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Navigation guide |
It is important to keep in mind that our mental process has developed based on the response system we have developed, often unconsciously, in reaction to stimuli from our family, school, and social environments in which we evolved during childhood, as well as the environments we have been in throughout our lives and in which we currently exist. Therefore, our brain preferentially activates certain brain mechanisms during mental activity; mechanisms that condition our entire mode of functioning. And these responses have shaped and continue to shape our personality! |
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Whether we communicate with ourselves or with others, we all play the roles of sender and receiver in turn. We use our brain to encode everything we emit and to decode everything we receive. |
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The sequence of resource activation is not fixed; he may change depending on circumstances and experiences. For example, news of a sad event or the behavior of a person may cause our brain to activate a different brain resource, thereby altering the usual sequence. |
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The results reflect the activation of brain resources by the brain at the time the questionnaire was completed. Generally, this corresponds to the usual activation of brain resources that characterize the individual. For the vast majority of people (99.68% of respondents), their brain activates a sequence of brain resources; only 0.32% of the sample operates with a single brain resource. |
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© Maieutik International Ltd. 1997-2025
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Color codes |
SECTION ONE - On an individual level: Brain activation of 4 types of intelligence |
Intuitive Intelligence | ||
Logical Intelligence | ||
Rational Intelligence | ||
Reactive Intelligence | ||
SECTION TWO - Leadership and interpersonal relationships: the 4 foundations |
Individuality | ||
Mobilization | ||
Centralization | ||
Altruism | ||
SECTION THREE - Work and activities: 4 types of strengths and talents |
Innovate | ||
Build | ||
Manage and / or Administer | ||
Assist | ||
Each piece of information regarding the type of intelligence, leadership foundation, interpersonal relationships, and type of activities is preceded by a vertical line in the corresponding color. The same color coding is found on the graphs. |
© Maieutik International Ltd. 1997-2025
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Additional information |
When hovering over different sections of the graphs, a tooltip will automatically appear with additional information. By clicking on the eye icon and the text identifying the subject, you get more details about the topic. |
© Maieutik International Ltd. 1997-2025
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The hierarchical activation of tabs. |
⇒ Click to access ADDITIONAL INFORMATION on: Color codes | ||
⇒ Click to access ADDITIONAL INFORMATION on: Additional information | ||
⇒ Click to access ADDITIONAL INFORMATION on: The hierarchical activation of tabs. | ||
© Maieutik International Ltd. 1997-2025
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Brain resources |
It is important to keep in mind that our mental process has developed based on the response system we have developed, often unconsciously, in reaction to stimuli from our family, school, and social environments in which we evolved during childhood, as well as the environments we have been in throughout our lives and in which we currently exist. Therefore, our brain preferentially activates certain brain mechanisms during mental activity; mechanisms that condition our entire mode of functioning. And these responses have shaped and continue to shape our personality! |
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Whether we communicate with ourselves or with others, we all play the roles of sender and receiver in turn. We use our brain to encode everything we emit and to decode everything we receive. |
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The sequence of resource activation is not fixed; he may change depending on circumstances and experiences. For example, news of a sad event or the behavior of a person may cause our brain to activate a different brain resource, thereby altering the usual sequence. |
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The results reflect the activation of brain resources by the brain at the time the questionnaire was completed. Generally, this corresponds to the usual activation of brain resources that characterize the individual. For the vast majority of people (99.68% of respondents), their brain activates a sequence of brain resources; only 0.32% of the sample operates with a single brain resource. |
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© Maieutik International Ltd. 1997-2025
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Which sequence of intelligences best meets the position or role requirements? |
What is expected of the person in this role? Will this person primarily need to primarily : |
Conceive, create, imagine new approaches, new concepts, new ideas by thinking outside the box? If this is the case: this person's brain should activate primarily the resources of their Intuitive Intelligence and will operate through Intuitive Deduction. |
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Develop, build based on logical, coherent structures? If this is the case: this person's brain should activate primarily the resources of their Logical Intelligence and will operate through Logical Comprehension. |
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Preserve what has been achieved by exercising caution, relying on what is already in place, validated, and proven effective? If this is the case: this person's brain should activate primarily the resources of their Rational Intelligence and will operate through Rational Reasoning. |
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Provide administrative support with availability and helpfulness if the role requires a dependable person you can rely on without a second thought? If this is the case: this person's brain should activate primarily the resources of their Reactive Intelligence and will operate through Emotional Reaction. |
and secondarily :
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Conceive, create, imagine new approaches, new concepts, new ideas by thinking outside the box? |
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Develop, build based on logical, coherent structures? |
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Preserve what has been achieved by exercising caution, relying on what is already in place, validated, and proven effective? |
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Provide administrative support with availability and helpfulness if the role requires a dependable person you can rely on without a second thought? |
© Maieutik International Ltd. 1997-2025
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Brain resource sequence |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Intuitive Intelligence | 0,17% | 0,23% | 0,14% | -0,09% |
Intuitive Intelligence only | 0,00% | 0,00% | 0,00% | 0,00% |
Intuitive Intelligence + Logical Intelligence | 0,16% | 0,16% | 0,14% | -0,02% |
Intuitive Intelligence + Rational Intelligence | 0,01% | 0,07% | 0,00% | -0,07% |
Intuitive Intelligence + Reactive Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Logical Intelligence | 33,30% | 49,81% | 28,34% | -21,47% |
Logical Intelligence only | 0,00% | 0,00% | 0,00% | 0,00% |
Logical Intelligence + Intuitive Intelligence | 12,02% | 20,28% | 8,35% | -11,93% |
Logical Intelligence + Rational Intelligence | 20,85% | 29,53% | 19,99% | -9,55% |
Logical Intelligence + Reactive Intelligence | 0,43% | 0,00% | 0,00% | 0,00% |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Rational Intelligence | 58,26% | 46,85% | 61,53% | +14,67% |
Rational Intelligence only | 0,06% | 0,00% | 0,00% | 0,00% |
Rational Intelligence + Intuitive Intelligence | 0,01% | 0,00 | 0,00% | 0,00% |
Rational Intelligence + Logical Intelligence | 23,06% | 22,53% | 22,27% | -0,26% |
Rational Intelligence + Reactive Intelligence | 35,12% | 24,32% | 39,26% | +14,94% |
From this group operating with this sequence, Rational Intelligence : Result of 75% and above + Reactive Intelligence |
80,33% | 78,91% | 81,82% | 2,90% |
Rational Intelligence : Result between 60% and 75% + Reactive Intelligence | 15,87% | 17,25% | 12,36% | -4,89% |
Thus, we observe a clear dominance of this sequence with results of 60% and above, *** | 96,17% | 94,18% |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Reactive Intelligence | 8,27% | 3,11% | 9,99% | +6,88% |
Reactive Intelligence only | 0,08% | 0,08% | 0,43% | +0,35% |
Reactive Intelligence + Intuitive Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
Reactive Intelligence + Logical Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
Reactive Intelligence + Rational Intelligence | 7,99% | 3,03% | 9,99% | +6,53% |
* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
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** Difference between the year 1999 and the year 2023.
