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Ray Rylan Grille (autonome)
Autonomy and Brain Resource Sequences
Autonomy and Brain Resource Sequences
Optimism and Brain Resource Sequences
Initiative and Brain Resource Sequences.
Obligation and Cerebral Sequences
Possibility and Cerebral Sequences
Desire and Cerebral Sequences
Present and Brain Resource Sequences
Past and Brain Resource Sequences
Future and Brain Sequences
Identity and Brain Sequences
Relationship and Brain Sequences
Power and Brain Sequences
First stage :
Second stage :
Third stage :
Fourth stage :
UNDERSTAND
INFLUENCE
ACT
GET MOTIVATED
1. Dominant cognitive functioning.
2. Natural managerial risk.
3. Preferred communication approach.
4. Recommended mentoring actions.
5. Specific guidance needs.
6. Possible signs of misalignment.
7. Prevention levers (guidance, mentoring, coaching).
8. Sustainable mobilization objective.
9. To conclude.
The Maieutik Spectrum transforms mentoring from a corrective tool into a lever for human and organizational performance.
The Maieutik Spectrum does not seek to reframe the person, but rather to help him reveal his potential by adjusting the environment.
We do not modify a brain. We adjust the conditions in which it can act accurately.
Result: stronger motivation, greater effectiveness, lasting retention.
It is not people we adjust, but the ways we help them grow by respecting and adapting our interventions according to who they are, according to their strengths and talents.
The PRINT button prints the contents of all tabs continuously.
To print the contents of a single tab, select that tab and use the Print function of your browser.
Because the results of the analysis are always available, it may not be necessary to print everything.
Thank you!
To print the contents of a single tab, select that tab and use the Print function of your browser.
Because the results of the analysis are always available, it may not be necessary to print everything.
Thank you!
Presentation of the Maieutik Spectrum Analysis
This presentation of the Maieutik Spectrum analysis is structured around 3 distinct parts:
Part 1 - Presentation of the Maieutik Spectrum analysis
Part 2 - The nomenclature of the Maieutik Spectrum analysis
Part 3 - The self-learning modus operandi of the Maieutik Spectrum analysis
Part 1 - Presentation of the Maieutik Spectrum analysis
Part 2 - The nomenclature of the Maieutik Spectrum analysis
Part 3 - The self-learning modus operandi of the Maieutik Spectrum analysis
Let us discover them:
Part 1 - Presentation of the Maieutik Spectrum analysis
Maieutik Spectrum: An innovative model whose approach is based on the activation of the crebral resources specific to each individual.
The Maieutik Spectrum analysis offers an innovative and original approach that may surprise you through its analysis of human functioning, based on the observation of the sequences of intelligences unconsciously activated by the brain when facing any situation.
Unlike traditional tests (self-assessments, behavioral typologies, or personality questionnaires), the Maieutik Spectrum does not question what one thinks one is, but what the brain actually mobilizes to process, react, decide, or interpret.
What makes Maieutik Spectrum unique
- It identifies the crebral resources activated in their order of appearance, making it possible to understand the main driver of action, as well as its secondary brakes.
- It reveals the person's inner logic in their relationship to autonomy, action, anticipation, change, relationships, power, identity, and even their use of artificial intelligence...
- This makes it possible to distinguish very different behaviors despite sometimes similar results, by analyzing deep causes rather than visible effects.
Benefits for HR:
- A powerful tool for properly understanding talent positioning, career management, or transformation initiatives by taking into account who the individual truly is.
- A reliable and essential foundation for identifying motivation drivers, zones of effort, and optimal performance conditions.
- A new and powerful alternative to standard tools based on established norms: no boxes to check, no stereotypes to project - only a precise and dynamic reading of the individual's real functioning.
- The Maieutik Spectrum is a powerful and innovative model that makes it possible to read how a person functions based on what their brain actually activates - not what they think they do, but what they do spontaneously, immediately, instinctively.
- Through a precise analysis of the activated sequences of intelligences (logical, rational, intuitive, reactional), it becomes possible to understand the internal dynamics underlying motivation, decision-making, action, relationships, and projection into the future.
Part 2 - The nomenclature of the Maieutik Spectrum analysis
It consists of a series of tabs designed to provide a specific reading key for how the person functions: their resources, action dynamics, motivation drivers, support needs, key talents, etc.
This modular structure makes it possible to adapt to each user's level of reading: fast and comparative for experts, or progressive and explanatory for coaches, HR professionals, or managers.
Let us review them:
A Button: User Guide for the Maieutik Spectrum analysis.
- A user guide for analyzing a person's results in parallel with statistical compilations.
- Considering the sequences of crebral resources activated by their brain, this makes it possible to quickly discover where the person stands.
- This tab introduces tabs 2, 3, 4, and 5, which contain much more detailed explanations.
- Useful for people who have or wish to acquire in-depth knowledge of the Maieutik Spectrum.
Tab 1 - Overview of the person's results.
- Provides quick access to all of the person's results.
- Useful for people who have solid knowledge of the Maieutik Spectrum.
- Allows quick and easy comparison of the results of several people at once.
Tab 2 - Cerebral resources
This tab details the sequences of crebral resources activated by the person's brain. It is divided into 3 sections:
- The quantified crebral resources activated by the person's brain and a summary of their key strengths.
- A detailed analysis of each of the crebral resources activated by the person's brain.
- The key highlights that characterize the person's personality.
Tab 3 - Leadership bases
This tab details the bases on which the person's leadership and interpersonal relationships are built. It is divided into 3 sections:
- The quantified sequence of the bases on which the person structures their leadership and interpersonal relationships, along with a summary of their key bases.
- A detailed analysis of each of the bases that characterize the person's leadership and interpersonal relationships.
- The key highlights that characterize the person's leadership and interpersonal relationships based on the crebral resources activated by their brain, as well as their behavioral competencies (Soft Skills).
Tab 4 - Work: The person's strengths and talents
This tab makes it possible to discover the person's own work and action dynamics. It is divided into 3 sections:
- The quantified sequence of the activity areas in which the person excels most, along with a summary of their key areas.
- A detailed analysis of each activity area and how the person's time should be allocated so they can fully evolve in their OPTIMAL PERFORMANCE ZONE.
- The key highlights that characterize the person's strengths and talents based on the crebral resources activated by their brain.
Tab 5 - Motivation Process
This tab describes the person's motivation process. It consists of 6 drivers:
1) Autonomy - The source of motivation and action.
Where does the person draw their motivation from: within themselves, an internal reference system, or from others, an external reference system?
2) Optimism, positive mindset - The objective of motivation and action.
Does the person act to obtain, to gain: moving toward what they want, or to preserve, not lose: moving away from what they do not want?
3) Initiative, proactivity - The dynamic of motivation and action.
Does the person initiate action - proactivity, or leave the initiative to others - reactivity?
4) Obligations / Possibilities / Desires - The engine of motivation and action.
Does the person move into action because they must - because they can - because they want to?
5) Past / Present / Future - The relationship to time.
Does the person live or refer more to the past - the present - the future?
6) Identity / Relationship / Power - The motives of action.
For the person, is it: their well-being, their identity - their relationships - power?
Tab 6 - Supervision, coaching
This tab, designed as a mentoring sheet, recalls the sequence of intelligences that characterizes the person.
Based on the dominant sequence of intelligences activated by the person's brain, it is broken down into the following 9 points :
1) Dominant cognitive functioning.
2) Natural managerial risk.
3) Preferred discourse.
4) Recommended mentoring actions.
5) Specific supervision needs.
6) Possible signs of misalignment.
7) Prevention levers (supervision, mentoring, coaching).
8) Objective of sustainable mobilization.
9) To conclude.
Tab 7 - Analysis summary
This tab retraces the main lines of the person's Maieutik Spectrum analysis by summarizing tabs 2, 3, 4, and 5.
It ends with the neurolinguistic circuit compass that guides the person in their communication process.
Part 3 - Self-learning modus operandi of the Maieutik Spectrum analysis
Here is the proposed modus operandi for properly understanding and using the Maieutik Spectrum analysis.
This analysis can be easily self-taught, provided that a progressive, structured, and curious approach is followed, whether you are a beginner or an experienced user
Step 1: First contact with the Maieutik Spectrum
a) Look at tab: 1 - Results overview
Observe the functioning compass and the visual summary of the results without trying to understand their meaning.
Let your intuition speak: what do you see? What stands out to you? What do you observe in the colors?
b) Read the Maieutik Spectrum Analysis User Guide by clicking the button.
Browse through this text as you would a newspaper article.
Do not try to understand everything; let yourself absorb the vocabulary and tone.
The objective is to become familiar with the key concepts without pressure.
c) Tabs 2, 3, 4 and 5:
Read them in order.
Take notes on the additional information, the « Learn more » boxes, and the elements that resonate with you.
Enter into the model's logic and identify recurring reference points.
d) Read 5 or 6 analyses:
Start by reading your own analysis.
Then analyze those of 5 or 6 people you know well, with different profiles.
The objective is to validate the relevance of the model through experience and understand the diversity of ways people function.
e) Share:
Organize or join a roundtable to share your readings and impressions.
The objective: To compare viewpoints and enrich your understanding of the model through discussion.
Step 2: Once this first contact has been established
a) Explore tab 1 - Results overview in more depth:
Analyze each visual tab with the detailed tabs as support.
Read between the numbers and colors: what do they say about the person?
b) Explore the button - Maieutik Spectrum Analysis User Guide in more depth:
Go back into the text, but this time with an informed perspective.
Connect the elements together and grasp the overall logic.
c) Explore tab 7 - Analysis Summary in more depth:
Read it as a synthetic mirror of the complete analysis.
Validate or question what emerges, formulate your own interpretations and validate them with the corresponding tabs.
d) It may be useful, referring back as needed, to:
Return to tabs 2 to 5 in order to clarify certain notions or find answers to questions you may have.
The objective: To build a flexible, personalized and targeted reading, but without misinterpretation.
e) Continue this way:
There is no need to reread everything each time: navigate freely, share regularly, and rely on collective experience.
The objective: To become autonomous in reading and using the Maieutik Spectrum.
User guide for the Maieutik Spectrum Analysis
IMPORTANT:
This MAIEUTIK SPECTRUM ANALYSIS USER GUIDE presents general concepts that help explain the foundations of the Maieutik Spectrum analysis.
The explanations that follow are not specifically linked to the respondent's personal results. For reference purposes, certain references mention the person's position on the different analysis axes.
For the detailed interpretation of individual results, please refer to tabs 2 to 5.
This USER GUIDE is intentionally dense. It is intended for people who wish to develop a deeper understanding of human functioning through the Maieutik Spectrum.
Reading it requires sustained attention, but the discoveries it makes possible are particularly enriching.
Rich in statistical data accumulated since 1999, this USER GUIDE explores the observed sequences between the different dimensions that structure human functioning.
It connects crebral resources, dominant intelligences, behavioral strengths and their effects on the way people think, act, decide and interact.
In the current context marked by the rise of artificial intelligence, this understanding takes on new importance: AI is not only a technological tool - it acts as an amplifier of our modes of thinking.
Thus, the dominant mental structures in a person or within an organization directly influence the way AI will be used: to optimize what already exists, or to explore new possibilities.
Understanding these structures therefore becomes a major strategic issue.
This MAIEUTIK SPECTRUM ANALYSIS USER GUIDE presents general concepts that help explain the foundations of the Maieutik Spectrum analysis.
The explanations that follow are not specifically linked to the respondent's personal results. For reference purposes, certain references mention the person's position on the different analysis axes.
For the detailed interpretation of individual results, please refer to tabs 2 to 5.
This USER GUIDE is intentionally dense. It is intended for people who wish to develop a deeper understanding of human functioning through the Maieutik Spectrum.
Reading it requires sustained attention, but the discoveries it makes possible are particularly enriching.
Rich in statistical data accumulated since 1999, this USER GUIDE explores the observed sequences between the different dimensions that structure human functioning.
It connects crebral resources, dominant intelligences, behavioral strengths and their effects on the way people think, act, decide and interact.
In the current context marked by the rise of artificial intelligence, this understanding takes on new importance: AI is not only a technological tool - it acts as an amplifier of our modes of thinking.
Thus, the dominant mental structures in a person or within an organization directly influence the way AI will be used: to optimize what already exists, or to explore new possibilities.
Understanding these structures therefore becomes a major strategic issue.
The invisible structures that guide our behaviors
Our brain constantly activates certain crebral resources, often without our being aware of it.
These activations are not random: they have gradually become structured over the course of our lives, through our experiences, our learning and the environments in which we have evolved.
Over time, these activation patterns consolidate and become relatively stable mental structures. They then guide, often unconsciously, the way we think, feel and act.
These invisible structures influence, in particular:
They deeply influence:
Our brain constantly activates certain crebral resources, often without our being aware of it.
These activations are not random: they have gradually become structured over the course of our lives, through our experiences, our learning and the environments in which we have evolved.
Over time, these activation patterns consolidate and become relatively stable mental structures. They then guide, often unconsciously, the way we think, feel and act.
These invisible structures influence, in particular:
- The way we analyze and interpret situations.
- The way we react to events.
- Our relational behaviors.
- Our decisions and motivations.
- Our work style and performance mode.
- And, more broadly, our relationship to the world.
- These activations gradually structure the way we function and largely determine:
- our cognitive preferences,
- our reactions to challenges,
- the way we collaborate,
- and the contexts in which we express our potential best,
They deeply influence:
- our professional choices,
- our level of engagement,
- our performance style,
- and the quality of our relationships.
Perspective in the era of artificial intelligence
Today, artificial intelligence amplifies our ability to analyze, decide and act.
But it does not replace the way we think: it amplifies it.
In other words, AI does not invent our logic of functioning: it extends the mental structures we already activate.
Thus, two people using the same artificial intelligence can obtain very different results, because their dominant intelligences, strengths and modes of analysis guide the questions they ask and the decisions they make differently.
This is precisely where the Maieutik Spectrum takes on its full value: understanding the mental structures that guide our thinking makes it possible not only to better understand ourselves, but also to use artificial intelligence in a more conscious, more strategic and more creative way.
In a world where AI is becoming omnipresent, this understanding constitutes a major advantage. 1. Intuitive intelligence - A marginal, almost nonexistent activation.
The activation of intuitive intelligence as the first brain resource is virtually nonexistent (0,07%). Its rarity is structural: since 1999, its frequency has never exceeded 0.23% in a single year.
This marginality raises questions: intuition - though valuable for creativity, spontaneous innovation and sensitive approaches - seems to be little valued in dominant modes of cognitive functioning.
This may reflect a culture of hyper-rationalization, where non-formalized internal reference points are kept at a distance. 2. Logical intelligence - A marked decline, but still a structuring presence.
Second in frequency (28,68%), as a primary resource has declined by -21,13% in 26 years (from 49.81% in 1999 to 28,68% in 2024).
This relative decline does not mean disappearance, but repositioning.
It remains central for profiles oriented toward analysis, structuring and coherence, but now seems less mobilized as the natural entry point into action - perhaps in favor of more normative or more reactive processes. 3. Rational intelligence - Overwhelming and growing dominance.
Now in first place (62,92%), rational intelligence has progressed significantly (+16,06%) since 1999. It has therefore absorbed almost all of the decline recorded by .
This evolution reveals cognitive standardization: analysis based on validated, proven and socially legitimized criteria becomes the preferred entry filter for thinking and acting.
It also highlights a reinforcement of norms, conformity, and a desire to « secure » thinking through proven frameworks. 4. Reactive intelligence - Slow but steady progression.
With (8,33%), reactive intelligence remains the least dominant resource (apart from intuition), but its progression since 1999 (+5,23%) is notable.
It reflects a growing need to adapt to stimuli, an increased reactivity to a changing environment, or a withdrawal into defensive mechanisms in uncertain contexts.
Its rise may point to more tense organizations, where rapid adjustment sometimes takes precedence over vision or coherence. Operational conclusion:
Given these significant changes in the hierarchy of intelligences mobilized in first activation, it becomes essential to dig deeper.
The next step is to analyze combinations of intelligences: do they appear in isolation or in synergy?
This work will make it possible to better understand adaptation dynamics, emerging forms of leadership and the engagement levers to prioritize in current contexts.
Today, artificial intelligence amplifies our ability to analyze, decide and act.
But it does not replace the way we think: it amplifies it.
In other words, AI does not invent our logic of functioning: it extends the mental structures we already activate.
Thus, two people using the same artificial intelligence can obtain very different results, because their dominant intelligences, strengths and modes of analysis guide the questions they ask and the decisions they make differently.
This is precisely where the Maieutik Spectrum takes on its full value: understanding the mental structures that guide our thinking makes it possible not only to better understand ourselves, but also to use artificial intelligence in a more conscious, more strategic and more creative way.
In a world where AI is becoming omnipresent, this understanding constitutes a major advantage. 1. Intuitive intelligence - A marginal, almost nonexistent activation.
The activation of intuitive intelligence as the first brain resource is virtually nonexistent (0,07%). Its rarity is structural: since 1999, its frequency has never exceeded 0.23% in a single year.
This marginality raises questions: intuition - though valuable for creativity, spontaneous innovation and sensitive approaches - seems to be little valued in dominant modes of cognitive functioning.
This may reflect a culture of hyper-rationalization, where non-formalized internal reference points are kept at a distance. 2. Logical intelligence - A marked decline, but still a structuring presence.
Second in frequency (28,68%), as a primary resource has declined by -21,13% in 26 years (from 49.81% in 1999 to 28,68% in 2024).
This relative decline does not mean disappearance, but repositioning.
It remains central for profiles oriented toward analysis, structuring and coherence, but now seems less mobilized as the natural entry point into action - perhaps in favor of more normative or more reactive processes. 3. Rational intelligence - Overwhelming and growing dominance.
Now in first place (62,92%), rational intelligence has progressed significantly (+16,06%) since 1999. It has therefore absorbed almost all of the decline recorded by .
This evolution reveals cognitive standardization: analysis based on validated, proven and socially legitimized criteria becomes the preferred entry filter for thinking and acting.
It also highlights a reinforcement of norms, conformity, and a desire to « secure » thinking through proven frameworks. 4. Reactive intelligence - Slow but steady progression.
With (8,33%), reactive intelligence remains the least dominant resource (apart from intuition), but its progression since 1999 (+5,23%) is notable.
It reflects a growing need to adapt to stimuli, an increased reactivity to a changing environment, or a withdrawal into defensive mechanisms in uncertain contexts.
Its rise may point to more tense organizations, where rapid adjustment sometimes takes precedence over vision or coherence. Operational conclusion:
Given these significant changes in the hierarchy of intelligences mobilized in first activation, it becomes essential to dig deeper.
The next step is to analyze combinations of intelligences: do they appear in isolation or in synergy?
This work will make it possible to better understand adaptation dynamics, emerging forms of leadership and the engagement levers to prioritize in current contexts.
Part 3 - Self-learning modus operandi of the Maieutik Spectrum analysis
Here is the proposed modus operandi for properly understanding and using the Maieutik Spectrum analysis.
This analysis can be easily self-taught, provided that a progressive, structured, and curious approach is followed, whether you are a beginner or an experienced user, whether you are a beginner or an experienced user. Step 1: First contact with the Maieutik Spectrum a) Look at tab: 1 - Results overview Observe the functioning compass and the visual summary of the results without trying to understand their meaning. Let your intuition speak: what do you see? What stands out to you? What do you observe in the colors? b) Read the Maieutik Spectrum Analysis User Guide by clicking the button. Browse through this text as you would a newspaper article. Do not try to understand everything; let yourself absorb the vocabulary and tone. The objective is to become familiar with the key concepts without pressure. c) Tabs 2, 3, 4 and 5: Read them in order. Take notes on the additional information, the « Learn more » boxes, and the elements that resonate with you. Enter into the model's logic and identify recurring reference points. d) Read 5 or 6 analyses: Start by reading your own analysis. Then analyze those of 5 or 6 people you know well, with different profiles. The objective is to validate the relevance of the model through experience and understand the diversity of ways people function. e) Share: Organize or join a roundtable to share your readings and impressions. The objective: To compare viewpoints and enrich your understanding of the model through discussion. Step 2: Once this first contact has been established a) Explore tab 1 - Results overview in more depth: Analyze each visual tab with the detailed tabs as support. Read between the numbers and colors: what do they say about the person? b) Explore the button - Maieutik Spectrum Analysis User Guide in more depth: Go back into the text, but this time with an informed perspective. Connect the elements together and grasp the overall logic. c) Explore tab 7 - Analysis Summary in more depth: Read it as a synthetic mirror of the complete analysis. Validate or question what emerges, formulate your own interpretations and validate them with the corresponding tabs. d) It may be useful, referring back as needed, to: Return to tabs 2 to 5 in order to clarify certain notions or find answers to questions you may have. The objective: To build a flexible, personalized and targeted reading, but without misinterpretation. e) Continue this way: There is no need to reread everything each time: navigate freely, share regularly, and rely on collective experience. The objective: To become autonomous in reading and using the Maieutik Spectrum.
Here is the proposed modus operandi for properly understanding and using the Maieutik Spectrum analysis.
This analysis can be easily self-taught, provided that a progressive, structured, and curious approach is followed, whether you are a beginner or an experienced user, whether you are a beginner or an experienced user. Step 1: First contact with the Maieutik Spectrum a) Look at tab: 1 - Results overview Observe the functioning compass and the visual summary of the results without trying to understand their meaning. Let your intuition speak: what do you see? What stands out to you? What do you observe in the colors? b) Read the Maieutik Spectrum Analysis User Guide by clicking the button. Browse through this text as you would a newspaper article. Do not try to understand everything; let yourself absorb the vocabulary and tone. The objective is to become familiar with the key concepts without pressure. c) Tabs 2, 3, 4 and 5: Read them in order. Take notes on the additional information, the « Learn more » boxes, and the elements that resonate with you. Enter into the model's logic and identify recurring reference points. d) Read 5 or 6 analyses: Start by reading your own analysis. Then analyze those of 5 or 6 people you know well, with different profiles. The objective is to validate the relevance of the model through experience and understand the diversity of ways people function. e) Share: Organize or join a roundtable to share your readings and impressions. The objective: To compare viewpoints and enrich your understanding of the model through discussion. Step 2: Once this first contact has been established a) Explore tab 1 - Results overview in more depth: Analyze each visual tab with the detailed tabs as support. Read between the numbers and colors: what do they say about the person? b) Explore the button - Maieutik Spectrum Analysis User Guide in more depth: Go back into the text, but this time with an informed perspective. Connect the elements together and grasp the overall logic. c) Explore tab 7 - Analysis Summary in more depth: Read it as a synthetic mirror of the complete analysis. Validate or question what emerges, formulate your own interpretations and validate them with the corresponding tabs. d) It may be useful, referring back as needed, to: Return to tabs 2 to 5 in order to clarify certain notions or find answers to questions you may have. The objective: To build a flexible, personalized and targeted reading, but without misinterpretation. e) Continue this way: There is no need to reread everything each time: navigate freely, share regularly, and rely on collective experience. The objective: To become autonomous in reading and using the Maieutik Spectrum.
Autonomy and Brain Resource Sequences
HR Interpretation of Observed Statistical Data
1. Autonomy: A Pillar of Sustainable Performance.
Autonomy, from the Greek autonomÃa (« to give oneself one's own rules »), refers to the ability to act, think and make decisions according to one's own frame of reference, without undue dependence on the opinions or judgments of others.
It is a fundamental indicator of the internal frame of reference, supporting aligned, responsible and self-directed action.
In the Maieutik Spectrum analysis, autonomy is expressed differently depending on the sequence of crebral resources activated by the brain, that is, according to the individual's natural cognitive entry point.
2. Reading the Table: What Do the Data Tell Us?
Autonomy, from the Greek autonomÃa (« to give oneself one's own rules »), refers to the ability to act, think and make decisions according to one's own frame of reference, without undue dependence on the opinions or judgments of others.
It is a fundamental indicator of the internal frame of reference, supporting aligned, responsible and self-directed action.
In the Maieutik Spectrum analysis, autonomy is expressed differently depending on the sequence of crebral resources activated by the brain, that is, according to the individual's natural cognitive entry point.
2. Reading the Table: What Do the Data Tell Us?
Autonomy
>=75%
>=60%<75%
>=50%<60%
>=40%<50%
<40%
Individuality + The Mobilization (10,00%). Of this 10,00%,77,09% of respondents fall within the 60% and above ranges.
8,68%
0,56%
0,97%
2,57%
3,26%
1,32%
Logical intelligence + Rational intelligence (18,67%). Of this 18,67%,75,10% of respondents fall within the 50% to 75% ranges.
7,06%
39,78%
35,32%
14,50%
3,35%
Rational intelligence + Logical intelligence (23,96%). Of this 23,96%,73,62% of respondents fall within the 50% to 75% ranges.
6,09%
42,03%
31,59%
12,46%
7,83%
Rational intelligence + Reactive intelligence (38,96%). Of this 38,96%,68,45% of respondents fall within the 40% to 60% ranges.
0,36%
19,61%
39,39%
29,06%
11,59%
Reactive intelligence + Rational intelligence (8,33%). Of this 8,33%,88,34% of respondents fall below the 50% threshold.
0,00%
2,50%
9,17%
39,17%
49,17%
The percentage shown in parentheses following each intelligence sequence represents the proportion of respondents who displayed that sequence in 2024. It is followed by the percentage of respondents falling within each of these 5 score ranges.
