Conscious Dynamics® has extensive experience in consulting with organizations and offering customized training using the Enneagram in the workplace. The Conscious Dynamics® process has proven to be an excellent training opportunity for business leaders, managers, human resource personnel and all company employees to discover their best selves and increase the effectiveness of their relationships at work.
Conscious Dynamics® understands that the culture of an organization is routinely created from the verbal and nonverbal messages expressed by the leadership team about how people are expected to behave, what is important, what is valued, and what people have to do to fit in and be rewarded. In most organizations, the leadership team is often unaware of the messages they display and express. Our point of view is that culture is something that can be consciously influenced and crafted by the leadership team by learning and applying the wisdom of the Enneagram throughout the company.
A medium-size manufacturing company contracted with Conscious Dynamics® to provide training on communication, feedback, conflict resolution and consulting on the organization structure. The process of identifying personality types of each staff member revealed interesting insights into interaction dynamics and illustrated type in action. The findings confirmed the value of applying the Enneagram at work and the significance of its impact on company culture.
The CEO presented his concerns in a pleasant style and was able to see all sides of the discussions. Indicative of Type 9 (Moderator), he had some difficulty with confrontation, conflict, and anger, and often chose to avoid them. In an effort to obtain help with improving communication, feedback, and conflict resolution, he went outside the company asked Conscious Dynamics® to handle the situation.
Initial interviews and trainings revealed that there was a distinct “us vs. them” attitude throughout the organization. This separation of people in the company was divided along administrative and operational functions led by the Chief Financial Officer on one side and the President on the other. The personality and interaction management of these individuals affected their departments and the entire organization.
Communication was held close to the vest and information was not shared with any of the people on the “other side”. The company had done no prior training of its employees whatsoever.
The Conscious Dynamics training modules were very well received and greatly appreciated by all of the company staff members.
The Operations side included the President (Type 8: Defender) who was driven by power and control. His goal was to be in charge and to grow the company. The highest priority was placed on production. To no surprise, the Production Manager (Type 8) was given authorization to add headcount and mobilize the resources, as desired. The Shipping and Receiving Manager (Type 3: Doer) was very good at getting product shipped quickly. The Manufacturing Engineer (Type 6: Questioner) and Quality Control Manager (Type 6) were aptly doubtful, dutiful and problem-solving. The Customer Service Manager (Type 7: Adventurer) was optimistic, charming and disarming with customers and, kept options open for the company.
The Administration side included the Chief Financial Officer; (Type 1: Judge) whose worry about getting it right lead to procrastination or too much attention to detail. Her goal was to do whatever she did to the best of its ability. The Purchasing Manager (Type 1) was very well organized and paid close attention to making the right decision in buying commodities, materials, and supplies. The Office Manager (Type 2: Provider) focused on relationships and always wanted to help people. The Human Resource Manager (Type 9: Mediator) was able to see all points of view and sought harmony.
The Enneagram personality types in each position affirmed and supported their roles and scope of work responsibilities.
Strengthening an organization’s capacity for collaboration requires a combination of investments in building relationships and trust, in developing a culture in which senior leaders are role models of cooperation, and smart decisions about the ways teams are formed, roles are defined, and challenges and tasks are articulated.
The Enneagram is a big help in understanding individual and group dynamics, and creating teams for problem solving and developing new projects. It is very good for assessing strengths and matching people with jobs that take advantage of their natural abilities. Although there are plenty of exceptions, certain personality styles are often simply better at certain tasks. After employing the Enneagram to choose team members or assign roles you can use it to keep the team focused on its goals as well as resolve disputes and overcome inhibitors. Among other things, the Enneagram helps team members speak the same language and stay mindful of each other’s unique contribution to support the organizations success.
Tom Sylvester, B.S., M.B.A., is the President of Conscious Dynamics, LLC, a certified teacher/trainer of the Enneagram, an adjunct and graduate of the School of Conscious Living, and a certified Personal Life Coach.
Conscious Dynamics® understands that the culture of an organization is routinely created from the verbal and nonverbal messages expressed by the leadership team about how people are expected to behave, what is important, what is valued, and what people have to do to fit in and be rewarded. In most organizations, the leadership team is often unaware of the messages they display and express. Our point of view is that culture is something that can be consciously influenced and crafted by the leadership team by learning and applying the wisdom of the Enneagram throughout the company.
A medium-size manufacturing company contracted with Conscious Dynamics® to provide training on communication, feedback, conflict resolution and consulting on the organization structure. The process of identifying personality types of each staff member revealed interesting insights into interaction dynamics and illustrated type in action. The findings confirmed the value of applying the Enneagram at work and the significance of its impact on company culture.
The CEO presented his concerns in a pleasant style and was able to see all sides of the discussions. Indicative of Type 9 (Moderator), he had some difficulty with confrontation, conflict, and anger, and often chose to avoid them. In an effort to obtain help with improving communication, feedback, and conflict resolution, he went outside the company asked Conscious Dynamics® to handle the situation.
Initial interviews and trainings revealed that there was a distinct “us vs. them” attitude throughout the organization. This separation of people in the company was divided along administrative and operational functions led by the Chief Financial Officer on one side and the President on the other. The personality and interaction management of these individuals affected their departments and the entire organization.
Communication was held close to the vest and information was not shared with any of the people on the “other side”. The company had done no prior training of its employees whatsoever.
The Conscious Dynamics training modules were very well received and greatly appreciated by all of the company staff members.
The Operations side included the President (Type 8: Defender) who was driven by power and control. His goal was to be in charge and to grow the company. The highest priority was placed on production. To no surprise, the Production Manager (Type 8) was given authorization to add headcount and mobilize the resources, as desired. The Shipping and Receiving Manager (Type 3: Doer) was very good at getting product shipped quickly. The Manufacturing Engineer (Type 6: Questioner) and Quality Control Manager (Type 6) were aptly doubtful, dutiful and problem-solving. The Customer Service Manager (Type 7: Adventurer) was optimistic, charming and disarming with customers and, kept options open for the company.
The Administration side included the Chief Financial Officer; (Type 1: Judge) whose worry about getting it right lead to procrastination or too much attention to detail. Her goal was to do whatever she did to the best of its ability. The Purchasing Manager (Type 1) was very well organized and paid close attention to making the right decision in buying commodities, materials, and supplies. The Office Manager (Type 2: Provider) focused on relationships and always wanted to help people. The Human Resource Manager (Type 9: Mediator) was able to see all points of view and sought harmony.
The Enneagram personality types in each position affirmed and supported their roles and scope of work responsibilities.
Strengthening an organization’s capacity for collaboration requires a combination of investments in building relationships and trust, in developing a culture in which senior leaders are role models of cooperation, and smart decisions about the ways teams are formed, roles are defined, and challenges and tasks are articulated.
The Enneagram is a big help in understanding individual and group dynamics, and creating teams for problem solving and developing new projects. It is very good for assessing strengths and matching people with jobs that take advantage of their natural abilities. Although there are plenty of exceptions, certain personality styles are often simply better at certain tasks. After employing the Enneagram to choose team members or assign roles you can use it to keep the team focused on its goals as well as resolve disputes and overcome inhibitors. Among other things, the Enneagram helps team members speak the same language and stay mindful of each other’s unique contribution to support the organizations success.
Tom Sylvester, B.S., M.B.A., is the President of Conscious Dynamics, LLC, a certified teacher/trainer of the Enneagram, an adjunct and graduate of the School of Conscious Living, and a certified Personal Life Coach.
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