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*** For reference, the highest result among people whose brain first activates their Intuitive Intelligence is 67% and 63% for Logical Intelligence
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© Maieutik International Ltd. 1997-2025
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What leadership sequence is best suited to meet the position's requirements? |
What is expected of the person in this role? Will this person need to primarily : |
Work alone? Respect everyone's freedom? Let others make decisions for themselves? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Individuality. |
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Collaborate? Motivate their team? Encourage participation from everyone? Help others give their best effort? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Mobilization. |
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Lead? Give orders? Tell others what to do and how to do it? Make tough, sometimes unpopular decisions? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Centralization. |
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Work in a team? Show empathy, solidarity, compassion? Have a strong sense of listening? Assist and support others? (e.g., customer assistance) Anticipate others' needs? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Altruism. |
And what would be the ideal sequence to complement this primary leadership foundation? |
Considering this person's profile, |
With whom do they have the most affinity? |
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With whom do they have the most complementarity? |
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With whom are they most likely to have divergences or conflicts? |
© Maieutik International Ltd. 1997-2025
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What talents, what strengths must the person possess to successfully fulfill their tasks? |
What is expected of the person in this role? Will this person need to primarily : |
Innovate: imagine - create - design - conceptualize |
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Build: undertake - realize - start - structure |
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Manage: consolidate - lead - optimize |
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Administer: execute - apply or enforce - ensure execution |
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Assist: support - back - make oneself available |
What other talents, what other strengths would complement this primary strength well? |
In this position, to perform their tasks, will the person need to primarily: |
Conceive, create, imagine new approaches, new concepts, new ideas by thinking outside the box? |
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Develop, build based on logical, coherent structures? |
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Preserve what has been achieved by exercising caution, relying on what is already in place, validated, and proven effective? |
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Provide administrative support with availability and helpfulness if the role requires a dependable person you can rely on without a second thought? |
What types of leadership should they exercise? What should be the foundations of their interpersonal relationships? |
Will the person need to respect each individual's freedom and free will? Will they need to abstain from any form of interference? Then their leadership and interpersonal relationships should primarily be based on Individuality. |
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Will the person need to seek to mobilize others, to empower them? Will they need to provide positive feedback? Then their leadership and interpersonal relationships should primarily be based on Mobilization. |
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Will the person need to direct others, give orders, tell others what to do and how to do it, and require others to follow directives without questioning? Then their leadership and interpersonal relationships should primarily be based on Centralization. |
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Will the person need to help others, support them, listen to them, console them, and show empathy? Then their leadership and interpersonal relationships should primarily be based on Altruism. |
Considering this person's profile, |
Will they operate within their Optimal Performance Zone? |
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Will they be able to fully realize their potential and achieve complete self-fulfillment? |
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Should tasks be distributed, delegating to others those tasks that may lead the person to operate outside their Optimal Performance Zone? |
© Maieutik International Ltd. 1997-2025
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Leadership |
Leadership foundations | Median* | 1999 | 2023 | Difference** |
Individuality | 9,15% | 7,61% | 7,57% | +0,05% |
Individuality only | 0,00% | 0,00% | 0,00% | 0,00% |
Individuality + Mobilization | 2,05% | 2,25% | 1,86% | -0,40% |
Individuality + Centralization | 1,98% | 1,32% | 1,57% | +0,25% |
Individuality + Altruism | 5,12% | 4,04% | 4,14% | +0,10% |
Leadership foundations | Median* | 1999 | 2023 | Difference** |
Mobilization | 8,23% | 13,83% | 7,35% | -6,48% |
Mobilization only | 0,00% | 0,00% | 0,00% | 0,00% |
Mobilization + Individuality | 0,02% | 0,08% | 0,00% | -0,08% |
Mobilization + Centralization | 0,52% | 0,78% | 0,29% | -0,49% |
Mobilization + Altruism | 7,69% | 12,97% | 7,06% | -5,91% |
Leadership foundations | Median* | 1999 | 2023 | Difference** |
Centralization | 50,38% | 49,11% | 53,96% | +4,86% |
Centralization only | 0,00% | 0,00% | 0,00% | 0,00% |
Centralization + Individuality | 0,03% | 0,08% | 0,00% | +0,08% |
Centralization + Mobilization | 23,84% | 22,38% | 26,27% | +3,89% |
Centralization + Altruism | 26,51% | 26,65% | 27,69% | +1,04% |
Leadership foundations | Median* | 1999 | 2023 | Difference** |
Altruism | 32,24% | 29,45% | 31,12% | +1,67% |
Altruism solely | 0,00% | 0,00% | 0,00% | 0,00% |
Altruism + Individuality | 1,34% | 2,18% | 1,43% | -0,75% |
Altruism + Mobilization | 13,77% | 15,54% | 11,06% | -4,48% |
Altruism + Centralization | 17,13% | 11,73% | 18,63% | +6,90% |
* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
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** Difference between the year 1999 and the year 2023.
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© Maieutik International Ltd. 1997-2025
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Work and activities |
Strengths and talents for | Median* | 1999 | 2023 | Difference** |
Innovate | 3,27% | 4,51% | 3,14% | -1,37% |
Only Innovate | 0,00% | 0,00% | 0,00% | 0,00% |
Innovate + Build | 1,35% | 1,94% | 0,78% | -1,16% |
Innovate + Manage / Administer | 1,92% | 2,56% | 2,36% | -0,20% |
Innovate + Assist | 0,00% | 0,00% | 0,00% | 0,00% |
Strengths and talents for | Median* | 1999 | 2023 | Difference** |
Build | 18,44% | 27,66% | 13,99% | -13,67% |
Only Build | 0,00% | 0,00% | 0,00% | 0,00% |
Build + Innovate | 12,25% | 21,06% | 8,21% | -12,85% |
Build + Manage / Administer | 6,19% | 6,60% | 5,78% | -0,82% |
Build + Assist | 0,00% | 0,00% | 0,00% | 0,00% |
Strengths and talents for | Median* | 1999 | 2023 | Difference** |
Manage / Administer | 71,36% | 64,96% | 74,95% | +9,99% |
Only Administer | 0,00% | 0,00% | 0,00% | |
Manage / Administer + Innovate | 13,89% | 15,23% | 11,06% | -4,17% |
Manage / Administer + Build | 28,97% | 31,08% | 31,62% | +0,54% |
Administer + Assist | 28,50% | 18,65% | 32,27% | +13,61% |
Strengths and talents for | Median* | 1999 | 2023 | Difference** |
Assist | 6,94% | 2,87% | 7,92% | +5,05% |
Only Assist | 0,19% | 0,00% | 0,50% | +0,50% |
Assist + Innovate | 0,03% | 0,00% | 0,00% | 0,00% |
Assist + Build | 0,00% | 0,00% | 0,00% | 0,00% |
Assist + Administer | 6,73% | 2,87% | 7,92% | +4,55% |
* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
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** Difference between the year 1999 and the year 2023.