© Maieutik International Ltd. 1997-
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The cerebral resources: |
A reflection of our history and our evolution Understanding our cerebral functioning is diving into the heart of the history of our interactions with the world around us. Our mental process has gradually shaped, often unconsciously, through the responses we have developed in reaction to the stimuli of our environment: familial, educational, social, professional. These influences, accumulated throughout our lives, have sculpted the cerebral mechanisms that condition our way of functioning today. |
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The cerebral imprint : the foundation of our personality Each mental activity primarily activates specific cerebral mechanisms. These activation preferences, far from being trivial, play a fundamental role in the construction of our personality. They shape our way of thinking, feeling, and acting. Whether it's dialoguing with oneself or interacting with others, we constantly alternate between the roles of sender and receiver. In this process, our brain encodes what we transmit and decodes what we receive, mobilizing our cerebral resources according to a well-defined sequence. |
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A flexible sequence influenced by context Although this sequence of activation of the cerebral resources is generally stable, it is not fixed. Life's circumstances: whether it's an emotional announcement, a significant event, or even the behavior of another person can modify this dynamic. In these moments, our brain temporarily reorganizes its priorities to adapt to the situation, activating different or unusual mechanisms. |
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The results : a window into our usual cerebral activation The results obtained through the questionnaire are a faithful photograph of the cerebral resources activated at the time of completion. For the majority of individuals, this activation reflects their usual functioning. It is interesting to note that a tiny part of the population (0.32%) exclusively mobilizes only one cerebral resource, against a complex and nuanced sequence for the remaining 99.68%. |
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© Maieutik International Ltd. 1997-
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Color Codes |
| FIRST SECTION - Individual Level: Cerebral Activation of 4 Types of Intelligence |
| Intuitive Intelligence | ||
| Logical Intelligence | ||
| Rational Intelligence | ||
| Reactive Intelligence | ||
| SECOND SECTION - Leadership and Interpersonal Relationships: The 4 Foundations |
| Individuality : Centered on freedom and self-determination | ||
| The Mobilization : Oriented towards collective engagement and accountability | ||
| The Centralization : Structured by authority, hierarchy, and order | ||
| Altruism : Rooted in empathy, mutual aid, and solidarity | ||
| THIRD SECTION - Work and Activities: 4 Types of Strengths and Talents |
| Innovate | ||
| Build | ||
| Manage and / or Administer | ||
| Assist | ||
Each piece of information concerning the type of intelligence, the foundation of leadership and interpersonal relationships as well as the type of activities is preceded by a vertical line in the corresponding color. The same color correspondence is found throughout the charts. |
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© Maieutik International Ltd. 1997-
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Additional Information |
By hovering your mouse over the different sections of the charts, a contextual window automatically opens and provides additional information. By clicking on the eye icon and on the text identifying the topic being discussed, you obtain additional information related to that topic. |
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© Maieutik International Ltd. 1997-
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Autonomy and Brain Resource Sequences
HR Interpretation of Observed Statistical Data
1. Autonomy: A Pillar of Sustainable Performance.
Autonomy, from the Greek autonomÃa (« to give oneself one's own rules »), refers to the ability to act, think and make decisions according to one's own frame of reference, without undue dependence on the opinions or judgments of others.
It is a fundamental indicator of the internal frame of reference, supporting aligned, responsible and self-directed action.
In the Maieutik Spectrum analysis, autonomy is expressed differently depending on the sequence of crebral resources activated by the brain, that is, according to the individual's natural cognitive entry point.
2. Reading the Table: What Do the Data Tell Us?
Autonomy, from the Greek autonomÃa (« to give oneself one's own rules »), refers to the ability to act, think and make decisions according to one's own frame of reference, without undue dependence on the opinions or judgments of others.
It is a fundamental indicator of the internal frame of reference, supporting aligned, responsible and self-directed action.
In the Maieutik Spectrum analysis, autonomy is expressed differently depending on the sequence of crebral resources activated by the brain, that is, according to the individual's natural cognitive entry point.
2. Reading the Table: What Do the Data Tell Us?
Autonomy
>=75%
>=60%<75%
>=50%<60%
>=40%<50%
<40%
Logical intelligence + Intuitive intelligence (10,00%).
27,78%
49,31%
15,97%
5,56%
1,39%
Of this 10,00%, 77,09% of respondents fall within the 60% and above ranges.
Logical intelligence + Rational intelligence (18,67%).
7,06%
39,78%
35,32%
14,50%
3,35%
Of this 18,67%, 75,10% of respondents fall within the 50% to 75% ranges.
Rational intelligence + Logical intelligence (23,96%).
6,09%
42,03%
31,59%
12,46%
7,83%
Of this 23,96%, 73,62% of respondents fall within the 50% to 75% ranges.
Rational intelligence + Reactive intelligence (38,96%).
0,36%
19,61%
39,39%
29,06%
11,59%
Of this 38,96%, 68,45% of respondents fall within the 40% to 60% ranges.
Reactive intelligence + Rational intelligence (8,33%).
0,00%
2,50%
9,17%
39,17%
49,17%
Of this 8,33%, 88,34% of respondents fall below the 50% threshold.
The percentage shown in parentheses following each intelligence sequence represents the proportion of respondents who displayed that sequence in 2024. It is followed by the percentage of respondents falling within each of these 5 score ranges.
-
Profiles with Very High Autonomy (>= 75%)
- Logical intelligence + Intuitive intelligence clearly dominates (27,78%): this profile stands out for its ability to grasp what is essential and make decisions based on an internal logic before any external influence.
- The other sequences do not reach 10%, confirming the unique nature of this circuit in the development of strong autonomy.
- Profiles with High Autonomy (60-75%)
- Still leading: Logical intelligence + Intuitive intelligence (49,31%), followed by Logical intelligence + Rational intelligence (39,78%) and Rational intelligence + Logical intelligence (42,03%).
- These three circuits activate a structured form of autonomy: decisions are based on personal reasoning, even when environmental influences are taken into account.
- Profiles with Moderate Autonomy (50-60%)
- A shift appears here: the proportion of Logical intelligence + Intuitive intelligence decreases (15,97%), while Rational intelligence + Reactive intelligence profiles become more frequent.
- These profiles may display a hybrid frame of reference, oscillating between autonomy and the search for external validation.
- Profiles with Low Autonomy (< 50%)
- Reactive intelligence + Rational intelligence overwhelmingly dominates scores below 50% (39,17% in the 40-50% range, 49,17% below 40%).
- This configuration indicates a strong dependence on external reference points (expectations, constraints, pressure, validation).
- Rational intelligence + Reactive intelligence profiles follow the same trend.
3. Conclusions RH
Profiles with Very High Autonomy (>= 75%): A Consolidated, Stable Internal Reference System Rarely Influenced by Others.
The Logical intelligence + Intuitive intelligence sequence dominates here, expressing a visionary form of autonomy that is more sensitive to meaning than to norms.
The Logical intelligence + Intuitive intelligence sequence dominates here, expressing a visionary form of autonomy that is more sensitive to meaning than to norms.
- These profiles make decisions based on their own mental framework, with little need for external validation.
- They are the most autonomous profiles: they possess clarity of direction, self-guidance capabilities and reliable judgment, even in ambiguous situations.
- They are particularly well suited for positions involving high levels of responsibility, project leadership, low-supervision environments, or strategic management roles where initiative, insight and strong internal alignment are expected.
- They require little supervision, but they do need intellectual recognition for their contribution.
Profiles with High Autonomy (60-75%): An Active but Flexible Internal Frame of Reference.
The Logical intelligence + Rational intelligence and Rational intelligence + Logical intelligence circuits display functional autonomy, while still remaining somewhat sensitive to structure, expectations or external validation.
The Logical intelligence + Rational intelligence and Rational intelligence + Logical intelligence circuits display functional autonomy, while still remaining somewhat sensitive to structure, expectations or external validation.
- These profiles rely on their own reasoning to act, while remaining capable of considering context and external expectations.
- They demonstrate structured autonomy, guided by logic, coherence and a progressive sense of responsibility.
- They are well suited for expert, management or operational leadership roles where independent action and decision-making are required, along with the ability to adapt to rules and organizational frameworks.
- They thrive under a management style based on trust and clear, flexible, non-restrictive guidelines.
Profiles with Moderate Autonomy (50-60%): A Reference System Shared Between Internal and External Sources.
The Rational intelligence + Logical intelligence and Rational intelligence + Reactive intelligence circuits become more frequent, marking the beginning of the presence of profiles dominated by Reactive intelligence.
The Rational intelligence + Logical intelligence and Rational intelligence + Reactive intelligence circuits become more frequent, marking the beginning of the presence of profiles dominated by Reactive intelligence.
- These profiles fluctuate between the desire to be autonomous and the need for reassuring external anchors.
- They can demonstrate autonomy, but with a stronger need for validation, structure or external reference points.
- They are best suited to structured yet flexible environments, with explicit rules, supportive guidance and a progressive path toward greater autonomy.
- They respond well to a management style that is present without being directive, where the soundness of their decisions is regularly confirmed.
Profiles with Low Autonomy (< 50%): A Predominantly External Frame of Reference and Dependence on Established Guidelines.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence.
- These profiles need reassuring external reference points.
- They require clear instructions, precise frameworks and generally perform best under regular guidance or explicit supervision.
- They are best positioned in procedural roles, structured operational positions, or environments where expectations are standardized and repetitive.
- They respond well to a structured management approach based on consistency, clear instructions and concrete feedback, all of which are essential to maintaining their engagement.
4. Utilisations stratégiques pour les RH.
- Recruitment and Selection:
- Identify brain resource sequences to anticipate a candidate's natural level of autonomy.
- Adjust expectations according to the role: a profile with lower autonomy is not less competent, but requires a specific type of environment.
- Internal Mobility and Career Development:
- Identify potential for increased responsibility or, conversely, risks associated with excessive autonomy demands.
- Support profiles transitioning toward greater autonomy through targeted coaching, mentoring or progressively challenging assignments.
- Talent Development:
- Understand the source of the motivation to act independently in order to strengthen engagement.
- Leverage highly autonomous profiles as ambassadors, internal trainers or transformation leaders.
© Maieutik International Ltd. 1997-
Optimism and Brain Resource Sequences
HR Interpretation of Observed Statistical Data
1. Optimism: a central lever of sustainable engagement.
From the Latin optimus: the best, optimism is a state of mind; it is the tendency, the capacity and the ease to see the positive side of things and situations.
Optimism, understood as a natural orientation toward what is possible, attainable and constructive, is a key indicator of mobilizing energy: moving toward what one wants or moving away from what one does not want.
It reflects how an individual approaches action: do they move forward to achieve, to obtain, or to avoid, to prevent loss?
In the Maieutik Spectrum analysis, optimism is observed through the lens of activated brain resource sequences, revealing the individual's mode of interpreting reality and the underlying emotional dynamic.
2. Reading the Table: What Do the Data Tell Us?
From the Latin optimus: the best, optimism is a state of mind; it is the tendency, the capacity and the ease to see the positive side of things and situations.
Optimism, understood as a natural orientation toward what is possible, attainable and constructive, is a key indicator of mobilizing energy: moving toward what one wants or moving away from what one does not want.
It reflects how an individual approaches action: do they move forward to achieve, to obtain, or to avoid, to prevent loss?
In the Maieutik Spectrum analysis, optimism is observed through the lens of activated brain resource sequences, revealing the individual's mode of interpreting reality and the underlying emotional dynamic.
2. Reading the Table: What Do the Data Tell Us?
Optimism, positive spirit
>=75%
>=60%<75%
>=50%<60%
>=40%<50%
<40%
Logical intelligence + Intuitive intelligence (10,00%).
65,97%
31,94%
0,69%
1,39%
0,00%
Of this 10,00%, 97,91% of respondents fall within the 60% and above ranges.
Logical intelligence + Rational intelligence (18,67%).
37,17%
49,81%
10,04%
2,60%
0,37%
Of this 18,67%, 86,98% of respondents fall within the 60% and above ranges.
Rational intelligence + Logical intelligence (23,96%).
10,72%
33,04%
31,59%
17,10%
7,54%
Of this 23,96%, 64,63% of respondents fall within the 50% to 75% ranges.
Rational intelligence + Reactive intelligence (38,96%).
4,10%
29,95%
31,02%
21,21%
13,73%
Of this 38,96%, 60,97% of respondents fall within the 50% to 75% ranges.
Reactive intelligence + Rational intelligence (8,33%).
1,67%
5,83%
14,17%
36,67%
41,67%
Of this 8,33%, 78,34% of respondents fall below the 50% threshold.
The percentage shown in parentheses following each intelligence sequence represents the proportion of respondents who displayed that sequence in 2024. It is followed by the percentage of respondents falling within each of these 5 score ranges.
-
Profiles with Strong Optimism (>= 75%)
- Logical intelligence + Intuitive intelligence dominates overwhelmingly (65,97%), followed at a distance by Logical intelligence + Rational intelligence (37,17%).
- These profiles are associated with a solution-oriented mindset, capable of generating motivation from vision and perceived purpose.
- The presence of intuition within these profiles supports a positive, immediate and synthetic reading of reality.
-
Profiles with High Optimism (60-75%)
- We observe the emergence of the Rational intelligence + Logical intelligence combination (49,81%), followed by Logical intelligence + Intuitive intelligence (31,94%).
- These profiles combine analytical thinking and a results-oriented approach.
Optimism remains active, but it must be rationally validated before being translated into action.
- Profiles with Moderate Optimism (50-60%)
- A shift appears here: logic-dominant circuits give way to the Rational intelligence + Logical intelligence (31,59%) and Rational intelligence + Reactive intelligence (31,02%) sequences, which become the dominant circuits.
- These profiles display an unstable balance between confidence and caution.
They can project themselves forward, but their energy is restrained by risk assessment and the need for security.
- Profiles with Low Optimism (< 50%)
- Reactive intelligence + Rational intelligence overwhelmingly dominates scores between 40-50% (36,67%), and below 40% (41,67%).
- This configuration indicates a strong dependence on external reference points (expectations, constraints, pressure, validation).
- The Rational intelligence + Reactive intelligence profiles follow the same pattern.
- This results in a defensive reading of reality. Action is often motivated by fear of error, the search for conformity or external pressure.
3. Conclusions RH
Profiles with Strong Optimism (>= 75%): An Expansive Vision and Confidence in Action.
The Logical intelligence + Intuitive intelligence circuit stands out overwhelmingly, revealing a mode of functioning based on the rapid perception of opportunities, a strong sense of purpose and a natural confidence in life.
The Logical intelligence + Intuitive intelligence circuit stands out overwhelmingly, revealing a mode of functioning based on the rapid perception of opportunities, a strong sense of purpose and a natural confidence in life.
- These profiles mobilize their energy primarily to achieve rather than to avoid.
- Their engagement is based on a clear, intuitive and motivating vision of the desired outcome.
- They do not fear uncertainty; they transform ambiguity into momentum.
- They are perfectly comfortable in innovation, intrapreneurship or change leadership roles.
- They need an environment that values vision, initiative and the freedom to project forward without being constantly slowed down by caution.
Profiles with High Optimism (60-75%): Clear-Eyed Confidence, a Results-Oriented Approach.
With the exception of the Reactive intelligence + Rational intelligence profile, all these profiles combine logic and rational intuition; they are structured and have a positive and realistic perception of opportunities.
With the exception of the Reactive intelligence + Rational intelligence profile, all these profiles combine logic and rational intuition; they are structured and have a positive and realistic perception of opportunities.
- Their optimism is present, but must be confirmed by facts, data and tangible evidence.
- They act through reasoned confidence: their momentum is stable, but may become blocked if the framework seems unclear.
- They need clear, structured projects with visible results. Their posture is often methodical and reassuring for teams.
- They excel in analysis, coordination or progressive development functions, where ambition and rigor are combined.
Profiles with Moderate Optimism (50-60%): Conditional Energy and Active Caution.
Here, the dominant circuit shifts toward the Rational intelligence + Reactive intelligence or Reactive intelligence + Rational intelligence sequences.
Here, the dominant circuit shifts toward the Rational intelligence + Reactive intelligence or Reactive intelligence + Rational intelligence sequences.
- Momentum is present, but restrained: these profiles need reassurance in order to move forward.
- They can project themselves forward, but they first assess risks, consequences or obstacles.
- They engage more easily when conditions are clear, realistic and validated beforehand.
- They are sensitive to recognition of effort and to signs of progressive success.
- They must evolve in structured contexts, with transparent communication, regular feedback and attainable objectives.
Profiles with Low Optimism (< 50%): Defensive Mobilization, a Need for Security.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence; these profiles first identify what could go wrong.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence; these profiles first identify what could go wrong.
- Their energy is mobilized by prevention, conformity or fear of error.
- They function under external pressure or perceived obligation, rarely through spontaneous desire.
- They need stable frameworks, clear reference points and structured support.
- Their mobilization depends on reducing uncertainty, recognizing their caution and providing reassuring management.
- They should be positioned in standardized, regulated or strongly structured environments, where expectations are explicit and the margin of risk is limited.
4. Utilisations stratégiques pour les RH.
- Recruitment and Selection:
- Identify brain resource sequences to anticipate the candidate's ability to project themselves positively.
- Ensure that the level of optimism is aligned with the requirements of the position: innovation, risk management, change support...
- Internal Mobility and Development:
- Support cautious or defensive profiles toward a more confident reinterpretation of reality.
- Create conditions for progressive reassurance: rituals, guidance, concrete feedback.
- Talent Development:
- Value highly optimistic profiles as drivers of collective mobilization, vision or initiative.
- Adapt recognition tools: some need perspective, others need certainty.
© Maieutik International Ltd. 1997-
Initiative and Brain Resource Sequences.
HR Interpretation of the Observed Statistical Data
1. Initiative: a lever for autonomous action.
From the Latin initiare, derived from initium: beginning. It means taking charge of oneself, accepting responsibility, becoming the architect of one's life, the architect of one's happiness as well as one's unhappiness.
Initiative distinguishes those who anticipate, propose and launch actions... from those who wait, respond or react.
It reflects the way an individual approaches action: do they take the initiative or wait for others to initiate action?
In the Maieutik Spectrum analysis, initiative is observed through dominant brain resource sequences, revealing the nature of the action trigger : internal, logical, cautious, or dependent on context.
2. Reading the Table: What Do the Data Tell Us?
From the Latin initiare, derived from initium: beginning. It means taking charge of oneself, accepting responsibility, becoming the architect of one's life, the architect of one's happiness as well as one's unhappiness.
Initiative distinguishes those who anticipate, propose and launch actions... from those who wait, respond or react.
It reflects the way an individual approaches action: do they take the initiative or wait for others to initiate action?
In the Maieutik Spectrum analysis, initiative is observed through dominant brain resource sequences, revealing the nature of the action trigger : internal, logical, cautious, or dependent on context.
2. Reading the Table: What Do the Data Tell Us?
Initiative, proactivity
>=75%
>=60%<75%
>=50%<60%
>=40%<50%
<40%
Logical intelligence + Intuitive intelligence (10,00%).
79,86%
18,75%
1,39%
0,00%
0,00%
Of this 10,00%, 98,61% of respondents fall within the 60% and above ranges.
Logical intelligence + Rational intelligence (18,67%).
46,10%
45,35%
7,43%
1,12%
0,00%
Of this 18,67%, 91,45% of respondents fall within the 60% and above ranges.
Rational intelligence + Logical intelligence (23,96%).
20,29%
48,41%
23,77%
6,09%
1,45%
Of this 23,96%, 72,18% of respondents fall within the 50% to 75% ranges.
Rational intelligence + Reactive intelligence (38,96%).
2,67%
25,31%
30,84%
23,71%
17,47%
Of this 38,96%, 56,15% of respondents fall within the 50% to 75% ranges.
Reactive intelligence + Rational intelligence (8,33%).
0,00%
5,83%
14,17%
22,50%
57,50%
Of this 8,33%, 80,00% of respondents fall below the 50% threshold.
The percentage shown in parentheses following each intelligence sequence represents the proportion of respondents who displayed that sequence in 2024. It is followed by the percentage of respondents falling within each of these 5 score ranges.
- Profiles with Very High Initiative (>= 75%)
- The Logical intelligence + Intuitive intelligence circuit dominates overwhelmingly (79,86%), followed at a distance by Logical intelligence + Rational intelligence (46,10%) and Rational intelligence + Logical intelligence (20,29%).
- These profiles act with drive, discernment and independence.
- The trigger is internal: action arises from personal reasoning, perceived interest or a clear intention, without waiting for external validation.
-
Profiles with High Initiative (60-75%)
- The Logical intelligence + Rational intelligence (45,35%), Rational intelligence + Logical intelligence (48,41%) and Rational intelligence + Reactive intelligence (25,31%) circuits become more prominent.
- Action remains possible, but is accompanied by caution, a search for coherence, and sometimes a need for implicit approval.
-
Profiles with Moderate Initiative (50-60%)
- The highly proactive circuits give way to the Rational intelligence + Reactive intelligence (30,84%) and Rational intelligence + Logical intelligence (23,77%) circuits, which become dominant.
- Initiative is conditional: these profiles take action if they are encouraged, guided, or if they receive confirmation that it is the right time.
-
Profiles with Low Initiative (< 50%)
- The Reactive intelligence + Rational intelligence circuit becomes largely dominant in the 40-50% range (22,50%), and in the below 40% range (57,50%).
- This configuration indicates a strong dependence on the initiatives of others before action is triggered.
- The Rational intelligence + Reactive intelligence profiles follow the same trend.
- Here, action is essentially reactive. Taking action depends on an explicit framework, an external trigger or hierarchical pressure.
3. Conclusions RH
Profiles with Very High Initiative (>= 75%) : An Autonomous Drive, Spontaneous Action Taking.
The Logical intelligence + Intuitive intelligence circuit clearly dominates, revealing a capacity to take action independently, without the need for supervision.
The Logical intelligence + Intuitive intelligence circuit clearly dominates, revealing a capacity to take action independently, without the need for supervision.
- These profiles mobilize their energy to act, and to act quickly without waiting for the hesitant.
- Their engagement is based on structured intuition, understanding of the issues, and a need to make an impact.
- They possess a rapid reading of the context, sound judgment, and strong intrinsic motivation.
- They act with efficiency, discernment and consistency while embodying a natural, agile and responsible leadership.
- Ideal for positions of responsibility, changing environments, start-up contexts or transformation initiatives. They excel wherever initiative is expected without constant supervision.
Profiles with High Initiative (60-75%) : Reasoned Proactivity, Supported by Structure.
Initiative is present, but requires a certain degree of external stability to be fully activated.
Initiative is present, but requires a certain degree of external stability to be fully activated.
- These profiles take action as soon as the context is clear, expectations are defined, and risks are identified.
- They think before acting and avoid rushing into action.
- They are reassured by implicit or explicit validation of the direction being taken.
- Their energy can be mobilized provided that the environment is coherent and supportive.
- Ideal for coordination, project management or expert roles, where a balance is sought between personal initiative and a shared framework.
Profiles with Moderate Initiative (50-60%) : Conditional Momentum, Active Caution.
These profiles need external signals or implicit authorization before initiating action.
These profiles need external signals or implicit authorization before initiating action.
- Their approach is more cautious or context-dependent, even though they are capable of autonomy once engaged.
- They fear making mistakes or taking initiatives that may be poorly perceived; they are sensitive to progressive validation of their choices.
- Their action is triggered when the framework feels reassuring and expectations are explicit.
- They benefit from guidance in roles where the space for initiative is clearly defined while encouraging them to test, dare and take a position.
- A supportive, precise and non-intrusive management style is essential.
Profiles with Low Initiative (< 50%) : Action Triggered by Context or Authority.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence; these profiles act in response, rarely through personal impulse.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence; these profiles act in response, rarely through personal impulse.
- Their primary driver is waiting for instructions, conformity, or the need to act under constraint.
- They prefer to be guided, supported and directed.
- They display little spontaneous initiative, but can become highly reliable within a prescribed framework.
- Their relationship with action is conditioned by safety and authorization.
- Best suited for positions with clearly defined tasks, within teams where rigor, respect for procedures and stability of execution are expected.
Precise guidance, clear instructions and supportive supervision are essential to their mobilization.
4. Utilisations stratégiques pour les RH.
-
Recruitment and Selection:
- Identify the initiative dynamic and align it with the requirements of the position: a project leadership role requires more initiative than a procedural position.
- Do not confuse low initiative with low competence: some reactive profiles are highly reliable once mobilized.
-
Internal Mobility and Development:
- Progress from reactive to proactive by creating safe trial-and-error environments.
- Identify dormant initiative potential and bring it out through coaching or pilot assignments.
-
Talent Development:
- Assign change ambassador or innovation leadership roles to naturally proactive profiles.
- Encourage cautious profiles to experiment within a climate of trust by highlighting progressive successes.
© Maieutik International Ltd. 1997-
Obligation and Cerebral Sequences
HR Reading of the Observed Statistical Data
1. The Relationship to Obligation: a Lever of Responsibility or Constraint.
In the Maieutik Spectrum approach, the relationship to obligation is not reduced to an external constraint. It represents the way an individual integrates, prioritizes and handles responsibilities in action.
Obligation can act as an entry filter into action: for some, it is a step to be handled before mobilizing around something else; for others, it becomes a structuring moral reference point.
Each intelligence sequence reflects a specific way of inhabiting obligation:
Understanding this dynamic means decoding how a person handles what must be done, before or after their other action drivers.
And it is a valuable key for supporting constraint management, work organization and the distribution of responsibilities.
In the Maieutik Spectrum approach, the relationship to obligation is not reduced to an external constraint. It represents the way an individual integrates, prioritizes and handles responsibilities in action.
Obligation can act as an entry filter into action: for some, it is a step to be handled before mobilizing around something else; for others, it becomes a structuring moral reference point.
Each intelligence sequence reflects a specific way of inhabiting obligation:
- Some fulfill obligations in order to free themselves from them quickly and gain access to their spaces of personal motivation.
- Others integrate them as a structuring framework necessary to their functioning.
- Still others experience them as a moral duty, with satisfaction linked to their fulfillment.
Understanding this dynamic means decoding how a person handles what must be done, before or after their other action drivers.
And it is a valuable key for supporting constraint management, work organization and the distribution of responsibilities.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Obligation
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
0,00%
0,00%
2,08%
11,11%
36,11%
41,67%
9,03%
Of this 10,00%, 77,78% of respondents are in the ranges between 07% and 27%.
Logical + Rational (18,67%).
0,00%
0,74%
4,09%
12,64%
39,03%
37,55%
5,95%
Of this 18,67%, 76,58% of respondents are in the ranges between 07% and 27%.
Rational + Logical (23,96%).
0,00%
2,03%
13,33%
21,16%
45,51%
17,39%
0,58%
Of this 23,96%, 84,06% of respondents are in the ranges between 07% and 37%.
Rational + Reactive (38,96%).
0,71%
2,85%
9,98%
19,43%
47,59%
18,54%
0,89%
Of this 38,96%, 85,56% of respondents are in the ranges between 07% and 37%.
Reactive + Rational (8,33%).
