the situation. He studies the goals and interests of others and tries to adapt his arguments to these goals and interests. The innovator emphasises common interests, but acts in a calculated manner. In conflict situations he adapts his behaviour to such an extent that the set aim is achieved. In order to gain and maintain acceptance, he can display behaviour that resembles adapter behaviour. However, he is quite able to tolerate conflict situations and even create or (temporarily) maintain them if necessary. Innovators often look for positions, projects or tasks requiring contact with many parts of the organisation and/or managers in higher hierarchical positions.

Innovators are rare

The innovator has the profile required in higher management positions. However, the innovator is also the rarest profile. In practice we see that most people display socially acceptable tolerating and accommodating behaviour, they have asset or facilitator profiles. The young executives with high ambition and (social) courage scores, often still lack organisational sensitivity. In practise they seem to have the potential of growing into the innovator profile. In order to develop organisational sensitivity, good coaching in the early years of their career often seems to be invaluable.