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© Maieutik International Ltd. 1997-2025
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Logical Intelligence |
Some people operate more through logic and analysis, seeking to understand the underlying reasons behind everything. Their brain activates the resources of their Logical Intelligence. They operate from within toward the external world, grounding their thoughts, arguments, evaluations, and behaviors on their own reflections, which they project onto their environment. They rely on logic, coherence, and common sense, known as a mode of operation through Logical Comprehension. This approach makes these individuals receptive to anything, as long as it is logical, hence open-mindedness as a strength. |
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Statistics:
In 1999, for 49,81%of the sample, their brain primarily activated the resources of their Logical Intelligence. In 2023, for 28,34%of the sample, their brain primarily activated the resources of their Logical Intelligence. Evolution: Over 25 years, a decrease in -21,47%. This decrease has been consistent since 2002. |
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© Maieutik International Ltd. 1997-2025
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Intuitive Intelligence |
To help you understand who Ray is, here are some traits common to these individuals: Some people plan very little. They prefer to follow their intuitions, impulses, and feelings without overthinking. Their brain activates the resources of their Intuitive Intelligence, and they derive their understanding of the world intuitively. As their process unfolds, solutions arise, and ideas develop spontaneously, without forcing anything, allowing time to take its course, knowing that answers will come when the time is right. These individuals operate from within toward the external world, relying on what their impulses and intuitions inspire in them. This is known as a mode of operation through Intuitive Deduction. For these people, everything starts from within, and whether they are understood or not is of little importance; what truly matters is following through on their impulses, feelings, and passions, hence boldness as a strength. |
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Statistics:
In 1999, for 0,23%of the sample, their brain primarily activated the resources of their Intuitive Intelligence. In 2023, for 0,14%of the sample, their brain primarily activated the resources of their Intuitive Intelligence. Evolution: Over 25 years, a decrease in -0,09%. |
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© Maieutik International Ltd. 1997-2025
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Reactive Intelligence |
Some individuals respond more emotionally to the stimuli they receive from their environment. Their brain activates the resources of their Reactive Intelligence. The emotions and feelings triggered by these stimuli shape their reactions, be it joy, sadness, frustration, happiness, well-being, or discomfort. The external world and the behaviors of others determine their emotional responses. This is known as a mode of operation through Emotional Reaction. These individuals need to feel valued, appreciated, and accepted by those around them, hence dedication as a strength to meet these needs. |
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Statistics:
In 1999, for 3,11%of the sample, their brain primarily activated the resources of their Reactive Intelligence. In 2023, for 9,99%of the sample, their brain primarily activated the resources of their Reactive Intelligence. Evolution: Over 25 years, an increase in +6,88%. This increase has been consistent since 2002, absorbing part of the decrease experienced by the Logical Intelligence. |
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© Maieutik International Ltd. 1997-2025
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Rational Intelligence |
Some people operate more from a need for security, conformity, and belonging. They seek to integrate into their environment and adopt the values, beliefs, practices, and behaviors upheld by it. Their brain activates the resources of their Rational Intelligence. The environment dictates their behaviors, values, and beliefs, determining what is accepted and acceptable. This is known as a mode of operation through Rational Reasoning. These individuals rely on what has been validated, proven, and established in their communities, hence caution as a strength. |
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Statistics:
In 1999, for 46,85%of the sample, their brain primarily activated the resources of their Rational Intelligence. In 2023, for 61,53%of the sample, their brain primarily activated the resources of their Rational Intelligence. Evolution: Over 25 years, an increase in +14,67%. This increase has been consistent since 2002, absorbing part of the decrease experienced by the Logical Intelligence. |
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© Maieutik International Ltd. 1997-2025
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What are the brain resources activated by the brain? |
This strength concerns all individuals. To fully grasp its scope, it is highly recommended to first review the analysis of this point by clicking on the tab On an individual level in the Complete Analysis. |
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4 types of brain resources |
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1 - Resources of Intuitive Intelligence |
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To help you understand who Ray is, here are some traits common to these individuals: Some people plan very little. They prefer to follow their intuitions, impulses, and feelings without overthinking. Their brain activates the resources of their Intuitive Intelligence, and they derive their understanding of the world intuitively. As their process unfolds, solutions arise, and ideas develop spontaneously, without forcing anything, allowing time to take its course, knowing that answers will come when the time is right. These individuals operate from within toward the external world, relying on what their impulses and intuitions inspire in them. This is known as a mode of operation through Intuitive Deduction. For these people, everything starts from within, and whether they are understood or not is of little importance; what truly matters is following through on their impulses, feelings, and passions, hence boldness as a strength. |
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2 - Resources of Logical Intelligence |
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Some people operate more through logic and analysis, seeking to understand the underlying reasons behind everything. Their brain activates the resources of their Logical Intelligence. They operate from within toward the external world, grounding their thoughts, arguments, evaluations, and behaviors on their own reflections, which they project onto their environment. They rely on logic, coherence, and common sense, known as a mode of operation through Logical Comprehension. This approach makes these individuals receptive to anything, as long as it is logical, hence open-mindedness as a strength. |
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3 - Resources of Rational Intelligence |
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Some people operate more from a need for security, conformity, and belonging. They seek to integrate into their environment and adopt the values, beliefs, practices, and behaviors upheld by it. Their brain activates the resources of their Rational Intelligence. The environment dictates their behaviors, values, and beliefs, determining what is accepted and acceptable. This is known as a mode of operation through Rational Reasoning. These individuals rely on what has been validated, proven, and established in their communities, hence caution as a strength. |
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4 - Resources of Reactive Intelligence |
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Some individuals respond more emotionally to the stimuli they receive from their environment. Their brain activates the resources of their Reactive Intelligence. The emotions and feelings triggered by these stimuli shape their reactions, be it joy, sadness, frustration, happiness, well-being, or discomfort. The external world and the behaviors of others determine their emotional responses. This is known as a mode of operation through Emotional Reaction. These individuals need to feel valued, appreciated, and accepted by those around them, hence dedication as a strength to meet these needs. |
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© Maieutik International Ltd. 1997-2025
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In what types of activities does the person maximize their potential, and what is the optimal allocation of their time to each of these activities to evolve within their Optimal Performance Zone? |
This strength concerns all individuals. To fully grasp its scope, it is highly recommended to first review the analysis of this point by clicking on the tab At work in the Complete Analysis. |
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4 types of activities |
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1 - Strengths and talents for activities that allow to innovate, to create |
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The person must be able to evolve in an environment without boundaries, without limits, where each person is responsible for themselves, where everyone sets their own course, and where each person is accountable for their actions. |
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2 - Strengths and talents for activities that allow to build, to undertake |
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The person must be able to evolve in an environment that promotes initiative and accountability for everyone; where the right to make mistakes is allowed; where differing opinions are accepted; where consultation occurs in all directions. |
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3 - Strengths and talents for activities that allow to manage, to consolidate / to administer, to execute |
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The person must be able to evolve in an environment structured, organized; engaging in planned activities with well-defined objectives and precise deadlines. |