0,00%
9,17%
19,17%
27,50%
36,67%
6,67%
0,83%
Of this 8,33%, 83,34% of respondents are in the ranges between 17% and 47%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with Very Strong Activation of Obligation (>= 57%) : Overdetermining Duty, Dominant Moral Reference Point.
Such a result is almost absent from the data; only Rational intelligence + Reactive intelligence (0,71%) appears marginally here.
These rare profiles are strongly structured by what must be done, which they invest as an inner requirement more than as an external constraint.
Obligation acts as a central reference point: action first passes through duty, responsibility or the satisfaction of a duty fulfilled.
Such a result is almost absent from the data; only Rational intelligence + Reactive intelligence (0,71%) appears marginally here.
These rare profiles are strongly structured by what must be done, which they invest as an inner requirement more than as an external constraint.
Obligation acts as a central reference point: action first passes through duty, responsibility or the satisfaction of a duty fulfilled.
- These individuals can offer great reliability, remarkable consistency and strong commitment keeping, but they may also rigidify their action through an excessive sense of duty.
- To be positioned in demanding environments, in functions where responsibility, compliance, continuity of service or moral rigor are performance factors.
Profiles with High Activation of Obligation (47-57%) : Marked Sense of Duty, Strong Responsibility.
Here, the sequences Reactive intelligence +Rational intelligence (9,17%) and Rational intelligence + Reactive intelligence (2,85%) dominate.
These profiles are still strongly influenced by what they believe they must do, which they mobilize to secure their action and honor their commitments.
They demonstrate a strong professional conscience, but may be demanding, rigid or not very inclined to ease the pressure on themselves or on others.
Here, the sequences Reactive intelligence +Rational intelligence (9,17%) and Rational intelligence + Reactive intelligence (2,85%) dominate.
These profiles are still strongly influenced by what they believe they must do, which they mobilize to secure their action and honor their commitments.
They demonstrate a strong professional conscience, but may be demanding, rigid or not very inclined to ease the pressure on themselves or on others.
- They secure unstable environments by taking charge of what is necessary, but may be slow to turn toward their desires, their possibilities or freer forms of action.
- Ideal for roles involving control, reliability, operational responsibility or demanding coordination, where the framework must be maintained without failure.
Profiles with Average Activation of Obligation (37-47%) : Active and Structured Duty.
Here, the sequences Reactive intelligence + Rational intelligence (19,17%), Rational intelligence + Logical intelligence (13,33%) and Rational intelligence + Reactive intelligence (9,98%) emerge.
These profiles give obligation a real place, recognizing it as an important reference point in organizing their action.
They can rely on their sense of responsibility to act seriously, while maintaining a certain capacity for adjustment depending on the situation.
Here, the sequences Reactive intelligence + Rational intelligence (19,17%), Rational intelligence + Logical intelligence (13,33%) and Rational intelligence + Reactive intelligence (9,98%) emerge.
These profiles give obligation a real place, recognizing it as an important reference point in organizing their action.
They can rely on their sense of responsibility to act seriously, while maintaining a certain capacity for adjustment depending on the situation.
- These are individuals who know how to handle what must be done, respect expectations and assume their responsibilities without making obligation an absolute.
- To be favored in coordination, middle management or case management positions, where both reliability and flexibility of execution are expected.
Profiles with Moderate Activation of Obligation (27-37%) : Duty Present, Structured and Often Moral.
A significant portion of the cerebral circuits appears in this range:
They are capable of placing duty before the other action drivers, while maintaining a capacity for adaptation. Their inner balance rests on an articulation between responsibility and engagement.
A significant portion of the cerebral circuits appears in this range:
- Reactive intelligence + Rational intelligence (27,50%).
- Rational intelligence + Logical intelligence (21,16%).
- Rational intelligence + Reactive intelligence (19,43%).
- Logical intelligence + Rational intelligence (12,64%).
- Logical intelligence + Intuitive intelligence (11,11%).
They are capable of placing duty before the other action drivers, while maintaining a capacity for adaptation. Their inner balance rests on an articulation between responsibility and engagement.
- They provide a solid foundation for keeping commitments, moving files forward and assuming constraints without completely losing flexibility.
- To be mobilized in operational management, project management, execution follow-up or field responsibility roles, where the framework must be maintained consistently.
Profiles with Low Activation of Obligation (17-27%) : Passing Through Duty to Free Themselves.
This is the range in which the highest activation is found:
They prioritize handling what is necessary, even if they experience it as a required passage more than as a moral value in itself.
This is the range in which the highest activation is found:
- Rational intelligence + Reactive intelligence (47,59%).
- Rational intelligence + Logical intelligence (45,51%).
- Logical intelligence + Rational intelligence (39,03%).
- Reactive intelligence + Rational intelligence (36,67%).
- Logical intelligence + Intuitive intelligence (36,11%).
They prioritize handling what is necessary, even if they experience it as a required passage more than as a moral value in itself.
- They bring concrete reliability, good management of priorities and a capacity to deal with what must be dealt with before moving toward something else.
- Perfectly suited to environments where constraints must be absorbed, routine obligations handled and then space freed for initiative, desire or adjustment.
Profiles with Very Low Activation of Obligation (7-17%) : Weak Structuring by Duty.
This results range comes in second place, just after the range between 17% and 27%:
They act more from desire, immediate usefulness or the possibilities offered by the situation, without relying strongly on what must be done.
This results range comes in second place, just after the range between 17% and 27%:
- Logical intelligence + Intuitive intelligence (41,67%).
- Logical intelligence + Rational intelligence (37,55%).
- Rational intelligence + Reactive intelligence (18,54%).
- Rational intelligence + Logical intelligence (17,39%).
- Reactive intelligence + Rational intelligence (6,67%).
They act more from desire, immediate usefulness or the possibilities offered by the situation, without relying strongly on what must be done.
- These are profiles of flexibility, openness and spontaneity, sometimes destabilizing in highly standardized or highly procedural organizations.
- To be positioned in adaptive environments, creative functions, rapid problem-solving or exploration roles, with explicit external reference points to secure follow-through on commitments.
Profiles with Near-Zero Activation of Obligation (<7) : Marked Detachment from Duty as a Reference Point.
This level corresponds to a clear break from obligation as a decision-making reference point. It includes, in particular, the following sequences:
They favor an immediate reading of the situation, a response to desire or to possibility, without giving central importance to what must be done.
This level corresponds to a clear break from obligation as a decision-making reference point. It includes, in particular, the following sequences:
- Logical intelligence + Intuitive intelligence (9,03%).
- Logical intelligence + Rational intelligence (5,95%).
- Rational intelligence + Reactive intelligence (0,89%).
- Reactive intelligence + Rational intelligence (0,83%).
- Rational intelligence + Logical intelligence (0,58%).
They favor an immediate reading of the situation, a response to desire or to possibility, without giving central importance to what must be done.
- These profiles often play the role of initiators, triggers or explorers. However, they may be destabilizing in organizations strongly structured by procedure, hierarchy or compliance.
- Preferably position them in exploratory projects, flexible environments or innovation missions, provided they are given external reference points for follow-up, prioritization and accountability.
3. Conclusions RH
Profiles with Very Strong Activation of Obligation (>= 57%) : A Dominant Anchor in Duty.
These profiles rely heavily on what must be done to evaluate, decide and act.
Their seriousness comes from a need for security through responsibility, compliance or duty fulfilled.
These profiles rely heavily on what must be done to evaluate, decide and act.
Their seriousness comes from a need for security through responsibility, compliance or duty fulfilled.
- They favor clear commitments, assumed responsibilities and actions that correspond to what must be done.
- Their reliability is high, but they may become fixed in an overly normative logic if the environment requires more flexibility or creativity.
- To be mobilized in compliance, demanding management, operational responsibility functions or in sectors where duty is an added value.
Profiles with High Activation of Obligation (47-57%) : An Active Normative Reference Point.
These profiles validate their choices through what seems right, expected or necessary to them.
Obligation is a stable filter, but not yet completely rigid.
These profiles validate their choices through what seems right, expected or necessary to them.
Obligation is a stable filter, but not yet completely rigid.
- They seek to honor what must be done, with vigilance regarding deviations from commitments, rules or expectations.
- They need to feel that what is necessary has been handled before investing their desires or their margins for maneuver more freely.
- To be favored in contexts of quality, coordination, optimization or shared responsibility management.
Profiles with Average Activation of Obligation (37-47%) : A Modular Relationship to Duty.
Obligation is used here as a basis for reference, organization and accountability.
But there is a risk of becoming locked into the framework if the requirement takes up too much space.
Obligation is used here as a basis for reference, organization and accountability.
But there is a risk of becoming locked into the framework if the requirement takes up too much space.
- These profiles know how to handle what is necessary without getting too bogged down in it, and how to keep commitments without restricting themselves excessively.
- They adapt their sense of responsibility to new situations after reflection and with discernment.
- Ideal in adjustment, organization, coordination or evolving management functions.
Profiles with Moderate Activation of Obligation (27-37%) : A Duty-Desire or Duty-Possibility Balance, or a Balance Among All Three.
The relationship to obligation becomes more flexible, but remains active as a reference point.
The relationship to obligation becomes more flexible, but remains active as a reference point.
- These profiles navigate between responsibility and the desire to act, between what must be done and what they choose to invest in.
- They are capable of maintaining the framework without allowing themselves to be entirely absorbed by it.
- Perfect for middle management roles, organizational relay roles, or support in implementation.
Profiles with Low Activation of Obligation (17-27%) / A Transitional Obligation: What Must Be Done Before Moving on to Something Else.
These profiles favor handling constraints as a necessary step before turning toward their desires or possibilities.
They function by starting with what is necessary, in order to then regain freedom in action.
These profiles favor handling constraints as a necessary step before turning toward their desires or possibilities.
They function by starting with what is necessary, in order to then regain freedom in action.
- Their practical reliability facilitates organization, but this logic may lack momentum if the framework takes up all the space.
- They can handle obligations seriously without necessarily investing them as a deep moral value.
- To be positioned in environments where routine constraints must be absorbed before freeing initiative, adjustment or personal engagement.
Profiles with Very Low Activation of Obligation (7-17%) : A Disconnection from Duty as an Action Filter.
These profiles function with little reference to obligation.
Action is centered on desire, immediate usefulness or available options.
These profiles function with little reference to obligation.
Action is centered on desire, immediate usefulness or available options.
- They may sometimes neglect commitments, imposed priorities or certain requirements for consistency.
- Their reference points are often built in the moment, in immediate interest or in freedom of movement.
- To be favored in flexible projects, innovation, creation or exploration contexts, with supervision through clear reference points, feedback and structuring indicators.
Profiles with Near-Zero Activation of Obligation (<7) : An Assumed Break from Duty as a Reference Point.
These profiles refer only very rarely, if ever, to what must be done as their main reference point.
Obligation is viewed as secondary, irrelevant or even cumbersome.
These profiles refer only very rarely, if ever, to what must be done as their main reference point.
Obligation is viewed as secondary, irrelevant or even cumbersome.
- Their natural posture is freedom of movement, immediate adjustment, initiative or the search for alternative paths.
- They bring flexibility, new ideas, unconventional practices, and sometimes difficulty submitting to a strong framework.
- To be positioned in pilot projects, environments of disruption, exploration or creation, with external accountability mechanisms.
4. Utilisations stratégiques pour les RH.
- Recruitment and Selection:
- Identify the degree of anchoring in obligation to anticipate how a person will handle responsibilities, keep commitments or react to constraints.
- Avoid cultural mismatches: a profile strongly oriented toward obligation may clash with a very flexible organization, and vice versa.
- Internal Mobility and Evolution:
- Raise team awareness of the diversity of relationships to obligation in order to avoid tensions between « guardians of the framework » and « agents of flexibility ».
- Favor profiles with average activation of obligation in coordination contexts: they know how to balance responsibility and adaptability.
- Talent Development:
- Encourage profiles highly structured by duty to share their reliability, while opening spaces for flexibility and breathing room in action.
- Create a corporate culture that values a sense of responsibility, flexibility in execution and the ability to articulate duty, possibility and desire according to the roles.
© Maieutik International Ltd. 1997-
Possibility and Cerebral Sequences
HR Reading of Observed Statistical Data
1. Relationship to possibility: a lever of openness or dispersion.
In the Maieutik Spectrum approach, the relationship to possibility is not reduced to a simple search for alternatives. It represents the way an individual reads margins for maneuver, considers available options and builds freedom of action.
Possibility can act as an entry lever into action: for some, it opens margins for maneuver and stimulates adjustment; for others, it makes decision-making more complex when options are too numerous or insufficiently prioritized.
Each sequence of intelligences reflects a specific way of inhabiting possibility:
Understanding this dynamic means decoding how a person reads what is feasible, opens or closes options, and builds their action within a field of possibilities.
And it is a valuable key to supporting flexibility in execution, management of the unexpected and adjustment of responsibilities according to profiles.
In the Maieutik Spectrum approach, the relationship to possibility is not reduced to a simple search for alternatives. It represents the way an individual reads margins for maneuver, considers available options and builds freedom of action.
Possibility can act as an entry lever into action: for some, it opens margins for maneuver and stimulates adjustment; for others, it makes decision-making more complex when options are too numerous or insufficiently prioritized.
Each sequence of intelligences reflects a specific way of inhabiting possibility:
- Some quickly perceive openings and alternatives, and rely on them to move forward with flexibility.
- Others explore options with discernment, while maintaining a connection with the framework, priorities or real constraints.
- Still others may feel slowed down or scattered by an excess of possibilities if they do not have sufficiently stabilizing reference points.
Understanding this dynamic means decoding how a person reads what is feasible, opens or closes options, and builds their action within a field of possibilities.
And it is a valuable key to supporting flexibility in execution, management of the unexpected and adjustment of responsibilities according to profiles.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Possibility
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
11,11%
43,75%
36,81%
8,33%
0,00%
0,00%
0,00%
Of this 10,00%, 91,67% of respondents are in the ranges between 37% and 57%.
Logical + Rational (18,67%).
11,52%
41,64%
35,32%
7,81%
0,74%
0,00%
0,00%
Of this 18,67%, 88,48% of respondents are in the ranges between 37% and 57%.
Rational + Logical (23,96%).
12,46%
43,77%
28,12%
11,30%
3,77%
0,58%
0,00%
Of this 23,96%, 84,35% of respondents are in the ranges between 37% and 57%.
Rational + Reactive (38,96%).
12,83%
44,56%
32,62%
5,88%
3,92%
0,18%
0,00%
Of this 38,96%, 90,01% of respondents are in the ranges between 37% and 57%.
Reactive + Rational (8,33%).
9,17%
41,67%
33,33%
11,67%
3,33%
0,83%
0,00%
Of this 8,33%, 86,67% of respondents are in the ranges between 27% and 47%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with Very Strong Activation of Possibility (>= 57%) : Dominant Openness, Spontaneous Reading of Options.
Here, we have the following sequences:
Possibility acts as a central reference point: action is first built from perceived margins for maneuver, alternatives and opportunities.
Here, we have the following sequences:
- Rational intelligence + Reactive intelligence (12,83%).
- Rational intelligence + Logical intelligence (12,46%).
- Logical intelligence + Rational intelligence (11,52%).
- Logical intelligence + Intuitive intelligence (11,11%).
- Reactive intelligence + Rational intelligence (9,17%).
Possibility acts as a central reference point: action is first built from perceived margins for maneuver, alternatives and opportunities.
- These individuals may offer great flexibility, high responsiveness and a strong ability to find solutions, but they also risk scattering action if the framework is not sufficiently structured.
- To be positioned in changing environments, in problem-solving, innovation, adjustment or development functions, where openness to options is a performance factor.
Profiles with High Activation of Possibility (47-57%) : Strong Openness, Structuring Flexibility.
Here, we have the following sequences:
They show strong adaptability, but may be less comfortable when options must be closed, decisions made too quickly or when they must be confined to a single framework.
Here, we have the following sequences:
- Rational intelligence + Reactive intelligence (44,56%).
- Rational intelligence + Logical intelligence (43,77%).
- Logical intelligence + Intuitive intelligence (43,75%).
- Reactive intelligence + Rational intelligence (41,67%).
- Logical intelligence + Rational intelligence (41,64%).
They show strong adaptability, but may be less comfortable when options must be closed, decisions made too quickly or when they must be confined to a single framework.
- They make unstable environments more fluid by keeping several courses of action open, but may sometimes delay closure or the final decision.
- Ideal for roles in adaptive coordination, solution design, uncertainty management or change support, where margins for maneuver must be maintained.
Profiles with Average Activation of Possibility (37-47%) : Active and Adjustable Openness.
Here, we have the following sequences:
They can rely on their ability to read available options, while retaining a certain ability to select, prioritize and adjust according to situations.
Here, we have the following sequences:
- Logical intelligence + Intuitive intelligence (36,81%).
- Logical intelligence + Rational intelligence (35,32%).
- Reactive intelligence + Rational intelligence (33,33%).
- Rational intelligence + Reactive intelligence (32,62%).
- Rational intelligence + Logical intelligence (28,12%).
They can rely on their ability to read available options, while retaining a certain ability to select, prioritize and adjust according to situations.
- These are individuals who know how to identify openings, consider alternatives and adjust their trajectory without making possibility an absolute.
- To be favored in coordination, flexible organization, project management or interface positions, where both adaptability and reliability in execution are expected.
Profiles with Moderate Activation of Possibility (27-37%) : Present Openness, Realistic Reading of Options.
Here, we observe a significant decrease compared with the two previous ranges:
They are sensitive to margins for maneuver, without ignoring real limits. Their inner balance is based on coexistence between flexibility and practical sense.
Here, we observe a significant decrease compared with the two previous ranges:
- Reactive intelligence + Rational intelligence (11,67%).
- Rational intelligence + Logical intelligence (11,30%).
- Logical intelligence + Intuitive intelligence (8,33%).
- Logical intelligence + Rational intelligence (7,81%).
- Rational intelligence + Reactive intelligence (5,88%).
They are sensitive to margins for maneuver, without ignoring real limits. Their inner balance is based on coexistence between flexibility and practical sense.
- They provide a solid base for managing adaptations, by reconciling openness to solutions and realism in execution.
- To be mobilized in operational management, change management, project management or problem-solving functions, where functional flexibility without dispersion is crucial.
Profiles with Low Activation of Possibility (17-27%) : Framework or Duty More Present, Secondary Openness.
It is in this range and the two following ones that we find the lowest activations of possibility:
They favor what is necessary, secure or validated, even if this means opening options only in a second step.
It is in this range and the two following ones that we find the lowest activations of possibility:
- Rational intelligence + Reactive intelligence (3,92%).
- Rational intelligence + Logical intelligence (3,77%).
- Reactive intelligence + Rational intelligence (3,33%).
- Logical intelligence + Rational intelligence (0,74%).
- Logical intelligence + Intuitive intelligence (0,00%).
They favor what is necessary, secure or validated, even if this means opening options only in a second step.
- They bring a good hold on the framework, an ability to move forward without too much dispersion and appreciable stability in contexts requiring continuity.
- Perfectly suited to environments where execution must be consistent, a clear line must be maintained, or constraints must be absorbed before alternatives are considered.
Profiles with Very Low Activation of Possibility (7-17%) : Low Investment in Options and Alternatives.
This range of results is poorly represented in the data, with results below 1%.
These profiles integrate possibility only slightly as a decision-making reference point. Alternatives are little invested, little sought after, or even perceived as secondary.
They act more from a given framework, a duty, a habit or an already engaged trajectory, without strongly exploring other paths.
This range of results is poorly represented in the data, with results below 1%.
These profiles integrate possibility only slightly as a decision-making reference point. Alternatives are little invested, little sought after, or even perceived as secondary.
They act more from a given framework, a duty, a habit or an already engaged trajectory, without strongly exploring other paths.
- These are profiles of stability, continuity and concentration, sometimes destabilized in environments that are too open or too ambiguous.
- To be positioned in structured environments, reliable execution, follow-up or production functions, with clear reference points if progressive openness to alternatives is desired.
Profiles with Almost No Activation of Possibility (<7) : Marked Detachment from Options as a Reference Point.
This level corresponds to a clear break with possibility as a decision-making reference point. In particular, no sequence is found here.
In these profiles, possibility is neither structuring nor mobilizing. It is little perceived, little invested, or even considered unnecessarily destabilizing.
They favor a direct reading of what has to be done or what is already underway, without giving alternatives or margins for maneuver a central place.
This level corresponds to a clear break with possibility as a decision-making reference point. In particular, no sequence is found here.
In these profiles, possibility is neither structuring nor mobilizing. It is little perceived, little invested, or even considered unnecessarily destabilizing.
They favor a direct reading of what has to be done or what is already underway, without giving alternatives or margins for maneuver a central place.
- These profiles often play the role of stabilizers, reliable executors or guardians of continuity. However, they may be destabilized in organizations that are very open, changing or poorly structured.
- Preferably to be positioned in highly structured environments, execution, follow-up or production roles, provided they are given clear reference points if progressive openness to alternative solutions is expected.
3. Conclusions RH
Profiles with Very Strong Activation of Possibility (>= 57%) : A Dominant Anchor in Opening Options.
These profiles rely strongly on what can be done, adjusted or explored to evaluate, decide and act.
Their flexibility comes from a need to keep several courses of action open or not to limit themselves too quickly.
These profiles rely strongly on what can be done, adjusted or explored to evaluate, decide and act.
Their flexibility comes from a need to keep several courses of action open or not to limit themselves too quickly.
- They favor adaptable solutions, margins for maneuver and paths that leave room for adjustment.
- Their wealth of options is great, but they may become scattered or delay stabilization if a decision has to be made quickly.
- To be mobilized in design, innovation, problem-solving functions, or in contexts where agility constitutes added value.
Profiles with High Activation of Possibility (47-57%) : An Active Adaptive Reference Point.
These profiles validate their choices through the openings offered by the situation.
Possibility is a stable filter, but not yet disorganizing.
These profiles validate their choices through the openings offered by the situation.
Possibility is a stable filter, but not yet disorganizing.
- They seek to preserve alternatives, with vigilance regarding opportunities or possible adjustments.
- They need to feel that margins for maneuver remain before fully committing to a single path.
- To be favored in contexts of adjustment, optimization, change support or flexible organization.
Profiles with Average Activation of Possibility (37-47%) : An Adjustable Relationship to Openness.
Possibility is used here as a basis for reference, adjustment and reasoned exploration.
But there is a risk of remaining too long in openness if the decision takes time to close.
Possibility is used here as a basis for reference, adjustment and reasoned exploration.
But there is a risk of remaining too long in openness if the decision takes time to close.
- These profiles know how to make use of options without becoming bogged down in them, opening avenues without losing the thread of action.
- They adapt solutions to new situations after reflection and with discernment.
- Ideal in adjustment, coordination, operational design or evolving management functions.
Profiles with Moderate Activation of Possibility (27-37%) : A Possibility-Framework or Possibility-Duty Balance, or a Balance Between Several Levers.
The relationship to possibility becomes more distanced, but remains active as a reference point.
The relationship to possibility becomes more distanced, but remains active as a reference point.
- These profiles navigate between openness and realism, between the search for options and the need for stabilization.
- They are able to perceive margins for maneuver without being entirely absorbed by them.
- Perfect for middle management, organizational relay or adaptation support roles.
Profiles with Low Activation of Possibility (17-27%) / A Relativization : Not Everything That Is Possible Is Meant to Guide Action.
These profiles favor a more framed, more necessary or more structured reading of reality.
They function first from what is expected, engaged or already validated.
These profiles favor a more framed, more necessary or more structured reading of reality.
They function first from what is expected, engaged or already validated.
- Their cognitive stability facilitates continuity, but may lack flexibility and creativity in very open environments.
- They may overlook useful alternatives if they are not supported in opening their field of reading further.
- To be positioned in structured environments, in execution, follow-up or functions where consistency matters more than exploration.
Profiles with Very Low Activation of Possibility (7-17%) : A Disconnection from Alternatives as a Filter for Action.
These profiles function with little reference to possibility.
Action is centered on what has to be done, what has already been decided or what is directly accessible.
These profiles function with little reference to possibility.
Action is centered on what has to be done, what has already been decided or what is directly accessible.
- They may sometimes overlook available options, margins for maneuver or fallback solutions.
- Their reference points are often built within the framework, in continuity or along an already stabilized line of action.
- To be favored in structured projects, execution, production or follow-up contexts, with support if greater openness to alternatives is desired.
Profiles with Almost No Activation of Possibility (<7) : An Assumed Break with the Opening of Options.
These profiles refer only very rarely, if ever, to what could be done differently.
Possibility is seen as secondary, of little use, or even cumbersome.
These profiles refer only very rarely, if ever, to what could be done differently.
Possibility is seen as secondary, of little use, or even cumbersome.
- Their natural posture is continuity, focus on the action already underway or stabilization of a known framework.
- They bring continuity, concentration and stability, sometimes with difficulty moving outside an already drawn line.
- To be positioned in highly framed environments, follow-up or production activities, with external mechanisms if greater flexibility is to be introduced.
4. Utilisations stratégiques pour les RH.
- Recruitment and Selection:
- Identify the degree of anchoring in possibility to anticipate how a person will read margins for maneuver, adjust to the unexpected or open alternatives.
- Avoid cultural mismatches: a profile highly oriented toward possibility may clash with a very normative organization, and vice versa.
- Internal Mobility and Development:
- Make teams aware of the diversity of relationships to possibility in order to avoid tensions between « option openers » and « framework guardians ».
- Favor profiles with average activation of possibility in coordination contexts: they know how to balance openness, realism and adaptability.
- Talent Development:
- Encourage profiles highly oriented toward possibilities to share their flexibility, while opening spaces for structuring and prioritization.
- Create a company culture that values the opening of options, the quality of decision-making and the ability to articulate possibility, duty and desire according to roles.
© Maieutik International Ltd. 1997-
Desire and Cerebral Sequences
HR Reading of Observed Statistical Data
1. Relationship to desire: a lever of engagement or variability.
In the Maieutik Spectrum approach, the relationship to desire is not reduced to a simple affective register. It represents the way an individual mobilizes personal drive, invests in what animates them and sustains engagement in action.
Desire can act as an entry motor into action: for some, it provides the energy to invest themselves; for others, it remains present, but modulated by duty, framework or possibilities.
Each sequence of intelligences reflects a specific way of inhabiting desire:
Understanding this dynamic means decoding how a person invests in what they want, what attracts them or what animates them, and how this motor is articulated with other action reference points.
And it is a valuable key to supporting motivation, consistency of engagement and the adjustment of missions according to profiles.
In the Maieutik Spectrum approach, the relationship to desire is not reduced to a simple affective register. It represents the way an individual mobilizes personal drive, invests in what animates them and sustains engagement in action.
Desire can act as an entry motor into action: for some, it provides the energy to invest themselves; for others, it remains present, but modulated by duty, framework or possibilities.
Each sequence of intelligences reflects a specific way of inhabiting desire:
- Some rely strongly on what attracts them, motivates them or gives them the desire to engage fully.
- Others mobilize their desire with measure, combining it with responsibilities, constraints or objectives to be met.
- Still others may detach from their personal desires to act first according to what is necessary, possible or expected.
Understanding this dynamic means decoding how a person invests in what they want, what attracts them or what animates them, and how this motor is articulated with other action reference points.
And it is a valuable key to supporting motivation, consistency of engagement and the adjustment of missions according to profiles.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Desire
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
0,00%
13,89%
36,81%
22,22%
25,69%
1,39%
0,00%
Of this 10,00%, 84,72% of respondents are in the ranges between 17% and 37%.
Logical + Rational (18,67%).
0,37%
10,41%
36,80%
28,62%
21,56%
2,23%
0,00%
Of this 18,67%, 86,98% of respondents are in the ranges between 17% and 37%.
Rational + Logical (23,96%).
0,29%
4,06%
20,00%
28,12%
38,26%
8,99%
0,29%
Of this 23,96%, 86,38% of respondents are in the ranges between 17% and 37%.
Rational + Reactive (38,96%).
0,00%
2,14%
18,72%
28,16%
39,04%
11,05%
0,89%
Of this 38,96%, 85,92% of respondents are in the ranges between 17% and 37%.
Reactive + Rational (8,33%).
0,00%
2,50%
9,17%
27,50%
41,67%
18,33%
0,83%
Of this 8,33%, 87,50% of respondents are in the ranges between 07% and 27%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with Very Strong Activation of Desire (>= 57%) : Overdetermining Personal Drive, a Central Motor of Engagement.
Such a result is almost absent from the data; only Logical intelligence + Rational intelligence (0,37%) and Rational intelligence + Logical intelligence (0,29%) appear here marginally.
These rare profiles are strongly structured by what they want, by what attracts, animates or intimately mobilizes them.
Desire acts as a central reference point: action first passes through want, attraction or personal motivation before any other consideration.
Such a result is almost absent from the data; only Logical intelligence + Rational intelligence (0,37%) and Rational intelligence + Logical intelligence (0,29%) appear here marginally.
These rare profiles are strongly structured by what they want, by what attracts, animates or intimately mobilizes them.
Desire acts as a central reference point: action first passes through want, attraction or personal motivation before any other consideration.
- These individuals can offer great intensity of engagement, strong mobilizing power and remarkable investment, but they may also disengage quickly if meaning or desire are no longer present.
- To be positioned in environments where initiative, creativity, passion for the subject or personal engagement are performance factors.
Profiles with High Activation of Desire (47-57%) : Strong Motivation, Marked Personal Engagement.
Here, we have the sequences Logical intelligence +Intuitive intelligence (13,89%) and Logical intelligence + Rational intelligence (10,41%) dominating.
These profiles are still strongly influenced by what they want to do, which they mobilize to give energy and meaning to their action.
They show significant personal engagement, but may be more selective, less consistent or more difficult to mobilize if the activity does not generate sufficient interest.
Here, we have the sequences Logical intelligence +Intuitive intelligence (13,89%) and Logical intelligence + Rational intelligence (10,41%) dominating.
These profiles are still strongly influenced by what they want to do, which they mobilize to give energy and meaning to their action.
They show significant personal engagement, but may be more selective, less consistent or more difficult to mobilize if the activity does not generate sufficient interest.
- They energize environments by bringing desire, intensity and motivation, but may sometimes resist tasks perceived as unattractive or too constrained.
- Ideal for roles involving mobilization, development, creation, relationships or momentum, where personal engagement makes a noticeable difference.
Profiles with Average Activation of Desire (37-47%) : Active and Adjustable Desire.
A significant portion of the cerebral circuits is expressed in this range as well as in the next two:
They can rely on their personal motivation to act with involvement, while maintaining a certain ability to adjust according to situations, constraints or priorities.
A significant portion of the cerebral circuits is expressed in this range as well as in the next two:
- Logical intelligence + Intuitive intelligence (36,81%).
- Logical intelligence + Rational intelligence (36,80%).
- Rational intelligence + Logical intelligence (20,00%).
- Rational intelligence + Reactive intelligence (18,72%).
- Reactive intelligence + Rational intelligence (9,17%).
They can rely on their personal motivation to act with involvement, while maintaining a certain ability to adjust according to situations, constraints or priorities.
- These are individuals who know how to invest in what speaks to them, what has meaning or what attracts them, without making desire an exclusive absolute.
- To be favored in coordination, development, project management or support roles, where both personal involvement and adaptability are expected.
Profiles with Moderate Activation of Desire (27-37%): Present Motivation, Nuanced Engagement.
A significant portion of the cerebral circuits is expressed in this range:
They remain sensitive to what motivates, attracts or gives meaning, without ignoring the limits of reality. Their inner balance rests on a coexistence between involvement and realism.
A significant portion of the cerebral circuits is expressed in this range:
- Logical intelligence + Rational intelligence (28,62%).
- Rational intelligence + Reactive intelligence (28,16%).
- Rational intelligence + Logical intelligence (28,12%).
- Reactive intelligence + Rational intelligence (27,50%).
- Logical intelligence + Intuitive intelligence (22,22%).
They remain sensitive to what motivates, attracts or gives meaning, without ignoring the limits of reality. Their inner balance rests on a coexistence between involvement and realism.
- They offer a solid basis for mobilizing energy, moving projects forward and maintaining sustained engagement without excessive overflow.
- To be mobilized in operational management, coordination, relationship or project roles, where it is important to combine the desire to act with a sense of priorities.
Profiles with Low Activation of Desire (17-27%): Motivation Present but Secondary.
A significant portion of the cerebral circuits is expressed in this range:
They favor what is necessary, feasible or coherent, even if it means investing in their desires only in a second phase.
A significant portion of the cerebral circuits is expressed in this range:
- Reactive intelligence + Rational intelligence (41,67%).
- Rational intelligence + Reactive intelligence (39,04%).
- Rational intelligence + Logical intelligence (38,26%).
- Logical intelligence + Intuitive intelligence (25,69%).
- Logical intelligence + Rational intelligence (21,56%).
They favor what is necessary, feasible or coherent, even if it means investing in their desires only in a second phase.
- They bring good continuity of action, an ability to remain engaged without depending too much on fluctuations in their desires, and appreciable stability in demanding contexts.
- Perfectly suited to environments where it is necessary to endure over time, absorb constraints or move forward with consistency, even when immediate attraction is limited.
3. Conclusions RH
Profiles with Low Activation of Desire (17-27%) / A Relativization: Not Everything We Want Is Meant to Guide Action.
These profiles favor a more structured, necessary or pragmatic reading of reality.
They operate primarily from what is expected, possible or already underway.
These profiles favor a more structured, necessary or pragmatic reading of reality.
They operate primarily from what is expected, possible or already underway.
- Their stability supports continuity of action, but may sometimes lack motivational intensity or engaging spontaneity in certain contexts.
- They may overlook the mobilizing effect of desire unless they are helped to reconnect what they do with personal meaning.
- To be positioned in structured environments, execution, follow-up or functions where consistency matters more than the intensity of desire.
Profiles with Very Low Activation of Desire (7-17%): A Detachment from Desire as a Filter for Action.
These profiles operate with little reference to desire.
Action is centered on what must be done, what is possible, or what is directly accessible.
These profiles operate with little reference to desire.
Action is centered on what must be done, what is possible, or what is directly accessible.
- They may sometimes overlook personal commitment, intrinsic motivation, or the mobilizing power of meaning.
- Their reference points are often built more around structure, usefulness or continuity than around desire.
- To be favored in structured projects, execution, production or follow-up contexts, with support if greater personal engagement is desired.
Profiles with Near-Zero Activation of Desire (<7): A Deliberate Break from Desire as a Reference Point.
These profiles rarely, if ever, use what they want as a primary reference point.
Desire is viewed as secondary, unreliable, or even burdensome.
These profiles rarely, if ever, use what they want as a primary reference point.
Desire is viewed as secondary, unreliable, or even burdensome.
- Their natural stance is restraint, regulation, useful action, or the stabilization of an established framework.
- They bring consistency, sobriety and discipline, although they may sometimes struggle to express visible enthusiasm or a strong personal drive.
- To be positioned in highly structured environments, follow-up activities, production roles or stable responsibilities, with explicit mechanisms if greater personal engagement is desired.
4. Utilisations stratégiques pour les RH.
-
Recruitment and Selection:
- Identify the degree of anchoring in desire in order to anticipate how a person will engage, mobilize, find meaning, or sustain motivation in action.
- Avoid cultural mismatches: a profile strongly driven by desire may clash with a highly normative organization, and vice versa.
- Internal Mobility and Career Development:
- Raise awareness within teams about the diversity of relationships to desire in order to avoid tensions between « drivers of engagement » and « guardians of continuity ».
- Favor profiles with a moderate activation of desire in coordination contexts: they know how to balance involvement, meaning and realism.
-
Talent Development:
- Encourage profiles strongly oriented toward desire to share their mobilizing energy while creating opportunities for regulation and perspective-taking.
- Create a corporate culture that values personal engagement, the quality of motivation, and the ability to articulate desire, duty and possibility according to roles.
© Maieutik International Ltd. 1997-
Present and Brain Resource Sequences
HR Interpretation of Observed Statistical Data
1. Relationship with the Present: A Lever for Agility or a Trap of the Moment.
In the Maieutik Spectrum approach, the relationship with the present is not merely awareness of the moment, but the way a person anchors themselves in the here and now to act, decide, and adjust.
The present can be a lever for effectiveness, proactivity, and practical adaptation, but in some cases it can also encourage short-term thinking, difficulty anticipating, or underutilization of past experience.
Each dominant brain sequence reflects a different relationship with present time:
Understanding this lever means decoding the relationship with immediate reality, with situations as they arise, and with the need to act within short time frames or adapt decisions quickly.
It is also a strategic key for positioning individuals in contexts where operational effectiveness, emergency management, or human interaction are critical.
2. Reading the Table: What Do the Data Tell Us?
In the Maieutik Spectrum approach, the relationship with the present is not merely awareness of the moment, but the way a person anchors themselves in the here and now to act, decide, and adjust.
The present can be a lever for effectiveness, proactivity, and practical adaptation, but in some cases it can also encourage short-term thinking, difficulty anticipating, or underutilization of past experience.
Each dominant brain sequence reflects a different relationship with present time:
- Some settle into it to act with clarity and pragmatism.
- Others cling to it so as not to get lost in the uncertainty of the future.
- Still others find in it a refuge from the weight of the past or the anxiety of projection.
Understanding this lever means decoding the relationship with immediate reality, with situations as they arise, and with the need to act within short time frames or adapt decisions quickly.
It is also a strategic key for positioning individuals in contexts where operational effectiveness, emergency management, or human interaction are critical.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Present
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
5,56%
11,11%
23,61%
31,25%
22,22%
4,86%
1,39%
Of this 10,00%, 77,08% of respondents are in the ranges between 17% and 37%.
Logical + Rational (18,67%).
2,23%
8,18%
21,56%
31,23%
30,86%
4,09%
1,86%
Of this 18,67%, 83,65% of respondents are in the ranges between 17% and 37%.
Rational + Logical (23,96%).
2,90%
8,12%
19,13%
30,14%
27,25%
8,99%
3,48%
Of this 23,96%, 76,52% of respondents are in the ranges between 17% and 37%.
Rational + Reactive (38,96%).
1,60%
5,53%
15,86%
33,87%
31,37%
7,13%
4,63%
Of this 38,96%, 81,10% of respondents are in the ranges between 17% and 37%.
Reactive + Rational (8,33%).
0,83%
6,67%
12,50%
26,67%
30,83%
12,50%
10,00%
Of this 8,33%, 57,50% of respondents are in the ranges between 17% and 27%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with Very High Present Activation (>= 57%): Hyper-Anchoring in the Present Moment, Dominant Immediacy.
The most represented circuits in this range are: Logical intelligence + Intuitive intelligence (5,56%) / Rational intelligence + Logical intelligence (2,90%) and Logical intelligence + Rational intelligence (2,23%).
These profiles live in full presence, with maximum attention focused on what is happening right now. Action is built from current information, without the filter of memory or projection.
They can excel in contexts requiring rapid intervention, on-the-spot decision-making, or real-time management.
The most represented circuits in this range are: Logical intelligence + Intuitive intelligence (5,56%) / Rational intelligence + Logical intelligence (2,90%) and Logical intelligence + Rational intelligence (2,23%).
These profiles live in full presence, with maximum attention focused on what is happening right now. Action is built from current information, without the filter of memory or projection.
They can excel in contexts requiring rapid intervention, on-the-spot decision-making, or real-time management.
- This strong focus can make them vulnerable to immediate pressure or to difficulty stepping back and gaining perspective.
- To be mobilized in emergency-response roles, field operations, or customer service positions where immediate reaction and active presence are essential.
Profiles with High Present Activation (47-57%): Strong Capacity for Adjustment.
The dominant circuits here are: Logical intelligence +Intuitive intelligence (11,11%), Logical intelligence + Rational intelligence (8,18%) and Rational intelligence + Logical intelligence (8,12%).
These profiles rely on a refined reading of the current context, which they compare against structured logic or immediate rationality.
They combine rapid thinking with adaptability while maintaining a certain level of control over their reactions.
The dominant circuits here are: Logical intelligence +Intuitive intelligence (11,11%), Logical intelligence + Rational intelligence (8,18%) and Rational intelligence + Logical intelligence (8,12%).
These profiles rely on a refined reading of the current context, which they compare against structured logic or immediate rationality.
They combine rapid thinking with adaptability while maintaining a certain level of control over their reactions.
- Their decision-making is often proactive rather than impulsive.
- Ideal for evolving environments requiring proactivity, contextual initiative-taking, or close support and guidance.
Profiles with Moderately High Activation (37-47%): Constructive Presence, Active Observation.
A significant portion of brain circuits are expressed within this range:
Their actions rely on the present as a lever for adjustment, without becoming rigid or rushing ahead.
A significant portion of brain circuits are expressed within this range:
- Logical intelligence + Intuitive intelligence (23,61%).
- Logical intelligence + Rational intelligence (21,56%).
- Rational intelligence + Logical intelligence (19,13%).
- Rational intelligence + Reactive intelligence (15,86%).
- Reactive intelligence + Rational intelligence (12,50%).
Their actions rely on the present as a lever for adjustment, without becoming rigid or rushing ahead.
- They can connect the analysis of the present moment with short-term decisions while remaining open to progress.
- Highly suited to operational management, team coordination, or leadership roles where it is essential to understand what is happening and adjust immediately.
Profiles with Moderate Present Activation (27-37%): Balanced Reference Point, Temporal Flexibility.
A significant portion of brain circuits are expressed within this range:
They demonstrate the ability to integrate the present with other temporal reference points (experience, projection), depending on the needs of the situation.
A significant portion of brain circuits are expressed within this range:
- Rational intelligence + Reactive intelligence (33,87%).
- Logical intelligence + Intuitive intelligence (31,25%).
- Logical intelligence + Rational intelligence (31,23%).
- Rational intelligence + Logical intelligence (30,14%).
- Reactive intelligence + Rational intelligence (26,67%).
They demonstrate the ability to integrate the present with other temporal reference points (experience, projection), depending on the needs of the situation.
- Their strength lies in their cognitive flexibility and their ability to shift perspectives without losing their grounding.
- Versatile profiles, well suited to change management, interdepartmental coordination, or roles requiring listening skills, adjustment, and a strong sense of timing.
Profiles with Moderately Low Present Activation (17-27%): The Present as a Secondary Reference Point, Attention Directed Toward the Past or the Future.
In this range, there is strong activation across all brain resource sequences:
They may operate in a proactive mode, with a gap between what is happening and their ability to respond quickly to it.
In this range, there is strong activation across all brain resource sequences:
- Rational intelligence + Reactive intelligence (31,37%).
- Logical intelligence + Rational intelligence (30,86%).
- Reactive intelligence + Rational intelligence (30,83%).
- Rational intelligence + Logical intelligence (27,25%).
- Logical intelligence + Intuitive intelligence (22,22%).
They may operate in a proactive mode, with a gap between what is happening and their ability to respond quickly to it.
- This does not imply inefficiency, but rather a tendency to become absorbed in other timeframes, where anticipation, memory, stress, or anxiety may take precedence over immediacy.
- They require a structured framework, clear temporal landmarks, and support in managing present-time demands.
Profiles with low activation of the present (7-17%): Detached from the here and now, oriented toward the future or the past.
The dominant circuits in this range are:
They may be strongly future-oriented or, conversely, become absorbed in the past.
The dominant circuits in this range are:
- Reactive intelligence + Rational intelligence (12,50%).
- Rational intelligence + Logical intelligence (8,99%).
- Rational intelligence + Reactive intelligence (7,13%).
They may be strongly future-oriented or, conversely, become absorbed in the past.
- This can create timing gaps that may be perceived as slowness, absence, or hesitation when rapid action is required.
- They benefit from support in structuring the rhythm of action and are generally better suited to roles less exposed to urgency or constant unpredictability.
Profiles with very low activation of the present (
This level corresponds to a clear disconnect from the experience of the present as a decision-making reference point. The following sequence appears as the only somewhat significant result:
They move forward while looking far ahead or by focusing on what remains in the rear-view mirror.
This level corresponds to a clear disconnect from the experience of the present as a decision-making reference point. The following sequence appears as the only somewhat significant result:
- Reactive intelligence + Rational intelligence (10,00%).
They move forward while looking far ahead or by focusing on what remains in the rear-view mirror.
- These profiles operate at a distance from immediacy. They may possess a very active inner world (ideas, memories, projections), yet struggle to engage fully in immediate, concrete action.
- Best positioned in stable, predictable environments or in analytical and conceptual roles, while paying close attention to execution timelines.
3. Conclusions RH
Profiles with very high activation of the present (>= 57%): Immediate anchoring in the here and now.
These profiles are extremely focused on the present moment, which they perceive with great intensity.
They make decisions based on what is happening here and now, without relying excessively on the past or the future.
These profiles are extremely focused on the present moment, which they perceive with great intensity.
They make decisions based on what is happening here and now, without relying excessively on the past or the future.
- They demonstrate strong responsiveness, but may lack perspective or a long-term vision.
- Their actions are strongly influenced by their immediate environment: they can be highly effective... or highly destabilized.
- Best suited to rapid-response contexts, reception roles, direct service functions, or emergency management.
Profiles with high activation of the present (47-57%): Stability within the present moment.
These profiles are attentive to what is happening without becoming trapped by immediacy.
They are able to act according to the demands of the moment while maintaining logical consistency.
These profiles are attentive to what is happening without becoming trapped by immediacy.
They are able to act according to the demands of the moment while maintaining logical consistency.
- They demonstrate discernment and respond quickly without rushing.
- They benefit from a clear framework to channel their effectiveness into action.
- Ideal for coordination, regulation, or day-to-day management functions.
Profiles with moderately high activation of the present (37-47%): Available presence, measured action.
These profiles maintain a consistent awareness of their immediate environment.
They know how to observe, adjust, and make decisions based on what is unfolding around them.
These profiles maintain a consistent awareness of their immediate environment.
They know how to observe, adjust, and make decisions based on what is unfolding around them.
- They combine vigilance, listening skills, and a sense of practical opportunity.
- They remain careful not to lose sight of broader objectives.
- Well suited to client-facing roles, team support, or field leadership.
Profiles with moderate activation of the present (27-37%): A balanced awareness of the present.
These profiles maintain a temporal balance between the present, the future, and the past.
They are neither overwhelmed by urgency nor trapped in analysis.
These profiles maintain a temporal balance between the present, the future, and the past.
They are neither overwhelmed by urgency nor trapped in analysis.
- They are able to intervene at the right moment while taking other timeframes into account.
- These are flexible and reliable profiles, capable of handling real-world complexity without becoming overloaded.
- Best suited to supervisory roles, cross-functional management, or adaptive project leadership.
Profiles with moderately low activation of the present (17-27%): A secondary here and now.
Their attention to the present is less sustained and is often captured by other priorities (reflection, anticipation, planning).
They may overlook important information or show less proactivity.
Their attention to the present is less sustained and is often captured by other priorities (reflection, anticipation, planning).
They may overlook important information or show less proactivity.
- They may tend to intellectualize, anticipate, or seek alternatives rather than act directly.
- Their anchoring in immediate action depends largely on context and external demands.
- They benefit from support in managing real-time demands and are best positioned in functions with fewer urgent situations to handle.
Profiles with low activation of the present (7-17%): A shifted temporality, reduced influence of the present.
These profiles operate somewhat out of sync with the here and now.
They may be focused on analysis, projection, or concerns unrelated to the immediate environment.
These profiles operate somewhat out of sync with the here and now.
They may be focused on analysis, projection, or concerns unrelated to the immediate environment.
- Their actions may sometimes be out of step with the needs of the moment, which can create tension or misunderstanding.
- They are reliable for long-term or in-depth work, but less comfortable with reactivity and unexpected situations.
- Best suited to support functions, reflective work, or autonomous production carried out at a controlled pace.
Profiles with very low activation of the present (
These profiles spend very little time in the present moment.
They may be highly conceptual, dream-oriented, or detached from immediate reality.
These profiles spend very little time in the present moment.
They may be highly conceptual, dream-oriented, or detached from immediate reality.
- They may struggle to react in a timely manner, engage in the moment, or notice contextual signals.
- Their contribution can be valuable... but may not be immediately visible.
- Best positioned in strategic or analytical functions, with broad timelines and limited immediate pressure.
4. Utilisations stratégiques pour les RH.
-
Recruitment and selection:
- Assessing anchoring in the present helps distinguish proactive profiles attentive to context from those more oriented toward reflection or anticipation.
- Align this lever with the requirements of the role: some functions require strong presence in the moment (reception, handling the unexpected), while others value perspective and projection.
-
Internal mobility and development:
- Identify employees whose reading of the present can support flow regulation, operational adjustment, or real-time coordination.
- Support those who struggle to synchronize with immediacy through observation, feedback, and training in contextual vigilance.
-
Talent development:
- Rely on profiles strongly anchored in the present to manage urgent situations, dynamic interactions, or interface functions.
- Help less present-oriented profiles integrate here-and-now anchoring rituals, develop their selective attention, and better pick up signals in the environment.
© Maieutik International Ltd. 1997-
Past and Brain Resource Sequences
HR Interpretation of the Statistical Data Observed
1. The Relationship with the Past: A Source of Stability or a Limitation.
In the Maieutik Spectrum approach, the relationship with the past is not limited to remembering facts. It reflects the way a person uses past experiences to guide choices, shape judgments, and direct actions.
For some individuals, the past serves as a foundation of stability, a reassuring reference point that structures their thinking and strengthens their credibility. For others, it can become an obstacle to growth, a reference that is too dominant and limits exploration, risk-taking, or adaptation.
Each dominant brain resource sequence reflects a distinct relationship with past experience:
Understanding this factor means understanding the influence personal history exerts on present-day decisions.
It is also a valuable key for supporting change, assessing adaptability, or positioning talent in contexts that require innovation... or knowledge transfer.
In the Maieutik Spectrum approach, the relationship with the past is not limited to remembering facts. It reflects the way a person uses past experiences to guide choices, shape judgments, and direct actions.
For some individuals, the past serves as a foundation of stability, a reassuring reference point that structures their thinking and strengthens their credibility. For others, it can become an obstacle to growth, a reference that is too dominant and limits exploration, risk-taking, or adaptation.
Each dominant brain resource sequence reflects a distinct relationship with past experience:
- Some revisit the past in order to learn and grow,
- Others refer to it to validate their internal reference points,
- Still others rely on it to protect themselves from uncertainty or avoid repeating mistakes.
Understanding this factor means understanding the influence personal history exerts on present-day decisions.
It is also a valuable key for supporting change, assessing adaptability, or positioning talent in contexts that require innovation... or knowledge transfer.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Past
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
0,00%
0,00%
3,47%
11,11%
38,89%
20,83%
25,69%
Of this 10,00%, 85,41% of respondents are in the ranges between 0% and 17%.
Logical + Rational (18,67%).
0,00%
1,12%
4,09%
12,27%
38,66%
26,77%
17,10%
Of this 18,67%, 82,53% of respondents are in the ranges between 0% and 17%.
Rational + Logical (23,96%).
0,00%
0,58%
5,51%
17,68%
45,51%
20,29%
10,43%
Of this 23,96%, 83,48% of respondents are in the ranges between 07% and 27%.
Rational + Reactive (38,96%).
0,18%
1,25%
5,70%
23,89%
42,60%
18,54%
7,84%
Of this 38,96%, 85,03% of respondents are in the ranges between 07% and 27%.
Reactive + Rational (8,33%).
0,00%
6,67%
12,50%
22,50%
34,17%
14,17%
10,00%
Of this 8,33%, 70,84% of respondents are in the ranges between 07% and 27%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with Very High Past Activation (>= 57%): An Overriding Memory and a Rigid Mental Filter.
Such a result is almost absent from the data. Only the Rational intelligence + Reactive intelligence sequence (0,18%) appears marginally in this range.
These rare profiles are deeply influenced by their past experiences, to which they assign almost absolute validity.
The past acts as a unique frame of reference: every change is viewed with suspicion, and every new situation is compared to what has worked before.
Such a result is almost absent from the data. Only the Rational intelligence + Reactive intelligence sequence (0,18%) appears marginally in this range.
These rare profiles are deeply influenced by their past experiences, to which they assign almost absolute validity.
The past acts as a unique frame of reference: every change is viewed with suspicion, and every new situation is compared to what has worked before.
- These individuals can provide continuity and stability, but they may also inhibit innovation through excessive caution.
- Best positioned in highly regulated environments and in roles where past experience guarantees performance, such as compliance, risk management, or institutional knowledge functions.