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The person must be able to evolve in an environment structured, organized; engaging in planned activities with clearly defined objectives, a well-defined task description, and precise deadlines. |
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4 - Strengths and talents for activities that allow to assist, to support |
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The person must be able to evolve in an environment where everyone can rely on each other, where mutual aid takes precedence over competition; where the human aspect is considered. |
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Naturally, because the brain activates multiple types of intelligence in most people, the way they approach these tasks should be weighted based on results for the different types of functioning. |
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© Maieutik International Ltd. 1997-2025
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Priority Management |
Priority management is establishing the list of what needs to be done first, in order of priority... |
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Priority management thus involves a concept of hierarchy and a sense of urgency regarding actions to be taken to allocate tasks among people based on their skills, abilities, strengths, and talents. |
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Setting priorities is a role that falls to decision-makers, but it is also their role to anticipate in order to avoid catastrophic situations, to prevent chaos. |
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Priority management involves, among other things: - a mobilizing leadership concept
- a capacity for anticipation - a decisiveness - quick decision-making skills - a talent for steering everyone involved in the same direction - the ability to stay calm and maintain control over the situation, as well as control over one's reactions and frustrations - mastery over one's own stress and fears to give clear, concise, precise instructions |
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What about priority management in remote work? What is the impact on personnel, on those who must carry out these tasks, if priorities change? |
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For many people, consistency in tasks is a stabilizing factor; routine, picking up work where it was left off yesterday, provides reference points that aid in the person's effectiveness and productivity. |
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Too many changes, unexpected changes, or changes that seem improvised can be destabilizing for most people and may indicate a lack of planning or a lack of anticipation in managing priorities and work. |
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In remote work, as well as in in-person work, it is the responsibility of leaders, direct supervisors, and coordinators to distribute work and prioritize tasks. Ideally, the directive should be: “ When you finish the current task, please start on this... ” |
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It is highly counterproductive to ask someone to stop one activity to focus on another, only to return to the initial task later. |
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Of course, unexpected situations and emergencies cannot be avoided, but it is possible to identify individuals who are least likely to be disturbed by shifting priorities, task changes, or anything that may affect routine, and assign them these urgent tasks. |
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In remote work, - priority management takes on a different dimension and can have consequences, impacting procrastination
- it is more about making choices, such as: “Should I work, or should I do something else? ”
“Should I first get rid of the tasks that annoy me, or should I put them off and do what I enjoy more? ” |
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Hence the importance of maintaining a person's motivation and adapting interventions according to their motivational process, not assuming that what works with one person will work with another. |
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© Maieutik International Ltd. 1997-2025
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Leadership and interpersonal relationships |
Leadership can be summed up in one word: influence. The influence of one individual on another, on a group—in short, influence on his surroundings. Everyone exerts a certain influence on others; therefore, everyone exercises some form of leadership. The fundamental question is on what foundations, on what principles a person bases . |
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A person who respects the freedom of each individual; who respects his free will, does not interfere in others' lives, in their decisions; who exercises leadership and bases his interpersonal relationships on Individuality. |
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A person who seeks to mobilize others, to empower them, who provides positive feedback; who exercises leadership and bases his interpersonal relationships on Mobilization. |
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A person who seeks to direct others, to demand from them, who gives orders, who expects him obedience, who does not accept being questioned; who exercises leadership and bases his interpersonal relationships on Centralization. |
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A person who seeks to help others, to support them, to console them, who tends to anticipate others' needs, sometimes even to his own detriment; who exercises leadership and bases his interpersonal relationships on Altruism. |
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Statistically, from a sample of over 100,000 respondents, all individuals (99.99%) base their leadership and interpersonal relationships on a combination of at least two foundations. |
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© Maieutik International Ltd. 1997-2025
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Mobilization |
Mobilization: The gatherer, the coach, the go-to person.
based on complicity; cooperation; understanding; delegation; equal relationships; the involvement of all. where everyone works together toward a common goal, in a relationship grounded in fair sharing based on merit and effort, where each person is encouraged to leverage his strengths, his qualities to fully realize his potential. |
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Statistics:
In 1999, 13,83% of the sample based their leadership and interpersonal relationships primarily on Mobilization. In 2023, 7,35% of the sample based their leadership and interpersonal relationships primarily on Mobilization. Evolution: Over 25 years, a decrease in -6,48%. |
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© Maieutik International Ltd. 1997-2025
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Altruism |
Altruism: The conciliator, the confidant, the friend, the attentive listener.
based on solidarity; listening; empathy; mutual reinforcement; participation from all; consensus; respect for differences. where sharing and mutual assistance prevail; the strong protect and support the weak; everyone has the right to his chance, his second chance, his third... In short, all for one, one for all, even if it may sometimes be at the expense of the whole. |
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Statistics:
In 1999, 29,45% of the sample based their leadership and interpersonal relationships primarily on Altruism. In 2023, 31,12% of the sample based their leadership and interpersonal relationships primarily on Altruism. Evolution: Over 25 years, an increase in +1,67%. |
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© Maieutik International Ltd. 1997-2025
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Individuality |
Individuality: The free thinker, the independent mind.
based on free will; self-determination for oneself and others; independence of mind, ideas, opinions, and actions; non-affiliation; non-interference; live and let live. where there is neither master nor disciple; neither superior nor subordinate; each person is free; each person is responsible for what him happens to them; each person is the master of his destiny. Or, on an individual level, the person's brain primarily activates the resources of his Reactive Intelligence This is also leadership and interpersonal relationships based on non-interference, to avoid offending others, not to alienate them for fear of losing the esteem and recognition one needs. This situation may lead the person to self-validate, self-congratulate, or self-deprecate, positioning as a victim if if he does not receive the esteem, recognition, and appreciation from his environment that he needs. |
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Statistics:
In 1999, 7,61% of the sample based their leadership and interpersonal relationships primarily on Individuality. In 2023, 7,57% of the sample based their leadership and interpersonal relationships primarily on Individuality. Evolution: Over 25 years, a decrease in +0,05%. |
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© Maieutik International Ltd. 1997-2025
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Centralization |
Centralization: The leader, the head, the decision-maker, the centralizer, the commander, the one who gives orders.
based on Centralization, emphasizing allegiance; the spirit of a clan or group; the importance of respecting authority, rules, and hierarchy; the need for belonging; the need for recognition. based on Centralization, which also means that everyone conforms to directives; everyone respects structures and protocols. Promotions are based on seniority, due reward, and collective agreements. |
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Statistics:
In 1999, 49,11% of the sample based their leadership and interpersonal relationships primarily on Centralization. In 2023, 53,96% of the sample based their leadership and interpersonal relationships primarily on Centralization. Evolution: Over 25 years, an increase in +4,86%. |
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© Maieutik International Ltd. 1997-2025
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The Art of Human Potential Management |
The progress of any process, any project, can be summarized in 4 main stages. 4 crucial stages that unfold in an unchanging sequence and require specific qualities and talents.