Profiles with High Past Activation (47-57%): Strong Vigilance and Marked Caution.
Here, the Reactive intelligence + Rational intelligence sequence (6,67%) dominates, while all other sequences obtain results of 1,25% and below.
These profiles remain strongly influenced by their experience, which they use to secure their decisions.
They demonstrate a form of practical wisdom, but may be conservative and reluctant to move away from proven methods.
Here, the Reactive intelligence + Rational intelligence sequence (6,67%) dominates, while all other sequences obtain results of 1,25% and below.
These profiles remain strongly influenced by their experience, which they use to secure their decisions.
They demonstrate a form of practical wisdom, but may be conservative and reluctant to move away from proven methods.
- They help stabilize uncertain environments by relying on trusted reference points, but may be slow to adopt new practices.
- Ideal for quality control, process reliability, or gradual transition roles where abrupt disruptions should be avoided.
Profiles with Moderately High Past Activation (37-47%): Active and Selective Memory.
Here, the Reactive intelligence + Rational intelligence sequence dominates with 12,50%, while all other sequences stand at 5,70% and below.
These profiles retain a vivid connection to the past without becoming fully identified with it.
They can rely on past experience to guide their choices, while remaining capable of putting that experience into perspective and adapting it to the situation.
Here, the Reactive intelligence + Rational intelligence sequence dominates with 12,50%, while all other sequences stand at 5,70% and below.
These profiles retain a vivid connection to the past without becoming fully identified with it.
They can rely on past experience to guide their choices, while remaining capable of putting that experience into perspective and adapting it to the situation.
- These individuals learn from their mistakes, know how to sort through their memories, and draw useful lessons without becoming stuck in the past.
- Best suited for continuous improvement, training, or coaching roles where both experience capitalization and adaptability are expected.
Profiles with Moderate Past Activation (27-37%): A Balanced Reference Point, Memory in Service of Action.
A significant proportion of brain resource sequences fall within this range:
They are open to novelty, without ignoring the value of what has been acquired. Their inner balance rests on a coexistence between caution and progress.
A significant proportion of brain resource sequences fall within this range:
- Rational intelligence + Reactive intelligence (23,89%).
- Reactive intelligence + Rational intelligence (22,50%).
- Rational intelligence + Logical intelligence (17,68%).
- Logical intelligence + Rational intelligence (12,27%).
- Logical intelligence + Intuitive intelligence (11,11%).
They are open to novelty, without ignoring the value of what has been acquired. Their inner balance rests on a coexistence between caution and progress.
- They provide a solid foundation for guiding change, by reconciling experience and transformation.
- To be mobilized in operational management, change management, or project roles where functional memory is crucial, without paralyzing nostalgia.
Profiles with Low Past Activation (17-27%): A Living Present or Future, a Weak Memory Imprint.
This is the range in which the highest activation is found:
They prioritize what is useful, even if this means neglecting certain lessons from the past.
This is the range in which the highest activation is found:
- Rational intelligence + Logical intelligence (45,51%).
- Rational intelligence + Reactive intelligence (42,60%).
- Logical intelligence + Intuitive intelligence (38,89%).
- Logical intelligence + Rational intelligence (38,66%).
- Reactive intelligence + Rational intelligence (34,17%).
They prioritize what is useful, even if this means neglecting certain lessons from the past.
- They bring significant agility, a strong ability to update themselves, and freshness in their approach to problems.
- Perfectly suited to environments undergoing constant transformation, and to roles involving innovation or planning, problem-solving, or the development of new practices.
Profiles with very low activation of the past (7-17%): Breaking away from previous patterns.
This range of results comes in second position, just after the range between 17% and 27%:
They act based on the present situation, without dwelling on the past, but they may also forget certain repeated mistakes.
This range of results comes in second position, just after the range between 17% and 27%:
- Logical intelligence + Rational intelligence (26,77%).
- Logical intelligence + Intuitive intelligence (20,83%).
- Rational intelligence + Logical intelligence (20,29%).
- Rational intelligence + Reactive intelligence (18,54%).
- Reactive intelligence + Rational intelligence (14,17%).
They act based on the present situation, without dwelling on the past, but they may also forget certain repeated mistakes.
- These are profiles of rupture, invention, and deconditioning, sometimes destabilizing in historically rooted organizations.
- To be positioned in pilot projects, exploration phases, or start-up environments, with external capitalization tools to guide their progression.
Profiles with almost no activation of the past (<7): Marked detachment from previous reference points.
This level corresponds to a clear break from past experience as a decision-making reference point. The following sequences are found in particular:
They prioritize an immediate reading of the situation or a rapid projection toward what may come, without dwelling on what was previously experienced.
This level corresponds to a clear break from past experience as a decision-making reference point. The following sequences are found in particular:
- Logical intelligence + Intuitive intelligence (25,69%).
- Logical intelligence + Rational intelligence (17,10%).
- Rational intelligence + Logical intelligence (10,43%).
- Reactive intelligence + Rational intelligence (10,00%).
- Rational intelligence + Reactive intelligence (7,84%).
They prioritize an immediate reading of the situation or a rapid projection toward what may come, without dwelling on what was previously experienced.
- These profiles often play the role of initiators, catalysts for change, or scouts. However, they may be destabilizing in organizations strongly marked by history, tradition, or collective memory.
- Preferably to be positioned in pilot projects, exploration or creation phases, entrepreneurial or start-up environments, provided they are given external structuring tools (capitalization, collective memory, formalized feedback) to secure their progression.
3. Conclusions RH
Profiles with very high activation of the past (>= 57%): A dominant anchoring in the past.
These profiles rely heavily on past experience to evaluate, decide, and act.
Their caution comes from a need for reassurance through what has already been validated.
These profiles rely heavily on past experience to evaluate, decide, and act.
Their caution comes from a need for reassurance through what has already been validated.
- They prioritize proven solutions and methods that have demonstrated their effectiveness.
- Their reliability is strong, but they may become fixed in outdated patterns if the environment evolves too quickly.
- To be mobilized in transmission, compliance, or sectors where tradition is an added value.
Profiles with high activation of the past (47-57%): An active conservative reference point.
These profiles validate their choices through the memory of lived experience.
The past is a stable filter, but not yet very flexible.
These profiles validate their choices through the memory of lived experience.
The past is a stable filter, but not yet very flexible.
- They seek to reproduce what works, with vigilance regarding deviations from known standards.
- They need to understand the already seen before considering the new.
- To be favored in contexts of optimization, continuous improvement, or quality management.
Profiles with medium activation of the past (37-47%): A flexible relationship with the past.
The past is used here as a basis for reference and learning.
But there is a risk of becoming locked into what is known and experienced.
The past is used here as a basis for reference and learning.
But there is a risk of becoming locked into what is known and experienced.
- These profiles know how to draw on it without becoming bogged down, and how to learn lessons without over-restricting themselves.
- They adapt what they have learned to new situations after reflection and with discernment.
- Ideal in adjustment, experience-integration, or evolving steering functions.
Profiles with moderate activation of the past (27-37%): A balance between past-present, past-future, or all three.
The relationship with the past becomes more distanced, but remains active as a reference point.
The relationship with the past becomes more distanced, but remains active as a reference point.
- These profiles navigate between transmission and renewal, between tradition and adaptation.
- They are able to understand heritage without being subjected to it.
- Perfect for middle management, cultural relay, or transformation support roles.
Profiles with low activation of the past (17-27%) / A relativization: what has been is not necessarily what should guide.
These profiles prioritize a contextual or forward-looking reading of reality.
They operate in the moment or with a vision oriented toward tomorrow.
These profiles prioritize a contextual or forward-looking reading of reality.
They operate in the moment or with a vision oriented toward tomorrow.
- Their cognitive agility facilitates adaptation, but may lack consolidation and reference points.
- They may neglect lessons from the past if they are not supported.
- To be positioned in changing environments, in innovation, and in the design of new solutions.
Profiles with very low activation of the past (7-17%): A break from old reference points.
These profiles operate with little reference to the past.
Action is centered on the present moment or the near future.
These profiles operate with little reference to the past.
Action is centered on the present moment or the near future.
- They may sometimes neglect organizational memory or repeat past mistakes.
- Their reference points often need to be built in the moment or through projection.
- To be favored in disruption, incubation, or radical transformation projects, with guidance through feedback and structuring indicators.
Profiles with almost no activation of the past (<7): An assumed break from previous patterns.
These profiles only very rarely, if ever, refer to their past experience.
The past is seen as outdated, irrelevant, or even burdensome.
These profiles only very rarely, if ever, refer to their past experience.
The past is seen as outdated, irrelevant, or even burdensome.
- Their natural posture is questioning, evolution, transformation, and a fresh perspective.
- They bring new ideas, unconventional practices, and sometimes fertile chaos.
- To be positioned in pilot projects, environments of disruption or exploration, and the creation of new models.
4. Utilisations stratégiques pour les RH.
- Recruitment and Selection:
- Identify the degree of anchoring in the past to anticipate how a person is likely to validate decisions or react to new situations.
- Avoid cultural mismatches: a profile strongly oriented toward the past may struggle in a fast-moving organization, and vice versa.
- Internal Mobility and Career Development:
- Raise awareness within teams about the diversity of relationships with the past in order to prevent tensions between « keepers of tradition » and « agents of change ».
- Favor profiles with moderate activation of the past in transition contexts: they know how to balance continuity and renewal.
- Talent Development:
- Encourage profiles strongly anchored in historical experience to share their expertise while creating opportunities to update and refine practices.
- Create a corporate culture that values history, adaptation, and forward thinking alike, according to roles and organizational contexts.
© Maieutik International Ltd. 1997-
Future and Brain Sequences
HR reading of observed statistical data
1. Relationship to the Future: a lever of anticipation or escape.
In the Maieutik Spectrum approach, the relationship to the future is not only a capacity for projection: it is the way an individual orients toward what is not yet present to guide decisions, initiate action, or interpret the present.
The future can be a strategic resource - anticipation, innovative drive, or long-term vision. But depending on the brain circuits activated, it can also become an escape, an anxious projection, or an avoidance of present reality.
Each intelligence sequence reflects its own dynamic:
Understanding this relationship to the future means reading an individual's ability to imagine, anticipate, plan, or invent - but also their risk of losing contact with immediate reality.
And it is a key for positioning talent in long-term projects, innovation initiatives, or strategic monitoring functions.
2. Reading the Table: What Do the Data Tell Us?
In the Maieutik Spectrum approach, the relationship to the future is not only a capacity for projection: it is the way an individual orients toward what is not yet present to guide decisions, initiate action, or interpret the present.
The future can be a strategic resource - anticipation, innovative drive, or long-term vision. But depending on the brain circuits activated, it can also become an escape, an anxious projection, or an avoidance of present reality.
Each intelligence sequence reflects its own dynamic:
- Some use the future as a compass for deciding in uncertainty.
- Others project themselves into it to free themselves from the constraints of the past.
- Others still take refuge in it to avoid confronting the complexity of the here and now.
Understanding this relationship to the future means reading an individual's ability to imagine, anticipate, plan, or invent - but also their risk of losing contact with immediate reality.
And it is a key for positioning talent in long-term projects, innovation initiatives, or strategic monitoring functions.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Future
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
29,86%
36,81%
27,78%
4,86%
0,69%
0,00%
0,00%
Of this 10,00%, 94,45% of respondents are in the ranges between 37% and 57%.
Logical + Rational (18,67%).
33,46%
37,92%
20,07%
7,81%
0,74%
0,00%
0,00%
Of this 18,67%, 91,45% of respondents are in the ranges between 37% and 57%.
Rational + Logical (23,96%).
32,17%
35,94%
21,16%
8,12%
2,32%
0,00%
0,29%
Of this 23,96%, 89,27% of respondents are in the ranges between 37% and 57%.
Rational + Reactive (38,96%).
29,41%
39,75%
22,82%
5,70%
2,14%
0,18%
0,00%
Of this 38,96%, 91,98% of respondents are in the ranges between 37% and 57%.
Reactive + Rational (8,33%).
25,83%
45,00%
18,33%
8,33%
2,50%
0,00%
0,00%
Of this 8,33%, 89,16% of respondents are in the ranges between 37% and 57%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with very high activation of the future (>= 57%): Dominant projection, a strategic driver.
All circuits are very strongly represented:
They think long term, consider future consequences, and secure trajectories.
All circuits are very strongly represented:
- Logical intelligence + Rational intelligence (33,46%).
- Rational intelligence + Logical intelligence (32,17%).
- Logical intelligence + Intuitive intelligence (29,86%).
- Rational intelligence + Reactive intelligence (29,41%).
- Reactive intelligence + Rational intelligence (25,83%).
They think long term, consider future consequences, and secure trajectories.
- Their gaze reaches far ahead: they develop strategies, project scenarios, and map out the steps.
- These profiles are highly effective for vision, strategy, or planned innovation.
- Best mobilized in prospective contexts, transformation missions, or global steering roles.
Profiles with high activation of the future (47-57%): Measured anticipation, strong adjustment capacity.
All circuits show very strong concentration:
They are able to develop and plan coherent action plans while remaining adaptable.
All circuits show very strong concentration:
- Reactive intelligence +Rational intelligence (45,00%).
- Rational intelligence + Reactive intelligence (39,75%).
- Logical intelligence + Rational intelligence (37,92%).
- Logical intelligence + Intuitive intelligence (36,81%).
- Rational intelligence + Logical intelligence (35,94%).
They are able to develop and plan coherent action plans while remaining adaptable.
- Their projections are structured and often oriented toward securing the future.
- They are able to manage upcoming deadlines, steps, and necessary resources effectively.
- Ideal for operational anticipation, forecasting management, or evolving supervisory roles.
Profiles with moderately high activation (37-47%): Flexible projection capacity, balance between tomorrow and now or tomorrow and yesterday.
The dominant circuits are:
Their relationship to the future is proactive but lucid: they envision without overinvesting.
The dominant circuits are:
- Logical intelligence + Intuitive intelligence (27,78%).
- Rational intelligence + Reactive intelligence (22,82%).
- Rational intelligence + Logical intelligence (21,16%).
- Logical intelligence + Rational intelligence (20,07%).
- Reactive intelligence + Rational intelligence (18,33%).
Their relationship to the future is proactive but lucid: they envision without overinvesting.
- They adapt quickly when conditions change, while maintaining a direction.
- To be called upon for medium-term projects, transition roles, or adaptive management.
Balanced profiles (27-37%): Projection still present, but receding - toward recentering.
This range marks a clear decline in future projection compared with the higher ranges:
They can commit over the long term provided the reference points are stable and the perspectives credible.
This range marks a clear decline in future projection compared with the higher ranges:
- Reactive intelligence + Rational intelligence (8,33%).
- Rational intelligence + Logical intelligence (8,12%).
- Logical intelligence + Rational intelligence (7,81%).
- Rational intelligence + Reactive intelligence (5,70%).
- Logical intelligence + Intuitive intelligence (4,86%).
They can commit over the long term provided the reference points are stable and the perspectives credible.
- Their posture may indicate tension between a need for security and a desire to move forward.
- Best supported in coordination or interface roles by valuing clear, progressive, and well-structured projects.
Profiles with low activation of the future (17-27%): Recentering on the present or the past, cautious anticipation.
In this range, each brain resource sequence shows low activation: the highest are Reactive intelligence + Rational intelligence (2,50%) ; Rational intelligence + Logical intelligence (2,32%) and Rational intelligence + Reactive intelligence (2,14%).
The future is used only minimally as a decision-making reference point.
They are wary of the uncertainty associated with anticipation, which they perceive as unstable.
In this range, each brain resource sequence shows low activation: the highest are Reactive intelligence + Rational intelligence (2,50%) ; Rational intelligence + Logical intelligence (2,32%) and Rational intelligence + Reactive intelligence (2,14%).
The future is used only minimally as a decision-making reference point.
They are wary of the uncertainty associated with anticipation, which they perceive as unstable.
- They prefer to refer to what is known, experienced, measurable, or to fully live in the present moment.
- Best positioned in roles better suited to their dominance for the past or for the present.
Profiles with very low activation of the future (7-17%) and (
Very low occurrence of the sequences, with no truly dominant circuits.
As with the (7-17%) range and the (7% and below) range, these profiles live either in the here and now or in yesterday.
This does not mean inertia or difficulty adapting, but rather another way of evolving through space-time. The focus should therefore be placed on their dominant time-spaces.
Very low occurrence of the sequences, with no truly dominant circuits.
As with the (7-17%) range and the (7% and below) range, these profiles live either in the here and now or in yesterday.
This does not mean inertia or difficulty adapting, but rather another way of evolving through space-time. The focus should therefore be placed on their dominant time-spaces.
3. Conclusions RH
Profiles with very high activation of the future (>= 57%): Structured and permanent projection.
These profiles live with strong awareness of what is coming, of what could come.
They anticipate, plan, and project - sometimes at the expense of spontaneity, or of taking the present or the past into account.
These profiles live with strong awareness of what is coming, of what could come.
They anticipate, plan, and project - sometimes at the expense of spontaneity, or of taking the present or the past into account.
- Their mode of action is based on goals to achieve, a clear direction, and mobilizing reasons.
- They may overlook the immediate or yesterday if it does not fit into their vision.
- Best mobilized in strategic or transformation functions, or in projects requiring vision, projection, and sustained effort.
Profiles with high activation of the future (47-57%): Stable orientation toward the future, with room for adaptation.
These individuals project themselves into the future consistently, without becoming trapped in it.
Their thinking is oriented toward anticipation, planning, prevention, and trajectory.
These individuals project themselves into the future consistently, without becoming trapped in it.
Their thinking is oriented toward anticipation, planning, prevention, and trajectory.
- They combine planning ability with flexibility in action.
- They are often drivers in structuring or continuous improvement processes.
- Ideal in steering, development, or change-support roles.
Profiles with moderate activation of the future (37-47%): Projection into tomorrow, but not exclusively.
These profiles have a capacity for projection; they glimpse possibilities, but do not operate exclusively from the future.
It is the combination of activated temporal levers that guides their engagement style.
These profiles have a capacity for projection; they glimpse possibilities, but do not operate exclusively from the future.
It is the combination of activated temporal levers that guides their engagement style.
- They need support that clarifies the direction without neglecting historical reference points or current reality.
- They invest in the future only if it is tangible, secure, or connected to short- to medium-term results.
- Best positioned in medium-term organizational functions, with regular feedback and concrete reference points.
Profiles with moderate activation of the future (27-37%): A balanced awareness of the future and other time-spaces.
These profiles maintain a temporal balance between future and present or past.
These individuals know how to navigate between « what is coming » and « the now » or « what has been ».
These profiles maintain a temporal balance between future and present or past.
These individuals know how to navigate between « what is coming » and « the now » or « what has been ».
- They can adjust their posture according to the situation, without temporal rigidity.
- They can move fluidly from planning to execution or analysis.
- Very useful in supervisory, agile steering, or cross-functional coordination roles.
Profiles with low activation of the future (17-27%): Occasional projection, strong contextual influence.
Their relationship to the future is variable and context-dependent according to priorities.
They can project themselves, but they do not spontaneously integrate it into their functioning.
Their relationship to the future is variable and context-dependent according to priorities.
They can project themselves, but they do not spontaneously integrate it into their functioning.
- They are sensitive to constraints of the moment or to history, but they may underestimate medium- and long-term issues.
- Their intention or action may emerge either from anchoring in the present or from attachment to the past.
- To be supported in operational roles with clear directions and guided progression, while taking into account the other temporal aspects that guide them.
Profiles with low activation of the future (7-17%): Temporality disconnected from the future.
These profiles integrate little or no projection into their decision-making logic.
They function either in an intense present or from the past, or from a blend of the two, in a short-term logic.
These profiles integrate little or no projection into their decision-making logic.
They function either in an intense present or from the past, or from a blend of the two, in a short-term logic.
- This does not make them less effective, but it orients their contribution either toward immediate action, the concrete, the instantaneous, or toward preservation and the history to be protected.
- Their adaptability is based more on immediate action or reference to experience than on planning.
- Best mobilized in dynamic contexts centered on the here and now, or in intervention, contact, or execution roles.
Profiles with low activation of the future (<7): Temporality disconnected from the future.
These profiles integrate little or no projection into their decision-making logic.
They function either in an intense present or from the past, or from a blend of the two, in a short-term logic.
These profiles integrate little or no projection into their decision-making logic.
They function either in an intense present or from the past, or from a blend of the two, in a short-term logic.
- This does not make them less effective, but it orients their contribution either toward immediate action, the concrete, the instantaneous, or toward preservation and the history to be protected.
- Their adaptability is based more on immediate action or reference to experience than on planning.
- Best mobilized in dynamic contexts centered on the here and now, or in intervention, contact, or execution roles.
4. Utilisations stratégiques pour les RH.
-
Recruitment and selection:
- Identifying the intensity of the future lever makes it possible to target profiles capable of strategic anticipation, projection, or planned innovation.
- Ensure that the candidate's natural level of projection matches the temporal needs of the role: long term, steering, innovation, or conversely present execution or capitalization on the past.
-
Internal mobility and development:
- Profiles with strong activation of the future can be mobilized for transformation missions, long-term development, or prospective initiatives.
- For profiles less oriented toward the future, support should focus on vision by helping them connect action to a clear purpose and gradually build perspectives.
-
Talent development:
- Strengthening the Future lever means helping individuals build a mobilizing vision and formulate engaging personal and professional objectives.
- Value profiles strongly oriented toward the future as carriers of innovation, trajectory scouts, or drivers of collective ambition.
© Maieutik International Ltd. 1997-
Identity and Brain Sequences
HR Reading of Observed Statistical Data
1. The relationship to identity: a lever of coherence or rigidity.
In the Maieutik Spectrum approach, the relationship to identity is not reduced to a self-image or a social role. It represents the way an individual perceives, defines, and adjusts themselves through their experiences over time.
Identity can act as a foundation of inner stability, a clear reference system allowing the person to remain aligned in their choices. But depending on the dominant brain circuits, it can also become fixed, defensive, or conversely too permeable to the external context.
Each intelligence sequence reflects a specific way of building one's identity:
Understanding this dynamic means decoding how a person positions themselves, maintains integrity, or adjusts in action.
And it is a valuable key to supporting development, preventing internal conflicts, or adjusting communication according to profiles.
2. Reading the Table: What Do the Data Tell Us?
In the Maieutik Spectrum approach, the relationship to identity is not reduced to a self-image or a social role. It represents the way an individual perceives, defines, and adjusts themselves through their experiences over time.
Identity can act as a foundation of inner stability, a clear reference system allowing the person to remain aligned in their choices. But depending on the dominant brain circuits, it can also become fixed, defensive, or conversely too permeable to the external context.
Each intelligence sequence reflects a specific way of building one's identity:
- Some build it from their ideas, their own logic, and their uniqueness.
- Others seek it through validation from the framework, standards, or external expertise.
- Others still cling to it as a safeguard against uncertainty or the fear of losing their reference points.
Understanding this dynamic means decoding how a person positions themselves, maintains integrity, or adjusts in action.
And it is a valuable key to supporting development, preventing internal conflicts, or adjusting communication according to profiles.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Identity
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
15,97%
27,08%
21,53%
19,44%
14,58%
1,39%
0,00%
Of this 10,00%, 78,05% of respondents are in the ranges between 27% and 47%.
Logical + Rational (18,67%).
9,67%
26,02%
26,39%
20,45%
14,13%
3,35%
0,00%
Of this 18,67%, 72,96% of respondents are in the ranges between 27% and 47%.
Rational + Logical (23,96%).
11,30%
26,96%
25,22%
22,03%
11,59%
2,61%
0,29%
Of this 23,96%, 74,21% of respondents are in the ranges between 27% and 47%.
Rational + Reactive (38,96%).
10,70%
32,80%
25,49%
19,25%
9,27%
2,32%
0,18%
Of this 38,96%, 75,54% of respondents are in the ranges between 27% and 47%.
Reactive + Rational (8,33%).
5,00%
28,33%
35,00%
21,67%
7,50%
2,50%
0,00%
Of this 8,33%, 85,00% of respondents are in the ranges between 27% and 47%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with very high activation of identity (>= 57%): Inner solidity, consistent affirmation.
In this range of results, the dominant circuits are:
Their posture is marked by affirmation, internal coherence, and sometimes a form of rigidity.
In this range of results, the dominant circuits are:
- Logical intelligence + Intuitive intelligence (15,97%).
- Rational intelligence + Logical intelligence (11,30%).
- Rational intelligence + Reactive intelligence (10,70%).
- Logical intelligence + Rational intelligence (9,67%).
Their posture is marked by affirmation, internal coherence, and sometimes a form of rigidity.
- They position themselves clearly, without seeking constant approval.
- Their stability is valuable in contexts of transformation or tension, and should be mobilized in supervisory functions, reference-posture roles, or identity-based leadership.
Profiles with strong activation of identity (47-57%): Strong and adjustable integrity.
In this range of results, the dominant circuits are:
They assert themselves without closing themselves off, and maintain alignment even under pressure. They show a good balance between personal assurance and relational flexibility.
In this range of results, the dominant circuits are:
- Rational intelligence + Reactive intelligence (32,80%).
- Reactive intelligence + Rational intelligence (28,33%).
- Logical intelligence + Intuitive intelligence (27,08%).
- Rational intelligence + Logical intelligence (26,96%).
- Logical intelligence + Rational intelligence (26,02%).
They assert themselves without closing themselves off, and maintain alignment even under pressure. They show a good balance between personal assurance and relational flexibility.
- Their inner security supports clear exchanges and effective tension regulation.
- Best suited for interface, coordination, or strategic communication roles.
Profiles with good activation of identity (37-47%): Well-built and affirmed identity, without rigidity.
In this range of results, the dominant circuits are:
They may sometimes oscillate between affirmation and the search for external recognition or a framework of trust.
In this range of results, the dominant circuits are:
- Reactive intelligence + Rational intelligence (35,00%).
- Logical intelligence + Rational intelligence (26,39%).
- Rational intelligence + Reactive intelligence (25,49%).
- Rational intelligence + Logical intelligence (25,22%).
- Logical intelligence + Intuitive intelligence (21,53%).
They may sometimes oscillate between affirmation and the search for external recognition or a framework of trust.
- Their identity construction is alive and adaptable, but may sometimes be unstable.
- To be supported in their personal development or in taking on new responsibilities.
Profiles with moderate activation of identity (27-37%): Fluid and stable positioning.
In this range of results, the dominant circuits are:
Their identity is expressed without rigidity or excessive doubt. They can adjust with ease while maintaining their direction.
In this range of results, the dominant circuits are:
- Rational intelligence + Logical intelligence (22,03%).
- Reactive intelligence + Rational intelligence (21,67%).
- Logical intelligence + Rational intelligence (20,45%).
- Logical intelligence + Intuitive intelligence (19,44%).
- Rational intelligence + Reactive intelligence (19,25%).
Their identity is expressed without rigidity or excessive doubt. They can adjust with ease while maintaining their direction.
- They can be very useful in complex or hybrid environments.
- To be mobilized in mediation, supervisory, or collective facilitation roles.
Profiles with low activation of identity (27-37%): Other motives for action carry more importance.
In this range of results, the dominant circuits are:
Their identity may depend on the outside view, the context, or the roles they occupy.
In this range of results, the dominant circuits are:
- Logical intelligence + Intuitive intelligence (14,58%).
- Logical intelligence + Rational intelligence (14,13%).
- Rational intelligence + Logical intelligence (11,59%).
- Rational intelligence + Reactive intelligence (9,27%).
- Reactive intelligence + Rational intelligence (7,50%).
Their identity may depend on the outside view, the context, or the roles they occupy.
- They may tend to over-adapt, with the risk of losing themselves.
- To be supported in clarifying their strengths and valuing their choices. Beneficial in support functions, but they should be guided during transition phases.
Profiles with very low activation of identity (7-17%): Very low identity structuring.
This range of results includes few people, and the circuits range from 3.35% for the highest to 1.39% for the lowest.
Their decisions are influenced more by the framework than by their internal reference system.
They act by relying more on relationship or power, or on a Power-Relationship or Relationship-Power combination.
This range of results includes few people, and the circuits range from 3.35% for the highest to 1.39% for the lowest.
Their decisions are influenced more by the framework than by their internal reference system.
They act by relying more on relationship or power, or on a Power-Relationship or Relationship-Power combination.
- It is preferable to let them focus on relationship or on power because they may not yet be ready to make the shift toward their identity.
Profiles with near-zero activation of identity (<7): The motives for action and motivation lie elsewhere.
This level corresponds to a clear break from identity as a decision-making reference.
Personal identity is little invested here: these profiles do not primarily define themselves through themselves.
Their driver of engagement does not rest on self-affirmation, but shifts toward relationship (connection, belonging) or power (action, influence, control).
This level corresponds to a clear break from identity as a decision-making reference.
Personal identity is little invested here: these profiles do not primarily define themselves through themselves.
Their driver of engagement does not rest on self-affirmation, but shifts toward relationship (connection, belonging) or power (action, influence, control).
- To be supported in roles where their contribution can align with a shared purpose, while securing their own identity positioning.
3. Conclusions RH
Profiles with very high activation of identity (>= 57%): A dominant anchoring in identity.
These profiles have a strong anchoring in their own perception of themselves.
They know who they are, what they want, and what they contribute. They have a strong awareness of their Being.
These profiles have a strong anchoring in their own perception of themselves.
They know who they are, what they want, and what they contribute. They have a strong awareness of their Being.
- Their posture is clear and their positioning remains constant, even in changing contexts.
- They may show confidence, but also rigidity in their personal representation.
- To be mobilized in functions where inner stability, coherence, and personal alignment are decisive.
Profiles with high activation of identity (47-57%): Stable internal reference points, mastered affirmation.
These profiles express themselves without overplaying their uniqueness, with a clear and adjusted posture.
Identity is structured and measured without being overwhelming.
These profiles express themselves without overplaying their uniqueness, with a clear and adjusted posture.
Identity is structured and measured without being overwhelming.
- They know how to take their place while respecting relational or power balances.
- They combine personal anchoring and openness to others.
- Ideal for representation, coordination, or mentoring roles.
Profiles with average activation of identity (37-47%): A balanced identity presence.
These individuals have a good relationship with themselves, but without a desire to impose themselves.
They tend to position themselves flexibly, sometimes with caution.
These individuals have a good relationship with themselves, but without a desire to impose themselves.
They tend to position themselves flexibly, sometimes with caution.
- Their identity adjusts to the context: they may choose to convince through action rather than through verbal affirmation.
- These are collaborative, reliable, and stable profiles.
- To be prioritized in co-construction environments, project teams, or cross-functional steering.
Profiles with moderate activation of identity (27-37%): A functional and balanced identity.
Identity is neither erased nor overdetermining; it simply is.
Identity is neither erased nor overdetermining; it simply is.
- They can place their person at the service of a role, a collective, or a cause.
- They are flexible without being erased, engaged without needing personal recognition.
- Effective in shared-responsibility functions or team facilitation.
Profiles with low affirmation of identity (17-27%) / A relativization: identity, yes, but not exclusively.
These profiles may position themselves with reserve, without lacking impact if they are supported by other internal levers, such as power or the rational.
They may allow themselves to be defined by the framework, the role, or external expectations.
These profiles may position themselves with reserve, without lacking impact if they are supported by other internal levers, such as power or the rational.
They may allow themselves to be defined by the framework, the role, or external expectations.
- They may adjust to the framework, sometimes strategically, by modulating their presence according to the issues at stake.
- They can be effective without seeking to put themselves forward, but their value may be underestimated if it depends on visible recognition.
- To be supported in clarifying their positioning and legitimizing their posture.
Profiles with very low affirmation of identity (7-17%): Indirect affirmation through other levers.
These profiles activate the reference to themselves only very weakly as a decision-making or action reference.
These profiles do not place their individuality in the foreground, but can assert their value through relationship, power, or knowledge dynamics.
These profiles activate the reference to themselves only very weakly as a decision-making or action reference.
These profiles do not place their individuality in the foreground, but can assert their value through relationship, power, or knowledge dynamics.
- Their functioning rests on other more dominant levers: relationship (need for belonging, affective recognition), power (taking control, external influence), or collective values.
- Their own identity is little claimed, or even bypassed, because this is not where their main motive lies.
- To be supported not by forcing individuation, but by consolidating their stability from their real motives, whether relational, strategic, or structural.
Profiles with very low affirmation of identity (<7): Affirmation through other levers.
These profiles activate the reference to themselves only very weakly as a decision-making or action reference.
These profiles do not place their individuality in the foreground, but can assert their value through relationship, power, or knowledge dynamics.
These profiles activate the reference to themselves only very weakly as a decision-making or action reference.
These profiles do not place their individuality in the foreground, but can assert their value through relationship, power, or knowledge dynamics.
- Their functioning rests on other more dominant levers: relationship (need for belonging, affective recognition), power (taking control, external influence), or collective values.
- Their own identity is little claimed, or even bypassed, because this is not where their main motive lies.
- To be supported not by forcing individuation, but by consolidating their stability from their real motives, whether relational, strategic, or structural.
4. Utilisations stratégiques pour les RH.
-
Recruitment and selection:
- Integrate the level of identity activation into job analysis: strong activation is valuable in leadership, representation, or strategic steering roles.
- For profiles with a more diffuse identity, target roles where value comes from collective impact or contribution to a shared project, without requiring constant self-affirmation.
-
Internal mobility and development:
- Support self-expression in profiles whose identity is still developing by positioning them in supportive environments that foster recognition and progressive ownership of their place.
- For profiles with a highly affirmed identity, provide spaces for autonomy and visibility, while avoiding overly normative or limiting environments.
-
Talent development:
- Help profiles whose identity is under construction connect their contribution to a clear personal value, in order to develop confidence and alignment.
- Use profiles with strong identity as levers of inspiration, transmission, or transformation, by positioning them as reference points within the organization.
© Maieutik International Ltd. 1997-
Relationship and Brain Sequences
HR reading of observed statistical data
1. The relationship dynamic: a lever of connection or tension.
In the Maieutik Spectrum approach, the relationship dynamic is not limited to ease of contact or a communication style. It represents the way an individual invests in connection, manages proximity, recognition, cooperation, and tensions over time.
Relationship can act as a vector of collective fluidity, cooperation, and shared engagement. But depending on the dominant brain circuits, it can also become a place of over-adaptation, dependence on the other person's view, or, conversely, excessive protection.
Each sequence of intelligences reflects a specific way of inhabiting relationship:
Understanding this dynamic means decoding how a person enters into relationship, enters into cooperation, handles distance, or adjusts within interaction.
And it is a valuable key to supporting collective dynamics, preventing relational tensions, or adjusting collaboration methods according to profiles.
2. Reading the Table: What Do the Data Tell Us?
In the Maieutik Spectrum approach, the relationship dynamic is not limited to ease of contact or a communication style. It represents the way an individual invests in connection, manages proximity, recognition, cooperation, and tensions over time.
Relationship can act as a vector of collective fluidity, cooperation, and shared engagement. But depending on the dominant brain circuits, it can also become a place of over-adaptation, dependence on the other person's view, or, conversely, excessive protection.
Each sequence of intelligences reflects a specific way of inhabiting relationship:
- Some invest the bond as a natural space of cooperation, harmonization, and belonging.
- Others approach it with caution, seeking reference points, clarity, or a reassuring framework.
- Others may engage in it intensely, with the risk of being overly affected by tensions, rejection, or imbalances.
Understanding this dynamic means decoding how a person enters into relationship, enters into cooperation, handles distance, or adjusts within interaction.
And it is a valuable key to supporting collective dynamics, preventing relational tensions, or adjusting collaboration methods according to profiles.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Relation
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
6,25%
17,36%
25,69%
28,47%
13,89%
4,86%
3,47%
Of this 10,00%, 71,52% of respondents are in the ranges between 27% and 47%.
Logical + Rational (18,67%).
12,64%
27,51%
27,88%
20,82%
7,43%
3,72%
0,00%
Of this 18,67%, 76,21% of respondents are in the ranges between 27% and 47%.
Rational + Logical (23,96%).
13,33%
28,41%
33,91%
17,97%
4,93%
1,45%
0,00%
Of this 23,96%, 88,29% of respondents are in the ranges between 27% and 47%.
Rational + Reactive (38,96%).
18,00%
34,05%
31,19%
13,37%
2,32%
1,07%
0,00%
Of this 38,96%, 83,24% of respondents are in the ranges between 37% and 57%.
Reactive + Rational (8,33%).
30,83%
49,17%
16,67%
3,33%
0,00%
0,00%
0,00%
Of this 8,33%, 96,67% of respondents are in the ranges between 37% and 57%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with very high activation of relationship (>= 57%): Intensity of connection, immediate relational engagement.
In this result range, the dominant circuits are:
Their posture is marked by intensity of connection, sensitivity to others, and sometimes difficulty taking distance.
In this result range, the dominant circuits are:
- Reactive intelligence + Rational intelligence (30,83%).
- Rational intelligence + Reactive intelligence (18,00%).
- Rational intelligence + Logical intelligence (13,33%).
- Logical intelligence + Rational intelligence (12,64%).
Their posture is marked by intensity of connection, sensitivity to others, and sometimes difficulty taking distance.
- They enter into relationship easily and become strongly involved in interpersonal dynamics.
- Their ability to mobilize, unite, and sense others is valuable in contexts of cohesion, support, or customer relations, provided their emotional discernment is supported.
Profiles with high activation of relationship (47-57%): Strong and structuring openness to relationships.
In this result range, the dominant circuits are:
They engage in exchanges, seek attunement, and maintain the quality of the bond even under pressure. They show a good balance between relational proximity and personal readability.
In this result range, the dominant circuits are:
- Reactive intelligence + Rational intelligence (49,17%).
- Rational intelligence + Reactive intelligence (34,05%).
- Rational intelligence + Logical intelligence (28,41%).
- Logical intelligence + Rational intelligence (27,51%).
- Logical intelligence + Intuitive intelligence (17,36%).
They engage in exchanges, seek attunement, and maintain the quality of the bond even under pressure. They show a good balance between relational proximity and personal readability.
- Their relational ease supports cooperation, information flow, and the regulation of misunderstandings.
- To be prioritized in interface, coordination, support, or close-management roles.
Profiles with good activation of relationship (37-47%): Relationship present, built, and modulable.
In this result range, the dominant circuits are:
They may oscillate between sincere openness, a need for clarity, and a desire to protect themselves when the bond becomes too unclear or too emotionally loaded.
In this result range, the dominant circuits are:
- Rational intelligence + Logical intelligence (33,91%).
- Rational intelligence + Reactive intelligence (31,19%).
- Logical intelligence + Rational intelligence (27,88%).
- Logical intelligence + Intuitive intelligence (25,69%).
- Reactive intelligence + Rational intelligence (16,67%).
They may oscillate between sincere openness, a need for clarity, and a desire to protect themselves when the bond becomes too unclear or too emotionally loaded.
- Their relational functioning is alive and adaptable, but may sometimes lack stability depending on the people involved or the environments.
- To be supported in contexts of dense cooperation, cross-functionality, or responsibilities requiring fine regulation of the bond.
Profiles with moderate activation of relationship (27-37%): The right distance and stable adaptation.
In this result range, the dominant circuits are:
Their relationship dynamic is expressed without excessive dependency or marked withdrawal. They can cooperate with ease while maintaining a certain measure.
In this result range, the dominant circuits are:
- Logical intelligence + Intuitive intelligence (28,47%).
- Logical intelligence + Rational intelligence (20,82%).
- Rational intelligence + Logical intelligence (17,97%).
- Rational intelligence + Reactive intelligence (13,37%).
- Reactive intelligence + Rational intelligence (3,33%).
Their relationship dynamic is expressed without excessive dependency or marked withdrawal. They can cooperate with ease while maintaining a certain measure.
- They can be very useful in complex environments, diversified collectives, or matrix organizations.
- To be mobilized in mediation, coordination, team facilitation, or cross-functional work roles.
Profiles with low activation of relationship (17-27%): The bond is not the primary driver of engagement.
In this result range, the dominant circuits are:
Their relational involvement may depend on the context, established trust, or a concrete interest in cooperating.
In this result range, the dominant circuits are:
- Logical intelligence + Intuitive intelligence (13,89%).
- Logical intelligence + Rational intelligence (7,43%).
- Rational intelligence + Logical intelligence (4,93%).
- Rational intelligence + Reactive intelligence (2,32%).
- Reactive intelligence + Rational intelligence (0,00%).
Their relational involvement may depend on the context, established trust, or a concrete interest in cooperating.
- They may tend to maintain a certain distance, with the risk of being perceived as reserved, not very accessible, or insufficiently engaged in the collective.
- To be supported in developing communication, mutual listening, and relational readability. Beneficial in expert or support functions, but to be accompanied in highly interactive environments.
Profiles with very low activation of relationship (7-17%): Low spontaneous investment in the bond.
Their decisions are only slightly guided by the need for connection and are driven more by other internal or operational reference points.
They act by relying more on identity or power, or on an Identity - Power or Power - Identity combination.
Their decisions are only slightly guided by the need for connection and are driven more by other internal or operational reference points.
They act by relying more on identity or power, or on an Identity - Power or Power - Identity combination.
- It is preferable not to overexpose them to constant relational expectations, but to have them contribute where the bond supports action without fully conditioning it.
Profiles with near-zero activation of relationship (< 7%): The drivers of action and motivation are elsewhere.
This level corresponds to a clear break with relationship as a decision-making reference point.
Relationship is only slightly invested here: these profiles do not spontaneously enter into exchange as their primary mode of engagement.
Their driver of engagement is not based on connection, belonging, or mutual recognition, but shifts toward identity (internal coherence, positioning) or power (action, mastery, efficiency).
This level corresponds to a clear break with relationship as a decision-making reference point.
Relationship is only slightly invested here: these profiles do not spontaneously enter into exchange as their primary mode of engagement.
Their driver of engagement is not based on connection, belonging, or mutual recognition, but shifts toward identity (internal coherence, positioning) or power (action, mastery, efficiency).
- To be supported in roles where their contribution can fit within a clear framework, with explicit relational expectations, without requiring them to overinvest in the bond.
3. Conclusions RH
Profiles with very high activation of relationship (>= 57%): A structuring and permanent human orientation.
These profiles act according to connection, others, and the quality of relationships.
Their engagement rests on interaction, mutual recognition, and a sense of belonging.
These profiles act according to connection, others, and the quality of relationships.
Their engagement rests on interaction, mutual recognition, and a sense of belonging.
- Their mode of action is guided by the need for connection, harmony, and cooperation.
- They may prioritize the relationship at the expense of efficiency or quick decision-making.
- To be mobilized in roles requiring collaboration, mediation, team cohesion, and a healthy relational climate.
Profiles with high activation of relationship (47-57%): Stable relational sensitivity with the capacity to step back.
These individuals give importance to relationships without being exclusively dependent on them.
Their action takes others into account while preserving their capacity to position themselves.
These individuals give importance to relationships without being exclusively dependent on them.
Their action takes others into account while preserving their capacity to position themselves.
- They combine relational quality and decision-making capacity.
- They know how to preserve the bond without being overwhelmed by it.
- Relevant in coordination, team management, or support roles.
Profiles with moderate activation of relationship (37-47%): Relationship is present, but not dominant.
These profiles take others into account without allowing relationship to structure their decisions.
Their engagement depends as much on the context as on the human bond.
These profiles take others into account without allowing relationship to structure their decisions.
Their engagement depends as much on the context as on the human bond.
- They can collaborate effectively without strong relational dependency.
- Their involvement varies according to the quality of interactions.
- To be positioned in functions requiring cooperation without constant relational exposure.
Profiles with moderate activation of relationship (27-37%): Relationship somewhat in the background.
These profiles do not structure their action around connection with others.
Their relational posture varies according to situations without being an exclusive reference point.
These profiles do not structure their action around connection with others.
Their relational posture varies according to situations without being an exclusive reference point.
- They can work with others without actively seeking connection.
- They prioritize efficiency or content over relational quality.
- Useful in functions requiring autonomy and low dependency on the collective.
Profiles with low activation of relationship (17-27%): Low sensitivity to connection in action.
Their action is only slightly influenced by relational dynamics.
They prioritize tasks, objectives, or results at the expense of connection.
Their action is only slightly influenced by relational dynamics.
They prioritize tasks, objectives, or results at the expense of connection.
- They may appear distant or task-focused.
- The relational dimension is not a significant lever of engagement.
- To be positioned in technical, analytical, or low-interaction roles.
Profiles with low activation of relationship (7-17%): Marked relational independence.
These profiles integrate relationship only very little, if at all, into their action logic.
They function mainly autonomously, detached from the social bond.
These profiles integrate relationship only very little, if at all, into their action logic.
They function mainly autonomously, detached from the social bond.
- They can be effective without interaction or social recognition.
- To be mobilized in autonomous, expert, or low-interdependence functions.
Profiles with low activation of relationship (<7): Marked relational independence.
These profiles integrate relationship only very little, if at all, into their action logic.
They function mainly autonomously, detached from the social bond.
These profiles integrate relationship only very little, if at all, into their action logic.
They function mainly autonomously, detached from the social bond.
- They can be effective without interaction or social recognition.
- To be mobilized in autonomous, expert, or low-interdependence functions.
4. Utilisations stratégiques pour les RH.
-
Recruitment and selection:
- Identifying the intensity of the relationship lever makes it possible to target profiles that are sensitive to the quality of interactions, collaboration, and team dynamics.
- Ensure that the level of interaction required by the position matches the candidate's relational need: teamwork, coordination, or conversely autonomy and low relational exposure.
-
Internal mobility and development:
- Profiles with strong relational activation can be mobilized in coordination, mediation, support, or team management roles.
- For profiles less oriented toward relationship, favor functions where individual efficiency and role clarity take precedence over relational dynamics.
-
Talent development:
- Strengthening the relationship lever means developing listening, collaboration, and quality-of-connection skills.
- Value strongly relational profiles as facilitators, creators of cohesion, and guardians of the human climate.
© Maieutik International Ltd. 1997-
Power and Brain Sequences
HR Reading of Observed Statistical Data
1. Relationship to power: a lever of action or mastery.
In the Maieutik Spectrum approach, relationship to power is not reduced to the exercise of formal authority or the search for control. It represents the way an individual takes hold of their capacity for action, influence, decision-making, and transformation of reality.
Power can act as a driver of engagement, transformation, and responsibility-taking. But depending on the dominant brain circuits, it can also become a place of overcontrol, tension, defensive assertion, or difficulty sharing initiative.
Each sequence of intelligences reflects a specific way of inhabiting power:
Understanding this dynamic means decoding how a person takes initiative, acts on the course of events, tolerates loss of control, or shares power with others.
And it is a valuable key to supporting managerial postures, preventing authority-related tensions, or adjusting responsibilities according to profiles.
2. Reading the Table: What Do the Data Tell Us?
In the Maieutik Spectrum approach, relationship to power is not reduced to the exercise of formal authority or the search for control. It represents the way an individual takes hold of their capacity for action, influence, decision-making, and transformation of reality.
Power can act as a driver of engagement, transformation, and responsibility-taking. But depending on the dominant brain circuits, it can also become a place of overcontrol, tension, defensive assertion, or difficulty sharing initiative.
Each sequence of intelligences reflects a specific way of inhabiting power:
- Some invest power as a natural capacity to act, decide, arbitrate, and orient situations.
- Others approach it with caution, first seeking legitimacy, reference points, or a framework that authorizes action.
- Others may engage in it intensely, with the risk of rigidifying their position, overmastering, or confusing influence with control.
Understanding this dynamic means decoding how a person takes initiative, acts on the course of events, tolerates loss of control, or shares power with others.
And it is a valuable key to supporting managerial postures, preventing authority-related tensions, or adjusting responsibilities according to profiles.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Power
Intelligences
>=57%
>=47<57
>=37%<47
>=27%<37
>=17%<27
>=07%<17
<7
Logical + Intuitive (10,00%).
2,08%
2,08%
10,42%
25,00%
25,69%
25,69%
9,03%
Of this 10,00%, 76,38% of respondents are in the ranges between 07% and 27%.
Logical + Rational (18,67%).
0,74%
1,12%
8,92%
15,24%
27,51%
32,71%
13,75%
Of this 18,67%, 75,46% of respondents are in the ranges between 07% and 27%.
Rational + Logical (23,96%).
0,00%
1,16%
4,93%
16,52%
25,80%
31,30%
20,29%
Of this 23,96%, 77,39% of respondents are in the ranges between 0% and 17%.
Rational + Reactive (38,96%).
0,00%
0,36%
2,67%
6,42%
23,71%
36,01%
30,84%
Of this 38,96%, 90,56% of respondents are in the ranges between 0% and 17%.
Reactive + Rational (8,33%).
0,00%
0,00%
2,50%
3,33%
10,83%
32,50%
50,83%
Of this 8,33%, 94,16% of respondents are in the ranges between 0% and 17%.
The percentages in parentheses represent the frequency of each brain sequence in 2024.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
The results are divided into 7 ranges, with the 27-37% range considered the central average because the measurable maximum is 67%.
Profiles with very high activation of power (>= 57%): Intensity of action, immediate assertion of influence.
In this result range, the dominant circuits are only two sequences, and they are not numerous: Logical intelligence + Intuitive intelligence (2,08%) and Logical intelligence + Rational intelligence (0,74%).
Their posture is marked by assertion, the need to act on situations, and sometimes difficulty slowing down or sharing control.
In this result range, the dominant circuits are only two sequences, and they are not numerous: Logical intelligence + Intuitive intelligence (2,08%) and Logical intelligence + Rational intelligence (0,74%).
Their posture is marked by assertion, the need to act on situations, and sometimes difficulty slowing down or sharing control.
- They easily take the lead, seek to move things forward, and have little tolerance for powerlessness or indecision.
- Their ability to initiate, orient, and hold a line of action is valuable in contexts of steering, decision-making, or transformation, provided their quality of listening and sharing is supported.
Profiles with high activation of power (47-57%): Strong and structuring capacity for action.
In this result range, the distribution is concentrated between 2.08% and 0.36%.
These individuals have a clear appetite for action and influence, while maintaining a certain capacity for adjustment.
They engage in decision-making, take responsibility, and seek to have an impact on situations without necessarily being dominant. They show a good balance between personal assertion and collective efficiency.
In this result range, the distribution is concentrated between 2.08% and 0.36%.
These individuals have a clear appetite for action and influence, while maintaining a certain capacity for adjustment.
They engage in decision-making, take responsibility, and seek to have an impact on situations without necessarily being dominant. They show a good balance between personal assertion and collective efficiency.
- Their ease in deciding and orienting promotes clarity, project progress, and the achievement of objectives.
- To be prioritized in steering, coordination, operational management, or change leadership roles.
Profiles with good activation of power (37-47%): Power is present, constructed, and adjustable.
In this result range, the leading group includes Logical intelligence + Intuitive intelligence (10,42%), Logical intelligence + Rational intelligence (8,92%), while the other 3 sequences remain between 4.93% and 2.50%.
These profiles invest power progressively, depending on perceived legitimacy, context, and confidence in their room for action.
They may oscillate between the desire to act, the need to be recognized in their capacity for influence, and caution toward responsibility or conflict.
In this result range, the leading group includes Logical intelligence + Intuitive intelligence (10,42%), Logical intelligence + Rational intelligence (8,92%), while the other 3 sequences remain between 4.93% and 2.50%.
These profiles invest power progressively, depending on perceived legitimacy, context, and confidence in their room for action.
They may oscillate between the desire to act, the need to be recognized in their capacity for influence, and caution toward responsibility or conflict.
- Their functioning in relation to power is alive and adaptable, but can sometimes lack stability depending on power dynamics or environments.
- To be supported in contexts involving responsibility-taking, cross-functional coordination, or decisions requiring visible arbitration.
Profiles with moderate activation of power (27-37%): Measured influence and stable adaptation.
In this result range, the dominant circuits are:
Their relationship to power is expressed without a need for domination or excessive withdrawal. They can influence, contribute, and arbitrate with a certain measure.
In this result range, the dominant circuits are:
- Logical intelligence + Intuitive intelligence (25,00%).
- Rational intelligence + Logical intelligence (16,52%).
- Logical intelligence + Rational intelligence (15,24%).
- Rational intelligence + Reactive intelligence (6,42%).
- Reactive intelligence + Rational intelligence (3,33%).