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First stage:
Finding the idea and conceptualizing it This is the phase of innovation, where one must rely on imagination and creativity, ideally going off the beaten path, doing things differently than others. Ideally, this phase involves people who operate through Intuitive Deduction + Logical Comprehension and who have talents for Innovate + Build |
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Second stage:
Realizing the idea and making it viable This is the phase of concretization, where one must develop, structure, and implement; essentially Build with a logical, coherent structure. Ideally, this phase involves people who operate through Logical Comprehension + Intuitive Deduction and who have talents for Build + Innovate |
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Third stage:
Implementing the idea and making it profitable This is the phase of management, where one must consolidate, establish, and generalize protocols and procedures to ensure profitability while being in compliance with industry standards. Ideally, this phase involves people who operate through Logical Comprehension + Rational Reasoning and who have talents for Build + Manage This phase may also be handled by people who operate through Rational Reasoning + Logical Comprehension and who have talents for Manage + Build |
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Fourth stage:
Applying and Generalizing This is the phase of administration, where one must apply and ensure the application of protocols and procedures. Ideally, this phase involves people who operate through Rational Reasoning + Logical Comprehension and who have talents for Manage + Build. This phase may also be handled by people who operate through Rational Reasoning + Emotional Reaction and who have talents for Administer + Assist |
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The art of managing human resources and individual potential lies in balancing and aligning with the project's progress to always have the right person in the right role, at the right time, with the right team, while anticipating to keep people within their optimal performance zones, allowing each individual to fully realize their potential. |
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Statistics:
In 1999, 4,51% of the sample had talents primarily for Innovate. In 2023, 3,14% of the sample had talents primarily for Innovate. Evolution: Over 25 years, a decrease in -1,37%. |
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Statistics:
In 1999, 27,66% of the sample had talents primarily for Build. In 2023, 13,99% of the sample had talents primarily for Build. Evolution: Over 25 years, a decrease in -13,67%. |
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Statistics:
In 1999, 64,96% of the sample had talents primarily for Manage / Administer. In 2023, 74,95% of the sample had talents primarily for Manage / Administer. Evolution: Over 25 years, an increase in +9,99%. |
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Statistics:
In 1999, 2,87% of the sample had talents primarily for Assist. In 2023, 7,92% of the sample had talents primarily for Assist. Evolution: Over 25 years, an increase in +5,05%. |
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© Maieutik International Ltd. 1997-2025
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Optimal Performance Zones |
Optimal performance zones serve as an indicator to describe a person's tasks and allocate time to different types of activities. |
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When someone operates within their performance zones, they are more productive and valuable to the company, as they can fully utilize their potential. This gives them a sense of self-fulfillment and enhances their motivation. |
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A person working outside their performance zones is less productive, less motivated, and more likely to engage in presenteeism, with potentially higher absenteeism. |
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It is important not to confuse PERFORMANCE ZONE with COMFORT ZONE. A cardiologist who leaves a major hospital operating room to practice cardiology with Doctors Without Borders exits their comfort zone but remains within their performance zone. However, if the cardiologist switches to pediatrics, they leave their performance zone. If the pediatrician takes the cardiologist's place, it would be best to avoid heart issues... |
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© Maieutik International Ltd. 1997-2025
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Managing and Administering |
It is important to distinguish between Manage and Administer: |
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Whether to manage or to administer, in both cases, the person seeks to stay within the frameworks and limits dictated by their Rational Intelligence They will stick to what they know, what they can control, what has proven effective, what is validated, proven, and accepted in their environment. They will also rely on the opinions of experts, those with authority, which allows them to protect their position and defend themselves in case of failure. The Manager may, however, be open and receptive to unconventional ideas as long as they are logical and coherent. |
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The manager will have, on an individual level, a Logical + Rational sequence, with a preference for logic, or Rational + Logical with a preference for rationality. |
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The administrator will have, on an individual level, a Rational + Reactive sequence, with a preference for rationality, or Reactive + Rational with a preference for reactivity. |
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© Maieutik International Ltd. 1997-2025
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Autonomy |
5 observations, whether in remote work or in-person: |
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1- If the autonomy result is, for example, 84%, the need for supervision and guidance is very different than if the result is 43%. |
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2- If, on an individual level, the brain activates a sequence: Logical Intelligence + Intuitive Intelligence, autonomy will manifest differently than if the brain activates a sequence Reactive Intelligence + Rational Intelligence, and the person’s needs will be different; the reference system will not rely on the same sources. |
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3- It is also understood that the relationship with others will differ. |
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4- It is also understood that strengths and talents at work will be expressed differently depending on the level of autonomy, and the need for supervision will need to be adjusted according to the level of autonomy. |
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5- In a coaching process, it is therefore very important to consider the person’s REFERENCE SOURCE in order to use their reference system. |
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© Maieutik International Ltd. 1997-2025
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Optimism, positive mindset |
5 observations, whether in remote work or in-person: |
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1- If the result for optimism, positive mindset is below 50%, there is a strong likelihood that the person tends to see the negative side of a situation, so support is needed to help them see the positive aspects as they may have a tendency to become discouraged. It’s no longer a strength; it becomes an issue and a source of procrastination. |
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2- If, on an individual level, their brain activates a sequence: Logical Intelligence + Intuitive Intelligence, their optimism and positive mindset will be based on a path Open-mindedness + Boldness; however, if their brain activates a sequence Reactive Intelligence + Rational Intelligence, their positive or negative attitude will depend on their reactions to stimuli received from their environment and on their sense of security or insecurity. In this case, the person may wonder “ Who can I rely on, who will help me? ” |
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3- It is also understood that their relationship with others will differ if their approach is based on positivity or on fears. |
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4- It is also understood that their strengths and talents at work will be expressed differently depending on whether the person sees the glass as half full or half empty. |
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5- In a coaching process, it is therefore very important to consider THEIR level of optimism in order to address them, as appropriate, in positive terms or to encourage positive thinking. |
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© Maieutik International Ltd. 1997-2025
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Initiative, proactivity |
5 observations, whether in remote work or in-person: |
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1- If the result for initiative, proactivity is below 50%, there is a strong likelihood that the person tends to let others take the initiative in their life. If it is above 50%, in line with their result, the person will seek to be the architect of their own life. |
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2- If, on an individual level, their brain activates a sequence: Logical Intelligence + Intuitive Intelligence, their initiative and proactivity will be based on open-mindedness + boldness, whereas if their brain activates a sequence Reactive Intelligence + Rational Intelligence, the foundations will not be the same. In this case, there is a higher likelihood that others will take the initiative in their life, and they will allow it. |
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3- It is also understood that their relationship with others will differ if the person bases their leadership and interpersonal relationships on an approach where they take the initiative versus one where others take the initiative. |
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4- It is also understood that the person’s strengths and talents at work will be expressed differently depending on whether they take the initiative or leave it, and depending on how quickly they act. |
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5- In a coaching process, it is therefore very important to consider THEIR level of initiative and proactivity, to either avoid hindering them or to encourage them to take more initiative and be proactive. |
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© Maieutik International Ltd. 1997-2025
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Work - Family Balance |
Did you know that balance is... |
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Balance is the fair distribution between... Balance: from the Latin aequilibrium, from aequus: equal and libra: balance, weight. It's therefore the capacity to distribute evenly... But balance isn't static; it's dynamic; it's a constant adjustment in motion, depending on circumstances, events, necessities, priorities, urgencies. This implies that, sometimes, the scale tips more to one side, sometimes more to the other side, and it's over time, across durations, that balance balances out. And importantly, balance is more about being than appearing. |
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Not everyone possesses this strength. |
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What does it take to maintain balance? What does it take to avoid overwork? What does it take to disconnect from work? What does it take to disconnect without feeling guilty? |
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- Knowing when to say “YES ” and when to say “NO ”. - Being able to say “YES ” and say “NO ” without feeling frustration or remorse. - Realizing that, regardless of our actions or decisions, the world keeps turning with or without us. |
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When I was just a child, my father used to tell me: “Nothing is ever worth pulling your hair out. ” He also told me, “People hold expectations toward others; they will hold expectations toward you. You are free to say yes or no. If someone feels frustrated by your refusal, that's their choice. They're free in their choices and reactions, and you are free in your choices and reactions. ” |
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And over time, I learned and understood - that you have to know yourself if you want to know others
- that you must accept yourself to accept others as they are - that you have to love yourself to love others - that you cannot give to others what you do not have... |
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Socrates advocated for “know thyself ”; it is the very foundation of maieutics. |
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Thus, to achieve this balance - it is essential to take care of one's own well-being and accept that others take care of theirs
- it is essential to seek harmony within oneself, one's life, one's surroundings, one's universe, and to accept that others also pursue this quest for themselves. |
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© Maieutik International Ltd. 1997-2025
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The source of motivation: self / others |
There are two sources of motivation: The person is their own source, their own reference criterion. We then speak of an internal reference system . The person draws their motivation, their reference criteria from others. We then speak of an external reference system . Some people may be 100% in one system or the other. Others may show a preference for one or an equilibrium between the two. In a coaching process, it is therefore very important to consider a person's SOURCE of motivation in order to use their reference system effectively. |
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INTERNAL REFERENCE: A person who has developed an internal reference system often tends to act as they have decided, regardless of others' judgments. They like to make their own decisions or, at the very least, feel that they are solely in control.