Their relationship to power is expressed without a need for domination or excessive withdrawal. They can influence, contribute, and arbitrate with a certain measure.
- They can be very useful in complex environments, shared organizations, or collectives that require a sober exercise of authority.
- To be mobilized in roles involving regulation, coordination, middle management, or cross-functional facilitation.
Profiles with low activation of power (17-27%): Influence is not the first driver of engagement.
In this result range, the dominant circuits are:
Their involvement in influence dynamics may depend on the context, the legitimacy granted, or a concrete need to act.
In this result range, the dominant circuits are:
- Logical intelligence + Rational intelligence (27,51%).
- Rational intelligence + Logical intelligence (25,80%).
- Logical intelligence + Intuitive intelligence (25,69%).
- Rational intelligence + Reactive intelligence (23,71%).
- Reactive intelligence + Rational intelligence (10,83%).
Their involvement in influence dynamics may depend on the context, the legitimacy granted, or a concrete need to act.
- They may tend to avoid confrontation, visible decision-making, or the direct exercise of authority, with the risk of being overwhelmed by power dynamics.
- To be supported in developing assertiveness, decision-making, and ownership of their room for action. Beneficial in contributive functions, but to be supported in positions highly exposed to arbitration.
Profiles with very low activation of power (7-17%): Low spontaneous investment in influence.
This result range includes few people, and the circuits range from 36.01% for the highest to 25.69% for the lowest.
They act by relying more on relationship or identity, or on a Relationship-Identity or Identity-Relationship combination.
This result range includes few people, and the circuits range from 36.01% for the highest to 25.69% for the lowest.
- Rational intelligence + Reactive intelligence (36,01%).
- Logical intelligence + Rational intelligence (32,71%).
- Reactive intelligence + Rational intelligence (32,50%).
- Rational intelligence + Logical intelligence (31,30%).
- Logical intelligence + Intuitive intelligence (25,69%).
They act by relying more on relationship or identity, or on a Relationship-Identity or Identity-Relationship combination.
- It is preferable not to expose them too quickly to responsibilities involving arbitration or confrontation, but to have them contribute where their action can fit within a supportive framework.
Profiles with nearly zero activation of power (< 7%): The drivers of action and motivation lie elsewhere.
This level corresponds to a clear break with power as a decision-making reference.
Their driver of engagement is not based on taking charge, arbitration, or mastery of situations, but shifts toward relationship (connection, belonging) or identity (internal coherence, personal positioning).
This level corresponds to a clear break with power as a decision-making reference.
- Reactive intelligence + Rational intelligence (50,83%).
- Rational intelligence + Reactive intelligence (30,84%).
- Rational intelligence + Logical intelligence (20,29%).
- Logical intelligence + Rational intelligence (13,75%).
- Logical intelligence + Intuitive intelligence (9,03%).
Their driver of engagement is not based on taking charge, arbitration, or mastery of situations, but shifts toward relationship (connection, belonging) or identity (internal coherence, personal positioning).
- To be supported in roles where their contribution can fit within a clear framework, with explicit responsibilities, without requiring them to overinvest in power struggles or mastery over others.
3. Conclusions RH
Profiles with very high activation of power (>= 57%): A structured and constant influence dynamic.
These profiles act according to their capacity to influence, decide, or provide direction.
Their engagement is based on mastery of situations, decisions, and results.
These profiles act according to their capacity to influence, decide, or provide direction.
Their engagement is based on mastery of situations, decisions, and results.
- Their mode of action is guided by the need for impact, control, and decision-making capacity.
- They may seek to influence situations or people in order to achieve their objectives.
- To be mobilized in roles requiring decisive leadership, direction, influence, and strategic responsibility.
Profiles with high activation of power (47-57%): A strong capacity for influence combined with self-control.
These individuals seek to make an impact without necessarily maintaining constant control.
Their actions aim to guide, structure, or influence in a measured manner.
These individuals seek to make an impact without necessarily maintaining constant control.
Their actions aim to guide, structure, or influence in a measured manner.
- They combine influence and discernment in their decision-making.
- They know how to exercise their power without excessive control.
- Well suited to roles involving coordination, direction, or shared responsibility.
Profiles with moderate activation of power (37-47%): Influence is present, but not dominant.
These profiles can influence without seeking to control.
Their engagement depends on the context and the responsibilities entrusted to them.
These profiles can influence without seeking to control.
Their engagement depends on the context and the responsibilities entrusted to them.
- They can make decisions without systematically seeking the upper hand.
- Their impact varies according to situations and stakes.
- To be positioned in functions requiring contribution, occasional decision-making, and collaboration.
Profiles with moderate activation of power (27-37%): Influence remains in the background.
These profiles do not naturally seek to direct decisions or situations.
Their posture is more contributive than decision-oriented.
These profiles do not naturally seek to direct decisions or situations.
Their posture is more contributive than decision-oriented.
- They participate without seeking to lead or influence.
- They favor execution or collaboration over the exercise of power.
- Valuable in functions requiring reliability, contribution, and support.
Profiles with low activation of power (17-27%): A limited desire for control.
Their actions are only weakly oriented toward taking control.
They favor execution or contribution without any particular power-related objective.
Their actions are only weakly oriented toward taking control.
They favor execution or contribution without any particular power-related objective.
- They tend to avoid positions of authority or confrontation.
- Control is not a motivating driver for them.
- To be positioned in support or technical contribution roles, while taking into account their dominant identity or relational drivers.
Profiles with low activation of power (7-17%): An absence of a need for control.
These profiles integrate the notion of power very little into their way of functioning.
They operate without seeking to direct, control, or dominate.
These profiles integrate the notion of power very little into their way of functioning.
They operate without seeking to direct, control, or dominate.
- Their actions are independent of any desire for dominance.
- They favor neutrality, execution, or withdrawal.
- To be mobilized in functions requiring discretion, neutrality, or technical expertise.
Profiles with very low activation of power (<7) : An absence of a need for control.
These profiles integrate the notion of power very little, if at all, into their way of functioning.
They operate without seeking to direct, control, or dominate.
These profiles integrate the notion of power very little, if at all, into their way of functioning.
They operate without seeking to direct, control, or dominate.
- Their actions are independent of any desire for dominance.
- They favor neutrality, execution, or withdrawal.
- To be mobilized in functions requiring discretion, neutrality, or technical expertise.
4. Utilisations stratégiques pour les RH.
-
Recruitment and Selection:
- Identifying the intensity of the Power driver helps target profiles naturally oriented toward decision-making, influence, and responsibility.
- Ensure that the level of authority and responsibility required by the position matches the candidate's capacity for and need to influence: leadership, direction, or contribution.
-
Internal Mobility and Development:
- Profiles with strong Power activation can be mobilized in leadership, management, or strategic project roles.
- For profiles less oriented toward Power, environments where contribution, expertise, or execution are valued without influence-related pressure should be favored.
- Talent Development:
- Strengthening the Power driver means developing the capacity to decide, influence, and assume responsibility.
- Value highly Power-oriented profiles as drivers of action, decision-makers, and carriers of organizational responsibility.
© Maieutik International Ltd. 1997-
PAST / PRESENT / FUTURE
1. Initiative: a lever for autonomous action.
From the Latin initiare, derived from initium: beginning. It means taking charge of oneself, accepting responsibility, becoming the architect of one's life, the architect of one's happiness as well as one's unhappiness.
Initiative distinguishes those who anticipate, propose and launch actions... from those who wait, respond or react.
It reflects the way an individual approaches action: do they take the initiative or wait for others to initiate action?
In the Maieutik Spectrum analysis, initiative is observed through dominant brain resource sequences, revealing the nature of the action trigger : internal, logical, cautious, or dependent on context.
2. Reading the Table: What Do the Data Tell Us?
From the Latin initiare, derived from initium: beginning. It means taking charge of oneself, accepting responsibility, becoming the architect of one's life, the architect of one's happiness as well as one's unhappiness.
Initiative distinguishes those who anticipate, propose and launch actions... from those who wait, respond or react.
It reflects the way an individual approaches action: do they take the initiative or wait for others to initiate action?
In the Maieutik Spectrum analysis, initiative is observed through dominant brain resource sequences, revealing the nature of the action trigger : internal, logical, cautious, or dependent on context.
2. Reading the Table: What Do the Data Tell Us?
Statistics: Past
Intelligences
>=75%
>=60%<75%
>=50%<60%
>=40%<50%
<40%
Logical + Intuitive (10,00%)
79,86%
18,75%
1,39%
0,00%
0,00%
Logical + Rational (18,67%)
46,10%
45,35%
7,43%
1,12%
0,00%
Rational + Logical (23,96%)
20,29%
48,41%
23,77%
6,09%
1,45%
Rational + Reactive (38,96%)
2,67%
25,31%
30,84%
23,71%
17,47%
Reactive + Rational (8,33%)
0,00%
5,83%
14,17%
22,50%
57,50%
The percentage shown in parentheses following each intelligence sequence represents the proportion of respondents who displayed that sequence in 2024. It is followed by the percentage of respondents falling within each of these 5 score ranges.
- Profiles with Very High Initiative (>= 75%)
- The Logical intelligence + Intuitive intelligence circuit dominates overwhelmingly (79,86%), followed at a distance by Logical intelligence + Rational intelligence (46,10%) and Rational intelligence + Logical intelligence (20,29%).
- These profiles act with drive, discernment and independence.
- The trigger is internal: action arises from personal reasoning, perceived interest or a clear intention, without waiting for external validation.
-
Profiles with High Initiative (60-75%)
- The Logical intelligence + Rational intelligence (45,35%), Rational intelligence + Logical intelligence (48,41%) and Rational intelligence + Reactive intelligence (25,31%) circuits become more prominent.
- Action remains possible, but is accompanied by caution, a search for coherence, and sometimes a need for implicit approval.
-
Profiles with Moderate Initiative (50-60%)
- The highly proactive circuits give way to the Rational intelligence + Reactive intelligence (30,84%) and Rational intelligence + Logical intelligence (23,77%) circuits, which become dominant.
- Initiative is conditional: these profiles take action if they are encouraged, guided, or if they receive confirmation that it is the right time.
-
Profiles with Low Initiative (< 50%)
- The Reactive intelligence + Rational intelligence circuit becomes largely dominant in the 40-50% range (22,50%), and in the below 40% range (57,50%).
- This configuration indicates a strong dependence on the initiatives of others before action is triggered.
- The Rational intelligence + Reactive intelligence profiles follow the same trend.
- Here, action is essentially reactive. Taking action depends on an explicit framework, an external trigger or hierarchical pressure.
3. Conclusions RH
Profiles with Very High Initiative (>= 75%) : An Autonomous Drive, Spontaneous Action Taking.
The Logical intelligence + Intuitive intelligence circuit clearly dominates, revealing a capacity to take action independently, without the need for supervision.
The Logical intelligence + Intuitive intelligence circuit clearly dominates, revealing a capacity to take action independently, without the need for supervision.
- These profiles mobilize their energy to act, and to act quickly without waiting for the hesitant.
- Their engagement is based on structured intuition, understanding of the issues, and a need to make an impact.
- They possess a rapid reading of the context, sound judgment, and strong intrinsic motivation.
- They act with efficiency, discernment and consistency while embodying a natural, agile and responsible leadership.
- Ideal for positions of responsibility, changing environments, start-up contexts or transformation initiatives. They excel wherever initiative is expected without constant supervision.
Profiles with High Initiative (60-75%) : Reasoned Proactivity, Supported by Structure.
Initiative is present, but requires a certain degree of external stability to be fully activated.
Initiative is present, but requires a certain degree of external stability to be fully activated.
- These profiles take action as soon as the context is clear, expectations are defined, and risks are identified.
- They think before acting and avoid rushing into action.
- They are reassured by implicit or explicit validation of the direction being taken.
- Their energy can be mobilized provided that the environment is coherent and supportive.
- Ideal for coordination, project management or expert roles, where a balance is sought between personal initiative and a shared framework.
Profiles with Moderate Initiative (50-60%) : Conditional Momentum, Active Caution.
These profiles need external signals or implicit authorization before initiating action.
These profiles need external signals or implicit authorization before initiating action.
- Their approach is more cautious or context-dependent, even though they are capable of autonomy once engaged.
- They fear making mistakes or taking initiatives that may be poorly perceived; they are sensitive to progressive validation of their choices.
- Their action is triggered when the framework feels reassuring and expectations are explicit.
- They benefit from guidance in roles where the space for initiative is clearly defined while encouraging them to test, dare and take a position.
- A supportive, precise and non-intrusive management style is essential.
Profiles with Low Initiative (< 50%) : Action Triggered by Context or Authority.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence; these profiles act in response, rarely through personal impulse.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence; these profiles act in response, rarely through personal impulse.
- Their primary driver is waiting for instructions, conformity, or the need to act under constraint.
- They prefer to be guided, supported and directed.
- They display little spontaneous initiative, but can become highly reliable within a prescribed framework.
- Their relationship with action is conditioned by safety and authorization.
- Best suited for positions with clearly defined tasks, within teams where rigor, respect for procedures and stability of execution are expected.
Precise guidance, clear instructions and supportive supervision are essential to their mobilization.
4. Utilisations stratégiques pour les RH.
-
Recruitment and Selection:
- Identify the initiative dynamic and align it with the requirements of the position: a project leadership role requires more initiative than a procedural position.
- Do not confuse low initiative with low competence: some reactive profiles are highly reliable once mobilized.
-
Internal Mobility and Development:
- Progress from reactive to proactive by creating safe trial-and-error environments.
- Identify dormant initiative potential and bring it out through coaching or pilot assignments.
-
Talent Development:
- Assign change ambassador or innovation leadership roles to naturally proactive profiles.
- Encourage cautious profiles to experiment within a climate of trust by highlighting progressive successes.
© Maieutik International Ltd. 1997-
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The cerebral resources:
A reflection of our history and our evolution
Understanding our cerebral functioning is diving into the heart of the history of our interactions with the world around us. Our mental process has gradually shaped, often unconsciously, through the responses we have developed in reaction to the stimuli of our environment: familial, educational, social, professional. These influences, accumulated throughout our lives, have sculpted the cerebral mechanisms that condition our way of functioning today.
Understanding our cerebral functioning is diving into the heart of the history of our interactions with the world around us. Our mental process has gradually shaped, often unconsciously, through the responses we have developed in reaction to the stimuli of our environment: familial, educational, social, professional. These influences, accumulated throughout our lives, have sculpted the cerebral mechanisms that condition our way of functioning today.
The cerebral imprint : the foundation of our personality
Each mental activity primarily activates specific cerebral mechanisms. These activation preferences, far from being trivial, play a fundamental role in the construction of our personality. They shape our way of thinking, feeling, and acting.
Whether it's dialoguing with oneself or interacting with others, we constantly alternate between the roles of sender and receiver. In this process, our brain encodes what we transmit and decodes what we receive, mobilizing our cerebral resources according to a well-defined sequence.
Each mental activity primarily activates specific cerebral mechanisms. These activation preferences, far from being trivial, play a fundamental role in the construction of our personality. They shape our way of thinking, feeling, and acting.
Whether it's dialoguing with oneself or interacting with others, we constantly alternate between the roles of sender and receiver. In this process, our brain encodes what we transmit and decodes what we receive, mobilizing our cerebral resources according to a well-defined sequence.
A flexible sequence influenced by context
Although this sequence of activation of the cerebral resources is generally stable, it is not fixed. Life's circumstances: whether it's an emotional announcement, a significant event, or even the behavior of another person can modify this dynamic. In these moments, our brain temporarily reorganizes its priorities to adapt to the situation, activating different or unusual mechanisms.
Although this sequence of activation of the cerebral resources is generally stable, it is not fixed. Life's circumstances: whether it's an emotional announcement, a significant event, or even the behavior of another person can modify this dynamic. In these moments, our brain temporarily reorganizes its priorities to adapt to the situation, activating different or unusual mechanisms.
The results : a window into our usual cerebral activation
The results obtained through the questionnaire are a faithful photograph of the cerebral resources activated at the time of completion. For the majority of individuals, this activation reflects their usual functioning.
It is interesting to note that a tiny part of the population (0.32%) exclusively mobilizes only one cerebral resource, against a complex and nuanced sequence for the remaining 99.68%.
The results obtained through the questionnaire are a faithful photograph of the cerebral resources activated at the time of completion. For the majority of individuals, this activation reflects their usual functioning.
It is interesting to note that a tiny part of the population (0.32%) exclusively mobilizes only one cerebral resource, against a complex and nuanced sequence for the remaining 99.68%.
Towards a better understanding of talents
By understanding these activation mechanisms of the cerebral resources, we access valuable information about the natural strengths, preferences for functioning, and resources mobilized, most often unconsciously, by each individual. This analysis offers HR professionals a unique opportunity to optimize talent management by aligning the intrinsic strengths of collaborators with the specific needs of positions.
By understanding these activation mechanisms of the cerebral resources, we access valuable information about the natural strengths, preferences for functioning, and resources mobilized, most often unconsciously, by each individual. This analysis offers HR professionals a unique opportunity to optimize talent management by aligning the intrinsic strengths of collaborators with the specific needs of positions.
Which sequence of intelligences to meet the requirements of the position
To identify the most suitable profile, a structuring question must be asked beforehand: what do we really expect from the person who will hold this position
Depending on the nature of the responsibilities, certain forms of information processing will naturally be more required than others.
Does the position primarily require the ability to:
Depending on the nature of the responsibilities, certain forms of information processing will naturally be more required than others.
Does the position primarily require the ability to:
Design, imagine, and explore new solutions or move beyond established frameworks Such an orientation implies a primary mobilization of intuitive intelligence, associated with a way of thinking based on deduction and exploration.
Structure, organize, and develop based on logical and coherent foundations This assumes dominant activation of , supporting structured understanding and the organization of elements.
Secure, make reliable, and preserve achievements within a proven framework This requirement refers to rational intelligence, oriented toward reasoning, caution, and stability.
Support, assist, and ensure reliable operational continuity This configuration mobilizes reactive intelligence more strongly, associated with a capacity for commitment, availability, and responsiveness to needs.
And as a complement, does the position also require the ability to:
Imagine and explore new avenues (Intuitive intelligence)
Structure and consolidate actions ()
Secure and stabilize processes (rational intelligence)
Support and effectively accompany operations (reactive intelligence)
These elements make it possible to identify the secondary intelligences that will complement the main dynamic.
For what reasons is this reflection essential?
Because a position never mobilizes only one intelligence, but a specific sequence, with an order of priority.
Identifying this sequence of dynamics makes it possible to:
Because a position never mobilizes only one intelligence, but a specific sequence, with an order of priority.
Identifying this sequence of dynamics makes it possible to:
- refine recruitment,
- better understand the conditions for performance,
- and position each person in an environment where they can fully express their resources.
A logic of alignment!
By clarifying the expected dominant and secondary intelligences, you are no longer looking only for skills, but for a way of functioning aligned with the requirements of the position.
You thus build teams where roles, responsibilities, and modes of action fit together more naturally, more fluidly, and more effectively.
Sequence of the cerebral resources
Maieutik Statistics (1999-2024): What the sequence of intelligences reveals.
Since 1999, Maieutik has observed, compiled, and analyzed data from the cognitive profiles of thousands of people in professional contexts.
At the heart of this analysis: the sequence of crebral resources, meaning the way the brain activates - in a precise order - two or sometimes three types of intelligence to process information, decide, and act.
These sequences are neither random nor fixed: they reveal a stable operating mode, unique to each individual, but influenced by the environment, professional role, and level of responsibility.
Understanding this dynamic makes it possible to better support talents, mobilize their real resources, and adapt the conditions for performance.
The following data present the observed frequencies for each dominant sequence, as well as their evolution over time (1999-2024).
They provide a strategic compass for HR, shedding light on natural tendencies in autonomy, initiative-taking, relationship to risk, and response to pressure.
Since 1999, Maieutik has observed, compiled, and analyzed data from the cognitive profiles of thousands of people in professional contexts.
At the heart of this analysis: the sequence of crebral resources, meaning the way the brain activates - in a precise order - two or sometimes three types of intelligence to process information, decide, and act.
These sequences are neither random nor fixed: they reveal a stable operating mode, unique to each individual, but influenced by the environment, professional role, and level of responsibility.
Understanding this dynamic makes it possible to better support talents, mobilize their real resources, and adapt the conditions for performance.
The following data present the observed frequencies for each dominant sequence, as well as their evolution over time (1999-2024).
They provide a strategic compass for HR, shedding light on natural tendencies in autonomy, initiative-taking, relationship to risk, and response to pressure.
Sequence of the cerebral resources
Median*
1999
2024
Difference**
Intuitive intelligence
0,17%
0,23%
0,07%
-0,16%
Intuitive intelligence alone
0,00%
0,00%
0,00%
0,00%
Intuitive intelligence + Logical intelligence
0,16%
0,23%
0,07%
-0,09%
Intuitive intelligence + Rational intelligence
0,00%
0,00%
0,00%
0,00%
Intuitive intelligence + Reactive intelligence
0,00%
0,00%
0,00%
0,00%
Sequence of the cerebral resources
Median*
1999
2024
Difference**
Logical intelligence
33,12%
49,81%
28,68%
-21,13%
Logical intelligence alone
0,00%
0,00%
0,00%
0,00%
Logical intelligence + Intuitive intelligence
11,94%
20,28%
10,00%
-10,28%
Logical intelligence + Rational intelligence
20,77%
29,53%
18,67%
-10,86%
Logical intelligence + Reactive intelligence
0,00%
0,00%
0,00%
0,00%
Sequence of the cerebral resources
Median*
1999
2024
Difference**
Rational Intelligence
58,44%
46,85%
62,92%
+16,06%
Rational intelligence alone
0,06%
0,00%
0,00%
0,00%
Rational intelligence + Intuitive intelligence
0,00%
0,00%
0,00%
0,00%
Rational intelligence + Logical intelligence
23,10%
22,53%
23,96%
+1,43%
Rational intelligence + Reactive intelligence
35,27%
24,32%
38,96%
+14,64%
From this group that operates with this sequence,
Rational intelligence : Result of 75% and more + Reactive intelligence
Rational intelligence : Result of 75% and more + Reactive intelligence
80,33%
78,91%
80,04%
+1,12%
Rational intelligence : Result between 60% and 75% + Reactive intelligence
15,87%
17,25%
14,80%
-2,46%
Thus, there is a clear dominance of this sequence with results of 60% and more,***
96,16%
94,84%
Sequence of the cerebral resources
Median*
1999
2024
Difference**
Reactive intelligence
8,27%
3,11%
8,33%
+5,23%
Reactive intelligence alone
0,08%
0,08%
0,00%
+0,20%
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
8,00%
3,03%
8,33%
+5,03%
* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
** Difference between the year 1999 and the year 2024.
*** As an indication, the highest result among people whose brains activate the resources of their Intuitive intelligence first is 67% and 63% for Logical intelligence
Conclusion
A precise and dynamic reading of cognitive potential.
These results show that some cognitive circuits are much more frequent than others in organizations.
In particular, the sequences Logical intelligence + Intuitive intelligence and Rational intelligence + Reactive intelligence, which reflect two radically different approaches to reality:
For HR, this mapping makes it possible to:
A precise and dynamic reading of cognitive potential.
These results show that some cognitive circuits are much more frequent than others in organizations.
In particular, the sequences Logical intelligence + Intuitive intelligence and Rational intelligence + Reactive intelligence, which reflect two radically different approaches to reality:
- One captures possibilities, acts from inner conviction, and structures action from a vision.
- The other secures, validates, anticipates mistakes, and acts cautiously, under the impetus of an external framework.
For HR, this mapping makes it possible to:
- Understand the dominant operating mode of an employee;
- Adapt the management style, motivation mechanisms, and engagement conditions;
- Go beyond observable behaviors to intervene at the very structure of action.
Depending on the responsibilities of the position, certain foundations of leadership will naturally be more required than others.
Before defining the profile being sought, one essential question arises: what do we really expect from this person in the way they interact, influence, and work with others?
Evolving autonomously, relying on one's own reference points, while respecting others' freedom of action?
This orientation refers to a leadership foundation centered on the Individuality, supporting independent contribution and respect for each person's space.
This orientation refers to a leadership foundation centered on the Individuality, supporting independent contribution and respect for each person's space.
Working collaboratively, mobilizing energy, and encouraging participation?
This configuration relies more on the Mobilization, which supports collective engagement and the mobilization of people around shared objectives.
This configuration relies more on the Mobilization, which supports collective engagement and the mobilization of people around shared objectives.
Structuring, guiding, and making decisions, including in contexts requiring arbitration?
This corresponds to a Centralization leadership foundation, oriented toward organization, clarification, and decision-making.
This corresponds to a Centralization leadership foundation, oriented toward organization, clarification, and decision-making.
Creating a climate of trust, supporting, listening, and responding to the needs of others?
This posture refers to the Altruism, supporting attentive relationships based on listening, mutual support, and the quality of interpersonal connections.
This posture refers to the Altruism, supporting attentive relationships based on listening, mutual support, and the quality of interpersonal connections.
Beyond the dominant foundation, a position generally does not mobilize only one leadership foundation, but rather a sequence combining a main orientation and a complementary dynamic.
It is therefore useful to ask:
- Which leadership foundation complements the first?
- Does this combination primarily support autonomy, cooperation, structuring, or support?
- In what contexts will this dynamic be most relevant?
A question of relational compatibility.
This reflection also makes it possible to anticipate relational dynamics:
- With which profiles will this person naturally be in affinity?
- With which profiles will this person be able to develop effective complementarity?
- In which configurations could differences in functioning appear?
A logic of alignment.
Identifying the expected leadership sequence makes it possible to move beyond a reading focused only on skills.
The goal is to look for a mode of interaction aligned with the requirements of the position, in order to support:
The goal is to look for a mode of interaction aligned with the requirements of the position, in order to support:
- the quality of relationships,
- the fluidity of collaboration,
- and collective effectiveness.
Depending on the responsibilities of the position, certain forms of action will naturally be called upon more than others.
Before defining the desired profile, one essential question must be asked: what do we truly expect from this person in the way they act, produce results, and contribute to the accomplishment of the work?
In the performance of their duties, will this person primarily be required to:
Imagine, create, design, or explore new solutions beyond established frameworks?This orientation reflects a mode of action centered on the Innovation, encouraging idea generation, exploration, and openness to new possibilities.