Motivation: This person motivates themselves by and for what originates from within. They may not need motivation, encouragement, or praise from outside sources, as they are their own motivation. They dislike having decisions made for them or being presented with models to emulate; this can dampen their motivation and desire to act. They prefer to be their own boss, their own model.
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EXTERNAL REFERENCE: A person who has developed an external reference system expects guidance, direction on what to do, how to do it, or how to proceed. They need to be guided and encouraged and prefer to rely on others' judgments and ideas.
Motivation: This person feels more secure and functions better when advised and assisted. They need direction. They prefer to be evaluated rather than evaluate themselves. They need motivation, encouragement, and praise from others.
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Main characteristics of a person who is their own source of motivation and of those who derive motivation from others! |
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Own source of motivation: | Others are his source of motivation: |
Refers to their own internal reference system |
Refers to others and external reference systems |
Makes their own decisions, choices, sets their own rules, develops their own thinking and opinions |
Lets others make decisions, adheres to others' choices, rules, opinions |
Relies on and refers to their own evaluation criteria |
Relies on evaluation criteria from external sources |
Is not easily influenced |
Is easily influenced |
May oppose a decision involving them even if it is the right one if they were not consulted or included in the decision |
Accepts others' decisions even if directly affected and without being consulted |
Sticks to their own ideas, opinions |
Accepts others' ideas and opinions and gives them more credibility |
Is their own source of motivation and internally knows when to feel satisfied |
Needs motivation and praise from others, even when unnecessary |
Dislikes being compared to others or presented with models or examples to follow |
Accepts comparisons to others, models, and examples to follow because it motivates them |
Independent of others |
Dependent on others |
© Maieutik International Ltd. 1997-2025
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Obtain / Not lose |
All human behaviors are based on two specific needs: OBTAIN pleasure, satisfaction, gain, achievement: the Carrot. The person moves toward what they want.
AVOID pain, discomfort, preserve, not lose: the Stick. The person seeks to move away from what they do not want. Consequently, some people are motivated by MOVING TOWARD what they want to achieve, their goals. Others are motivated by MOVING AWAY FROM what they dislike, what they want to avoid. When faced with a decision, an action to undertake, or a problem to solve, some people rush toward their goals without concern for obstacles and consequences. Others, more cautious, analyze and ponder extensively on how to avoid obstacles, minimize losses, and anticipate consequences. |
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MOVE TOWARD: The person who moves toward acts to get closer to their goals, to achieve an objective, to gain something. They tend not to see obstacles and focus only on the positive side.
Motivation: This person is motivated by moving forward and acting because they want to gain, obtain, achieve, realize.
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MOVE AWAY FROM: The person who seeks to move away from acts to avoid a situation deemed unpleasant. They try to distance themselves from it, often adopting an avoidance or escape behavior. The fear of the stick drives them to move away from the source of dissatisfaction or the situation considered disruptive or unsettling.
Motivation: Motivation: What motivates the person who attempts to move away from is the fear of losing what they possess. They act to protect their assets, guided by caution. They also act out of fear, under the threat of potential loss. It is noteworthy that these elements can be very powerful motivators.
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Main characteristics of a person who seeks to go 100% toward what they want or 100% away from what they do not want. |
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© Maieutik International Ltd. 1997-2025
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Initiative, proactivity, speed |
THE DYNAMICS OF ACTION determine the amount of energy a person deploys in the pursuit of their goals and objectives. It helps to specify how quickly this person gets moving, as well as the pace of their action. In any situation, in everything that happens in our lives, we have two choices: React by taking the initiative, showing proactivity. Wait for others to take the initiative in our place and accept or endure the positive or negative consequences. As a result, some people are motivated by INITIATING action, taking their destiny into their own hands. Others prefer that others make decisions for them. Some people quickly take the initiative in action. These are PROACTIVE people who start the action. Others need to reflect, analyze, weigh the pros and cons before taking action. They wait for others to initiate action on their behalf. They can then react and function by integrating into the action. These are REACTIVE people. |
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PROACTIVITY: The reactive person is action-oriented. Often, it's a spontaneous movement, hence the risk of acting without having thought enough. They tend to rush “ headlong ”. They like to initiate movement, action.
Motivation: The proactive person acts quickly, on his their own initiative. They like to show initiative. They draw their motivation from action and enjoy when everything moves quickly. However, they do not always consider the consequences of their actions. Routine, constraints imposed by others, or too close supervision can make them lose their drive, their motivation.
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REACTIVITY: The reactive person can take a long time before taking action, especially if it's something completely new to them. They often need a good push to act. They much prefer to slip into someone else's action.
Motivation: It is often necessary to explain in detail to this person what is expected of them. They appreciate being guided and feel confident because they need markers and specific points of reference to function well. They derive more motivation by integrating into others' actions. They are motivated and feel secure when they can function in a well-structured, well-supervised environment.
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Main characteristics of a person who shows proactivity, who takes the initiative at 100%, or who shows reactivity, leaving 100% of the initiative to others. |
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© Maieutik International Ltd. 1997-2025
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Obligations / Possibilities / Desires |
THE MOTIVATION MOTOR TO ACTION highlights the reasons for acting or not acting. It explains commitment to action, i.e., what triggers and maintains the individual's involvement. This motor of action feeds on the essence of the verbs WANT, CAN, MUST, WISH, etc. as well as their synonyms and conjugations. The verbs that a person uses, as well as the verb tenses: past, present, future, conditional, etc., provide indications of the limits and opportunities that this person gives oneself in a situation. They inform us about intentions, reluctance, and obstacles to action. They also allow us to discover the emotions and feelings behind each formulation. Here are some of them: |
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OBLIGATION, must, ought: The person who acts according to the OBLIGATIONS takes action because it has obligations, responsibilities, duties that it has no choice to face. All its life, all its behaviors are a function of its obligations. The duty, the “ moral principle ”, the necessity dictate and orient all its actions, all its decisions.
Motivation: This person is motivated by its obligations, by fear, by dread, and even by the dread of not being able to face its obligations, of not being up to it. Its path is already mapped out: duty comes first. This person likes to be responsible. It prefers the concrete, the tangible and the routine.
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OPPORTUNITY, can, choice: This person, focused on OPPORTUNITY, likes to have the choice between different alternatives. It tends to act and react in the name of the “ openness principle ”. It engages in action because it sees possibilities, opportunities. It looks for possibilities, good opportunities.
Motivation: This person is motivated by the possibilities available to it. This motivates it to take action. It is motivated by the search for choices, possibilities, new ways of acting or doing. It may find it difficult to stick to routine activities.
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DESIRE, want, wish, dream: This person, moved by the DESIRE, acts because it wants to. Its actions aim at fulfilling desires, dreams. It tends to act and react in the name of the “ ideal principle ”. It has two choices: to dream its life or to live its dreams? It tends to believe that every action, every gesture must be accomplished because we want it.
Motivation: The dream, the desire, the envies motivate this person and push it to action. Strongly in love with freedom, constraints, restrictions can make it lose its motivation. It needs to nourish its dreams in order to act and it may also need its entourage to nourish them... It is important to allow it to listen to its sensations, its intuitions, its feelings.
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© Maieutik International Ltd. 1997-2025
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Past / Present / Future |
The Relationship to Time addresses a person's relationship with the past, present, and future—that is, where and how they position themselves in time. It reveals spatial-temporal reference frameworks and orientation patterns of a person's thought and action. Some individuals live in the past with all that it involves: analysis, retrospection, regret, nostalgia. Others orient toward the future, fostering hopes, dreams, often with a strong need to plan, foresee, and sometimes experience a certain level of anxiety. Others, finally, live intensely and exclusively in the present moment, without any reference to the past or future, sometimes showing impatience and carelessness regarding responsibilities and their future. Some navigate across time, acting in the present while drawing from the past as needed and anticipating the future. |
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THE PAST, looking back: A person who lives based on the past tends to revisit previous events, seeking causes, reasons, justifications, histories. They may, however, experience disappointment, regret. The past always seems more beautiful, better than today, and the future is uncertain... They may display a strong conservatism and feel intimidated by technology, modernity, new trends. They feel that everything is moving too fast. When overwhelmed by events, they may become immobilized and stop evolving. Common expressions include: “ In my day... ”, “ Before, it was... ”. They prefer to use verbs conjugated in the past.
Motivation: Such a person is motivated by seeking causes, understanding what happened. They prefer to reason and act based on acquired experience. Past reference points provide security and fuel their actions. They feel comfortable with the known, the tested, and proven methods.
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THE PRESENT, action: A person strongly oriented to the present lives life firmly anchored in “ the present moment ”. Often equipped with boundless energy, they want to achieve, accomplish, but are at risk of missteps due to a lack of vision or clear, precise goals. They live and act intensely in the “ here and now ”, without considering past experiences or potential consequences. They prefer action verbs conjugated in the present.
Motivation: This person uses all senses to live fully in the present. To motivate them, talk action and be action-oriented. Decisions must be made and executed quickly. They are motivated and fulfilled by immediate accomplishment. Long-term plans, like career plans or retirement, are not motivating factors for them.
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THE FUTURE, planning: A person oriented toward the future focuses on change, on what lies ahead. They excel in planning and anticipation, showing interest in what is to come but may also feel anxiety. Such a person lives the present with a focus on the future goals they pursue. They prefer to use verbs conjugated in the future and conditional.
Motivation: This person is motivated by and for their long-term projects. Retirement, career plans, future activities are strong motivating factors. They tend to plan, develop, and elaborate. Attempting to predict events, to anticipate the future, motivates them to act. They enjoy sharing their vision of the future. They prefer to look ahead, far ahead, rather than checking the rearview mirror.
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© Maieutik International Ltd. 1997-2025
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Identity / Relationship / Power |
The Motivation Behind the Action informs us about what often unconsciously drives a person to act, to take action. What do they want, for whom or why do they want it, with what goals, and for what reasons? Is it for themselves, for their personal identity; is it for others, to maintain and develop their relationships with others; or is it for power, for control, and if so, control over whom or what? |
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The person motivated by their identity : The person oriented toward personal development seeks to maintain and enhance their harmony, well-being, and zen. They fall into the category of: “ independent player ”, oriented toward themselves, with a potential orientation toward being.
This person seeks self-realization, looking for their mission, their reason for being because they want answers to questions that may be existential in nature. Occasionally, this person may act in a self-centered, even selfish way, focusing solely or primarily on their well-being without concern for others. |
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The person motivated by their relational: The person oriented toward relationships seeks to maintain and expand their circle of friends and connections. They fall into the category of: “ team player ”, oriented toward others, collaboration, with a potential orientation toward being or appearance.
This person strives to maintain relationships with their surroundings, colleagues; they need social activities, to be part of a group or organizations. Sometimes, this person may act in a friendly manner to fulfill a need for belonging and recognition. |
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The person motivated by power: The person oriented toward power seeks to develop and increase their influence, even their command over themselves, others, or events. They fall into the category of: “ authority player ”, with a material orientation, and possibly toward appearance.
This person seeks to possess assets, power, and prestige; they aim to control events, others, or at the very least, their own life. Sometimes, this person may act despotically to feel strong, powerful, and be perceived as such. Often, this behavior may conceal a lack of self-confidence or self-esteem. |
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© Maieutik International Ltd. 1997-2025
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Strengths, Challenges, Procrastination, Ideal Coach, Adaptability Index |
Remote work: |
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In a remote work setting, people don't have the same needs, concerns, or questions. For individuals to be effective in remote work, it's essential for the setup to adapt to their needs, so that potential issues affecting productivity can transform into strengths. For some, remote work may cause anxiety or guilt, while for others it can bring great satisfaction and a sense of accomplishment. |
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Certain aspects should be considered in remote work organization and structure, including: - Physical, material, dedicated workspace, etc. If the table must be cleared for meals, it's not the same as having a dedicated workspace.
- Family context, presence of children, their ages, etc. - Human factors to prevent psychological distress, a key element to enabling the individual to reach their full potential. |
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To address human aspects and tailor supervision to the individual and tasks, certain parameters should be determined, such as: - Does the person work towards specific deadlines?
If yes, autonomy in scheduling is crucial, provided deadlines are met... - Does the individual frequently interact with colleagues or management? If so, they must align their work with others' availability. - Does the job involve external clients, suppliers, etc.? If yes, respect for these entities' schedules is necessary. - If in in-person, are they often assigned urgent tasks? Can they delegate tasks? Can they postpone certain deadlines? Can they end the workday without guilt? Are they at risk of overworking? |
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Strengths: |
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Strengths, by definition, are qualities enhancing remote work productivity that don't require third-party support, such as a coach. High autonomy is a strength, while low autonomy may require monitoring and intervention. It's normal for certain results to show fewer strengths, though the individual can still excel in remote work. |
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Challenges: |
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Challenges are potential risks remote workers face that could impact their balance, harmony, and peace of mind. It's vital to address these areas to keep enthusiasm high and help them realize their full potential. |
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Procrastination: |
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Procrastination! Why do today what someone else could perhaps do for me tomorrow? Delaying tasks, getting sidetracked, letting distractions take over—these are the pitfalls of remote work, while in the office, procrastination often shows as presenteeism (being physically present but mentally elsewhere). Are all forms of procrastination bad? If someone procrastinates to make sense of something illogical, while keeping busy on other tasks as their subconscious works, that's different than putting it off out of disinterest. It's important to assess the causes of procrastination, hence identifying the circumstances and reasons why someone delays tasks. |
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Ideal Coach: |
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An ideal coach isn't necessarily a professional coach; it could be an immediate supervisor, HR, a monitor, or the task distributor—anyone who interacts with the remote worker. The ideal coach should demonstrate logic, an openness to individual differences, and adaptability because it's not others who should adjust to them; the coach must adapt to each person and situation. His Leadership and his Interpersonal Relationships must emphasize mobilization first and then altruism. Optimism and positivity are essential; a negative mindset will not yield a positive outcome when paired with another negative. The ideal coach must set aside their own views, beliefs, and values, and listen without judgment, assisting based on the individual's needs, not based on what the coach believes to be best. Their role is to advise, assist, help evolve, and grow—not to decide for the other person, underscoring the coach's adaptability. |
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Adaptability and Efficiency Index: |
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The Adaptability and Efficiency Index indicates a person's operational speed in remote work and other work settings. The higher the index, the faster they become fully operational and autonomous. Once given task outlines, they can proceed independently but may take initiative or consult later to confirm the approach is sound. |
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Supervision Needs Index: |
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The Supervision Needs Index should be adjusted based on challenges and procrastination. Issues causing insecurity, such as fear of losing contact or belonging, require greater coach attention. However, if the challenge stems from finding processes too slow, which doesn't mean it should be ignored, it's still worth consideration. |
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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Brain resource sequence |
Autonomy Percentage of respondents whose results are: |
Median* | 1999 | 2023 | Difference** |
75% and above | 7,90% | -8,02% | ||
60% and above but less than 75% | 31,11% | 39,24% | 28,55% | -10,69% |
50% and above but less than 60% | 28,20% | 26,03% | 34,62% | +8,59% |
40% and above but less than 50% | 18,81% | 14,45% | 21,34% | +6,89% |
40% and below | 10,20% | 6,84% | 10,06% | +3,23% |
Thus, we note a decrease (-18,70%) in the percentage of respondents who have an Autonomy of 60% and above. |
Thus, we note an increase (+10,12%) in the percentage of respondents who have an Autonomy of 50% and below. |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Logical Intelligence | 33,30% | 49,81% | 28,34% | -21,47% |
Logical Intelligence only | 0,00% | 0,00% | 0,00% | 0,00% |
Logical Intelligence + Intuitive Intelligence | 12,02% | 20,28% | 8,35% | -11,93% |
Logical Intelligence + Rational Intelligence | 20,85% | 29,53% | 19,99% | -9,55% |
Logical Intelligence + Reactive Intelligence | 0,43% | 0,00% | 0,00% | 0,00% |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Rational Intelligence | 58,26% | 46,85% | 61,53% | +14,67% |
Rational Intelligence only | 0,06% | 0,00% | 0,00% | 0,00% |
Rational Intelligence + Intuitive Intelligence | 0,01% | 0,00 | 0,00% | 0,00% |
Rational Intelligence + Logical Intelligence | 23,06% | 22,53% | 22,27% | -0,26% |
Rational Intelligence + Reactive Intelligence | 35,12% | 24,32% | 39,26% | +14,94% |
From this group operating with this sequence, Rational Intelligence : Result of 75% and above + Reactive Intelligence |
80,33% | 78,91% | 81,82% | 2,90% |
Rational Intelligence : Result between 60% and 75% + Reactive Intelligence | 15,87% | 17,25% | 12,36% | -4,89% |
Thus, we observe a clear dominance of this sequence with results of 60% and above, *** | 96,17% | 94,18% |
Brain resource sequence | Median* | 1999 | 2023 | Difference** |
Reactive Intelligence | 8,27% | 3,11% | 9,99% | +6,88% |
Reactive Intelligence only | 0,08% | 0,08% | 0,43% | +0,35% |
Reactive Intelligence + Intuitive Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
Reactive Intelligence + Logical Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
Reactive Intelligence + Rational Intelligence | 7,99% | 3,03% | 9,99% | +6,53% |
* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
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** Difference between the year 1999 and the year 2023.
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*** For reference, the highest result among people whose brain first activates their Intuitive Intelligence is 67% and 63% for Logical Intelligence
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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Section I : Gestion des profils de comp tences maieutik | ||||
USAGER MAIEUTIK |
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1- | Ajouter un usager afin qu'il puisse compl ter le questionnaire. | |||
Formule de politesse : | Elle permet de g n rer les textes des profils au masculin et au f minin. | |||
Login de l'usager : |
Il peut tre compos de chiffres et/ou de lettres. Vous pouvez utiliser indiff remment des lettres majuscules ou minuscules. Le login sert compl ter le questionnaire sur Internet. Nous vous sugg rons de toujours faire commencer le login par les premi res lettres du nom de la soci t et de les faire suivre par les initiales de la personne. Ex. MAIPN : MAI pour Maieutik et PN pour les initiales de Pr nom Nom. |
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IMPORTANT : |
Chaque login doit tre unique. Vous ne devez pas cr er deux (2) logins identiques. |
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Mot de passe : | Il peut tre compos de chiffres et/ou de lettres. Vous pouvez utiliser indiff remment des lettres majuscules ou minuscules. Vous pouvez utiliser le m me mot de passe pour plusieurs usagers. |
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Pr nom : | Inscrivez le pr nom de la personne qui doit compl ter le questionnaire. | |||
Nom : | Inscrivez le nom de famille de la personne qui doit compl ter le questionnaire. | |||
Voir r sultats : | Cochez cette case si vous voulez donner
l'usager acc s ses r sultats. D cochez la case pour bloquer l'acc s aux r sultats. |
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Profil(s) autoris (s) : | Cochez les profils dont vous voulez autoriser l'acc s. | |||
IMPORTANT : | Si vous autorisez l'acc s aux r sultats, assurez-vous que la personne est en mesure de BIEN INTERPR TER ses r sultats. | |||
L'acc s aux r sultats est utile pour d poser distance les r sultats d'une personne. | ||||
Nous vous recommandons de ne pas autoriser
cet acc s lorsque vous cr er l'usager. En cliquant sur le bouton ![]() |
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2- | Modifier les donn es. | |||
Vous pouvez modifier toutes les donn es et tous les acc s l'exception du login. La modification des donn es ne permet pas de compl ter nouveau le questionnaire. |
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© Maieutik International Ltd. 1997-2025
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** Median: over 25 years , based on result ranges obtained for | |||||
© Maieutik International Ltd. 1997-2025
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© Maieutik International Ltd. 1997-2025
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** Median: over 25 years , based on result ranges obtained for | |||||
© Maieutik International Ltd. 1997-2025
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