Undertake, structure, implement, and transform ideas into tangible achievements? This configuration relies more heavily on Build, which supports execution, structuring, and the realization of actions.
Organize, coordinate, optimize, and ensure the long-term follow-up of activities? This corresponds to a the Management type of action dynamic, oriented toward consolidation, organization, and operational efficiency.
Apply, enforce, stabilize, and secure processes within a defined framework? This posture reflects the Administration, promoting rigor, compliance, and operational continuity.
Support, assist, help, and make oneself available to facilitate the work of others? This orientation is part of a of Assistance dynamic, promoting availability, service, and support for collective functioning.
Beyond the dominant form of action, a position generally does not rely on a single mode of action, but rather on a sequence that combines a primary orientation with a complementary dynamic.
It is therefore useful to ask:
- Which form of action complements the first one?
- Does this combination primarily favor innovation, achievement, organization, stabilization, or support?
- In which contexts will this dynamic be the most relevant?
A Question of Operational Alignment
This reflection also makes it possible to anticipate the conditions required for effective action:
In which environments will this person naturally express the best of their potential?
In which environments will this person naturally express the best of their potential?
- In which situations will they be able to mobilize their resources naturally?
- Under which circumstances could certain responsibilities generate performance gaps or reduced effectiveness?
A Logic of Alignment
Identifying the expected sequence of action makes it possible to move beyond an approach focused solely on tasks.
The objective is to identify a mode of action aligned with the requirements of the position in order to promote:
The objective is to identify a mode of action aligned with the requirements of the position in order to promote:
- the quality of results,
- smooth execution,
- and sustainable performance.
Sequence of the of leadership and interpersonal relationships foundations
Maieutik Statistics (1999-2024): The foundations of leadership and dominant interpersonal dynamics.
For more than two decades, Maieutik has observed how individuals build their leadership in professional contexts.
Far from fixed approaches or behavioral typologies, we analyze the deep foundations on which an individual's natural influence rests.
Four fundamental pillars have been identified:
These foundations are never activated alone: they unfold in precise combinations, revealing coherent leadership styles that are stable over time, yet sensitive to context.
The statistics presented here, based on the analysis of profiles between 1999 and 2024, make it possible to visualize the evolution of dominant dynamics: they shed light on underlying movements, cultural shifts, and the leadership profiles most present in organizations today.
For more than two decades, Maieutik has observed how individuals build their leadership in professional contexts.
Far from fixed approaches or behavioral typologies, we analyze the deep foundations on which an individual's natural influence rests.
Four fundamental pillars have been identified:
- Individuality, which expresses the need to position oneself as a full-fledged subject;
- Mobilization, which reveals the capacity to inspire, bring people together, and move them to act;
- Centralization, which reflects the need to orient, organize, and control parameters;
- Altruism, which designates the drive toward support, listening, and cooperation.
These foundations are never activated alone: they unfold in precise combinations, revealing coherent leadership styles that are stable over time, yet sensitive to context.
The statistics presented here, based on the analysis of profiles between 1999 and 2024, make it possible to visualize the evolution of dominant dynamics: they shed light on underlying movements, cultural shifts, and the leadership profiles most present in organizations today.
Foundations of Leadership
Median*
1999
2024
Difference**
Individuality
9,13%
7,61%
8,68%
-1,07%
Individuality alone
0,00%
0,00%
0,00%
0,00%
Individuality + Mobilization
2,03%
2,25%
1,74%
-0,52%
Individuality + Centralization
1,97%
1,32%
1,74%
+0,42%
Individuality + Altruism
5,13%
4,04%
5,21%
+1,17%
Foundations of Leadership
Median*
1999
2024
Difference**
Mobilization
8,22%
13,83%
7,99%
-5,84%
Mobilization alone
0,00%
0,00%
0,00%
0,00%
Mobilization + Individuality
0,03%
0,08%
0,07%
-0,08%
Mobilization + Centralization
0,51%
0,78%
0,42%
-0,36%
Mobilization + Altruism
7,68%
12,97%
7,50%
-5,48%
Foundations of Leadership
Median*
1999
2024
Difference**
Centralization
50,41%
49,11%
51,32%
+2,21%
Centralization alone
0,00%
0,00%
0,00%
0,00%
Centralization + Individuality
0,03%
0,08%
0,00%
-0,08%
Centralization + Mobilization
23,86%
22,38%
24,38%
+2,00%
Centralization + Altruism
26,53%
26,65%
26,94%
+0,29%
Foundations of Leadership
Median*
1999
2024
Difference**
Altruism
32,24%
29,45%
32,01%
+2,57%
Altruism alone
0,00%
0,00%
0,00%
0,00%
Altruism + Individuality
1,34%
2,18%
1,39%
-0,79%
Altruism + Mobilization
13,72%
15,54%
12,36%
-3,18%
Altruism + Centralization
17,18%
11,73%
18,26%
+6,53%
* Median : Over 26 years, according to the leadership sequences across the entire sample.
** Difference between the year 1999 and the year 2024.
Conclusion
Toward leadership that is better understood and better mobilized.
The data reveal a stable and powerful trend:
For HR, these results confirm the value of:
Toward leadership that is better understood and better mobilized.
The data reveal a stable and powerful trend:
- The Centralization remains the most activated foundation, confirming a widespread need for structure, direction, and control of processes.
- Altruism maintains a strong presence, especially in connection with the Centralization, reflecting a desire to structure and support.
- The Mobilization appears to be slightly declining, despite its strategic importance for collective engagement.
- Individuality, less frequent, remains a valuable lever when combined with another foundation, particularly the Altruism.
For HR, these results confirm the value of:
- not reducing leadership to a hierarchical role,
- better understanding the internal combination that structures the way a person influences,
- and mobilizing individuals in alignment with their dominant foundation, rather than against it.
Sequence of strengths and talents at work
Maieutik Statistics (1999-2024): Work profiles - What one does fluidly, without imposed effort.
Since 1999, Maieutik has observed how individuals move into action and contribute at work, according to stable preferences that go beyond simple skills or job titles.
What we measure here is not what an individual is capable of doing, but the way they naturally tend to engage in a mission, contribute meaningfully, and mobilize themselves.
Based on data collected over more than 25 years, five dominant contribution profiles have been identified:
These dynamics are not exclusive, but combine in complementary sequences, revealing distinct, coherent, and reproducible work styles.
They make it possible to identify the internal drivers of performance, the zones of fluidity as well as the zones of friction when a profile is mobilized against its nature.
The statistics presented here compare the evolution of these profiles from 1999 to 2024, providing a valuable reading of deep trends in the world of work, as well as the implicit expectations of organizations.
Since 1999, Maieutik has observed how individuals move into action and contribute at work, according to stable preferences that go beyond simple skills or job titles.
What we measure here is not what an individual is capable of doing, but the way they naturally tend to engage in a mission, contribute meaningfully, and mobilize themselves.
Based on data collected over more than 25 years, five dominant contribution profiles have been identified:
- Innovate: create, transform, step outside the framework to propose new paths.
- Build: design, plan, structure to give form to what must last.
- Manage: coordinate, organize, optimize resources and processes.
- Administer: enforce, supervise, secure through established rules.
- Assist: support, facilitate, respond to needs within a relational framework.
These dynamics are not exclusive, but combine in complementary sequences, revealing distinct, coherent, and reproducible work styles.
They make it possible to identify the internal drivers of performance, the zones of fluidity as well as the zones of friction when a profile is mobilized against its nature.
The statistics presented here compare the evolution of these profiles from 1999 to 2024, providing a valuable reading of deep trends in the world of work, as well as the implicit expectations of organizations.
Strengths and Talents for
Median*
1999
2024
Difference**
Innovate
3,22%
4,51%
2,01%
-2,49%
Only Innovate
0,00%
0,00%
0,00%
0,00%
Innovate + Build
1,34%
1,94%
0,97%
-0,97%
Innovate + Manage / Administer
1,88%
2,56%
1,04%
-1,52%
Innovate + Assist
0,00%
0,00%
0,00%
0,00%
Strengths and Talents for
Median*
1999
2024
Difference**
Build
18,35%
27,66%
16,25%
-11,41%
Only Build
0,00%
0,00%
0,00%
0,00%
Build + Innovate
12,16%
21,06%
9,93%
-11,13%
Build + Manage / Administer
6,19%
6,60%
6,32%
-0,29%
Build + Assist
0,00%
0,00%
Strengths and Talents for
Median*
1999
2024
Difference**
Manage / Administer
71,47%
64,96%
74,31%
+9,35%
Only Administer
0,00%
0,00%
0,00%
0,00%
Manage / Administer + Innovate
13,84%
15,23%
12,71%
-2,52%
Manage / Administer + Build
29,03%
31,08%
30,49%
-0,59%
Administer + Assist
28,60%
18,65%
31,11%
+12,46%
Strengths and Talents for
Median*
1999
2024
Difference**
Assist
6,96%
2,87%
7,43%
+4,56%
Only Assist
0,19%
0,00%
0,21%
+0,21%
Assist + Innovate
0,00%
0,00%
0,00%
0,00%
Assist + Build
0,00%
0,00%
0,00%
0,00%
Assist + Administer
6,74%
2,87%
7,43%
+4,55%
* Median : Over 26 years, according to the strengths and talents sequences across the entire sample.
** Difference between the year 1999 and the year 2024.
Conclusion
Aligning missions and natural contribution modes: a lever for sustainable performance.
The data reveal a clear trend:
For HR, this mapping is a strategic tool:
Aligning missions and natural contribution modes: a lever for sustainable performance.
The data reveal a clear trend:
- The Manage / Administer profiles remain very much in the majority, representing more than 74% of the observed combinations.
- These are profiles of rigor, structure, and operational reliability, sought after for their ability to maintain the framework and ensure efficiency.
- The Build profiles are declining, from 27,66% in 1999 to 16,25% in 2024.
- This reflects a decrease in the natural presence of profiles carrying structure, stability, and long-term construction.
- In a rapidly changing world, this trend highlights an organizational urgency to value, support, and develop these foundational talents, which are now becoming less common.
- The Innovate profiles remain infrequent, despite their strategic role in transformation phases.
- They are valuable, but often under-mobilized or constrained within overly rigid structures.
- The Assist profiles, more discreet, remain essential for ensuring relational fluidity, service continuity, and support for collective action.
For HR, this mapping is a strategic tool:
- to better distribute roles,
- adjust expectations according to real profiles,
- and foster engagement based on each person's natural dynamic.
Logical intelligence
Logical intelligence: the power of a way of functioning based on structured and methodical thinking to understand the world
Some people adopt a way of functioning based on logic and methodical analysis. These Cartesian minds seek to decipher the deeper reasons behind every event and every phenomenon. Their brain favors the resources of their Logical intelligence, providing them with a structured framework for decoding their environment.
From inner reflection to outward action
These individuals move from the self toward the outside world, relying on their own reflections to understand, analyze, and act. Their thinking is grounded in solid pillars: logic, coherence, and common sense. This operating mode, known as Logical comprehension, enables them to develop precise arguments, exercise informed judgment, and structure their view of the world. This way of functioning makes them particularly receptive to anything logical, an undeniable strength that distinguishes them and guides their choices and interactions.
Some people adopt a way of functioning based on logic and methodical analysis. These Cartesian minds seek to decipher the deeper reasons behind every event and every phenomenon. Their brain favors the resources of their Logical intelligence, providing them with a structured framework for decoding their environment.
From inner reflection to outward action
These individuals move from the self toward the outside world, relying on their own reflections to understand, analyze, and act. Their thinking is grounded in solid pillars: logic, coherence, and common sense. This operating mode, known as Logical comprehension, enables them to develop precise arguments, exercise informed judgment, and structure their view of the world. This way of functioning makes them particularly receptive to anything logical, an undeniable strength that distinguishes them and guides their choices and interactions.
Data that raise important questions
The statistics reveal a significant evolution in the prevalence of this way of functioning over the decades :
The statistics reveal a significant evolution in the prevalence of this way of functioning over the decades :
In 1999, 49,81% of individuals first activated the cerebral resources of their Logical intelligence.
In 2024, this percentage fell to 28,68%, marking a significant decrease of -21,13% over 26 years.
In 2024, this percentage fell to 28,68%, marking a significant decrease of -21,13% over 26 years.
Since 2002, this downward trend has been constant, illustrating a gradual transformation in collective cerebral patterns.
A decline in the activation of , inviting reflection.
This significant decline invites reflection on the evolution of thinking patterns in a world in constant transformation. The acceleration of technology and the rise of social networks may help explain this decline. Yet the strength of logical minds remains an essential asset, particularly for structuring projects, solving complex problems, and ensuring informed decision-making.
Valuing logic at the heart of organizations
For human resources professionals, it is crucial to recognize and value profiles that function through Logical comprehension. These individuals bring essential stability and rigor to environments often marked by uncertainty and change.
This significant decline invites reflection on the evolution of thinking patterns in a world in constant transformation. The acceleration of technology and the rise of social networks may help explain this decline. Yet the strength of logical minds remains an essential asset, particularly for structuring projects, solving complex problems, and ensuring informed decision-making.
Valuing logic at the heart of organizations
For human resources professionals, it is crucial to recognize and value profiles that function through Logical comprehension. These individuals bring essential stability and rigor to environments often marked by uncertainty and change.
Intuitive intelligence
Intuitive intelligence: a journey from the self toward the world
Some people follow a path where rigorous planning gives way to spontaneity. These bold minds prefer to rely on their intuitions, impulses, and feelings, without overthinking. Their brain primarily mobilizes the resources of their Intuitive intelligence, allowing them to perceive the world through the lens of what they feel.
Their way of functioning rests on an inner certainty: solutions will naturally emerge as they move forward, without forcing things, with calm confidence in time and in the process. For them, it is less about controlling every step than allowing their ideas the opportunity to germinate and unfold when the time is right.
From the inside outward: the dynamic of Intuitive deduction
These individuals move through life from the self toward the outside world, guided by what their impulses and intuitions tell them. What matters most to them is not so much being understood as following their own aspirations and remaining faithful to what deeply drives them.
This is the way of functioning referred to as Intuitive deduction. It stands out through a distinctive approach, where boldness becomes a true driving force: daring to pursue his ideas fully, even when they challenge conventions or do not immediately receive others' approval.
Some people follow a path where rigorous planning gives way to spontaneity. These bold minds prefer to rely on their intuitions, impulses, and feelings, without overthinking. Their brain primarily mobilizes the resources of their Intuitive intelligence, allowing them to perceive the world through the lens of what they feel.
Their way of functioning rests on an inner certainty: solutions will naturally emerge as they move forward, without forcing things, with calm confidence in time and in the process. For them, it is less about controlling every step than allowing their ideas the opportunity to germinate and unfold when the time is right.
From the inside outward: the dynamic of Intuitive deduction
These individuals move through life from the self toward the outside world, guided by what their impulses and intuitions tell them. What matters most to them is not so much being understood as following their own aspirations and remaining faithful to what deeply drives them.
This is the way of functioning referred to as Intuitive deduction. It stands out through a distinctive approach, where boldness becomes a true driving force: daring to pursue his ideas fully, even when they challenge conventions or do not immediately receive others' approval.
A rare statistical spark
The statistics show that this way of functioning is exceptional, highlighting its rarity in the population :
The statistics show that this way of functioning is exceptional, highlighting its rarity in the population :
In 1999, only 0,23% of the individuals surveyed primarily activated the cerebral resources of their Intuitive intelligence.
In 2024, this figure decreased to 0,07%, marking a slight decline of -0,16% over 26 years.
In 2024, this figure decreased to 0,07%, marking a slight decline of -0,16% over 26 years.
A decline in the activation of intuitive intelligence
This rarity and decrease may raise questions about the evolution of cerebral dynamics. As the world evolves, intuitive minds, already uncommon, seem to be becoming even rarer. Yet their boldness in following unexplored paths, their ability to allow original answers to emerge, and their trust in what is not yet visible remain valuable assets, especially in a context where innovation and creativity are more necessary than ever.
By recognizing and valuing these unique profiles, human resources professionals can contribute to cultivating a wealth of ideas and approaches that redefine norms and open new perspectives.
This rarity and decrease may raise questions about the evolution of cerebral dynamics. As the world evolves, intuitive minds, already uncommon, seem to be becoming even rarer. Yet their boldness in following unexplored paths, their ability to allow original answers to emerge, and their trust in what is not yet visible remain valuable assets, especially in a context where innovation and creativity are more necessary than ever.
By recognizing and valuing these unique profiles, human resources professionals can contribute to cultivating a wealth of ideas and approaches that redefine norms and open new perspectives.
Reactive intelligence
Reactive intelligence: pillars of support in service to others
Some people respond to stimuli from their environment in a deeply emotional way. Their brain primarily activates the cerebral resources of their Reactive intelligence, connecting them directly to the feelings and emotions generated by what they perceive around them. Joys, sorrows, happiness, frustrations, well-being, or discomfort: these emotional states are triggered by the outside world and by the behaviors of others, which play a key role in the way these individuals react. This is what is called a way of functioning through Emotional reaction, where emotions serve as a compass to guide their decisions, actions, and interactions.
Devotion as a driving force
These people find their strength in their ability to devote themselves to others in order to meet a fundamental need: to be valued, appreciated, and accepted by those around them. This way of functioning makes them particularly attentive to human relationships and to the implicit expectations of their environment. In return, their emotional commitment, empathy, and devotion become major assets for teams and organizations that know how to recognize and value them.
Some people respond to stimuli from their environment in a deeply emotional way. Their brain primarily activates the cerebral resources of their Reactive intelligence, connecting them directly to the feelings and emotions generated by what they perceive around them. Joys, sorrows, happiness, frustrations, well-being, or discomfort: these emotional states are triggered by the outside world and by the behaviors of others, which play a key role in the way these individuals react. This is what is called a way of functioning through Emotional reaction, where emotions serve as a compass to guide their decisions, actions, and interactions.
Devotion as a driving force
These people find their strength in their ability to devote themselves to others in order to meet a fundamental need: to be valued, appreciated, and accepted by those around them. This way of functioning makes them particularly attentive to human relationships and to the implicit expectations of their environment. In return, their emotional commitment, empathy, and devotion become major assets for teams and organizations that know how to recognize and value them.
Reactive intelligence: a significant evolution
The statistical data illustrate a significant progression of this way of functioning over the years :
The statistical data illustrate a significant progression of this way of functioning over the years :
In 1999, 3,11% of individuals first activated the cerebral resources of their Reactive intelligence.
In 2024, this percentage rose to 8,33%, marking an increase of +5,23% over 26 years.
In 2024, this percentage rose to 8,33%, marking an increase of +5,23% over 26 years.
This growth, constant since 2002, reflects a transformation in cerebral dynamics and social expectations. Part of this increase may be linked to the decrease in ways of functioning oriented toward other types of intelligence, highlighting a rebalancing of collective priorities.
Reactive intelligence: The growing importance of emotion in a changing world
In an increasingly complex context marked by intense human interactions, the increase in profiles focused on reactive intelligence reflects the growth of a need for validation and recognition based on human qualities such as empathy, availability, and the ability to establish connections with others. These individuals play an essential role in environments where human interaction is central: whether in customer relationship management or mediation roles, their emotional sensitivity brings a human dimension.
Opportunities for HR professionals
For human resources leaders, these profiles represent a valuable opportunity. By identifying these individuals and placing them in roles where their emotional reactivity can be fully expressed, organizations strengthen their ability to create humane, supportive, and balanced work environments.
In an increasingly complex context marked by intense human interactions, the increase in profiles focused on reactive intelligence reflects the growth of a need for validation and recognition based on human qualities such as empathy, availability, and the ability to establish connections with others. These individuals play an essential role in environments where human interaction is central: whether in customer relationship management or mediation roles, their emotional sensitivity brings a human dimension.
Opportunities for HR professionals
For human resources leaders, these profiles represent a valuable opportunity. By identifying these individuals and placing them in roles where their emotional reactivity can be fully expressed, organizations strengthen their ability to create humane, supportive, and balanced work environments.
Rational intelligence
The need for security and compliance: the strength of rational anchors
Some people orient their functioning around needs for security, compliance, and belonging to an environment. Their primary quest is to integrate fully into their surroundings, embracing the values, beliefs, behaviors, and ways of doing things conveyed there. Their brain primarily mobilizes the cerebral resources of their Rational intelligence, enabling harmonious adaptation to the collective framework.
Reasoning guided by the environment of belonging
These individuals adopt a way of functioning through Rational reasoning, where the environment dictates norms and reference points. What is accepted, proven, and validated within their environment becomes their main guide for acting, deciding, and interacting.
Their strength lies in their ability to rely on what reflects consensus, adopt behaviors aligned with their group, and position themselves as guardians of stability and collective cohesion.
Some people orient their functioning around needs for security, compliance, and belonging to an environment. Their primary quest is to integrate fully into their surroundings, embracing the values, beliefs, behaviors, and ways of doing things conveyed there. Their brain primarily mobilizes the cerebral resources of their Rational intelligence, enabling harmonious adaptation to the collective framework.
Reasoning guided by the environment of belonging
These individuals adopt a way of functioning through Rational reasoning, where the environment dictates norms and reference points. What is accepted, proven, and validated within their environment becomes their main guide for acting, deciding, and interacting.
Their strength lies in their ability to rely on what reflects consensus, adopt behaviors aligned with their group, and position themselves as guardians of stability and collective cohesion.
A movement in constant progression
The statistics show a significant evolution of this way of functioning over the past 25 years :
The statistics show a significant evolution of this way of functioning over the past 25 years :
In 1999, 46,85% of the individuals surveyed first activated the cerebral resources of their Rational intelligence.
In 2024, this proportion rose to 62,92%, marking an increase of +16,06%
In 2024, this proportion rose to 62,92%, marking an increase of +16,06%
This steady progression, observed since 2002, may be explained in part by individuals adapting to an increasingly complex and interconnected world, where the needs for security and belonging occupy a central place.
Rational intelligence: a response to a changing world
The increase in the activation of the cerebral resources of rational intelligence reflects a profound transformation in mindsets. In a global context marked by uncertainty, volatility, and rapid change, individuals seem to seek refuge in solid and proven reference points. This way of functioning offers a valuable anchor, allowing them to navigate unstable environments while preserving a sense of coherence and stability.
Opportunities for organizations
For human resources professionals, this evolution highlights the importance of understanding and valuing profiles that function through Rational reasoning. These collaborators bring essential stability, natural adherence to organizational values, and an ability to strengthen team cohesion. Their contribution is particularly valuable in environments where unity and compliance with shared objectives are key drivers of success.
The increase in the activation of the cerebral resources of rational intelligence reflects a profound transformation in mindsets. In a global context marked by uncertainty, volatility, and rapid change, individuals seem to seek refuge in solid and proven reference points. This way of functioning offers a valuable anchor, allowing them to navigate unstable environments while preserving a sense of coherence and stability.
Opportunities for organizations
For human resources professionals, this evolution highlights the importance of understanding and valuing profiles that function through Rational reasoning. These collaborators bring essential stability, natural adherence to organizational values, and an ability to strengthen team cohesion. Their contribution is particularly valuable in environments where unity and compliance with shared objectives are key drivers of success.
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This strength applies to all individuals. To fully grasp its significance, it is strongly recommended that you first read the analysis of this point by clicking on the Individual Level tab in the Full Analysis. |
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4 types of cerebral resources |
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1 - The resources of intuitive intelligence |
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Intuitive intelligence: a journey from the self toward the world Some people follow a path where rigorous planning gives way to spontaneity. These bold minds prefer to rely on their intuitions, impulses, and feelings, without overthinking. Their brain primarily mobilizes the resources of their Intuitive intelligence, allowing them to perceive the world through the lens of what they feel. Their way of functioning rests on an inner certainty: solutions will naturally emerge as they move forward, without forcing things, with calm confidence in time and in the process. For them, it is less about controlling every step than allowing their ideas the opportunity to germinate and unfold when the time is right. From the inside outward: the dynamic of Intuitive deduction These individuals move through life from the self toward the outside world, guided by what their impulses and intuitions tell them. What matters most to them is not so much being understood as following their own aspirations and remaining faithful to what deeply drives them. This is the way of functioning referred to as Intuitive deduction. It stands out through a distinctive approach, where boldness becomes a true driving force: daring to pursue his ideas fully, even when they challenge conventions or do not immediately receive others' approval. |
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2 - The resources of |
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Logical intelligence: the power of a way of functioning based on structured and methodical thinking to understand the world Some people adopt a way of functioning based on logic and methodical analysis. These Cartesian minds seek to decipher the deeper reasons behind every event and every phenomenon. Their brain favors the resources of their Logical intelligence, providing them with a structured framework for decoding their environment. From inner reflection to outward action These individuals move from the self toward the outside world, relying on their own reflections to understand, analyze, and act. Their thinking is grounded in solid pillars: logic, coherence, and common sense. This operating mode, known as Logical comprehension, enables them to develop precise arguments, exercise informed judgment, and structure their view of the world. This way of functioning makes them particularly receptive to anything logical, an undeniable strength that distinguishes them and guides their choices and interactions. |
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3 - The resources of rational intelligence |
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The need for security and compliance: the strength of rational anchors Some people orient their functioning around needs for security, compliance, and belonging to an environment. Their primary quest is to integrate fully into their surroundings, embracing the values, beliefs, behaviors, and ways of doing things conveyed there. Their brain primarily mobilizes the cerebral resources of their Rational intelligence, enabling harmonious adaptation to the collective framework. Reasoning guided by the environment of belonging These individuals adopt a way of functioning through Rational reasoning, where the environment dictates norms and reference points. What is accepted, proven, and validated within their environment becomes their main guide for acting, deciding, and interacting. Their strength lies in their ability to rely on what reflects consensus, adopt behaviors aligned with their group, and position themselves as guardians of stability and collective cohesion. |
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4 - The resources of reactive intelligence |
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Reactive intelligence: pillars of support in service to others Some people respond to stimuli from their environment in a deeply emotional way. Their brain primarily activates the cerebral resources of their Reactive intelligence, connecting them directly to the feelings and emotions generated by what they perceive around them. Joys, sorrows, happiness, frustrations, well-being, or discomfort: these emotional states are triggered by the outside world and by the behaviors of others, which play a key role in the way these individuals react. This is what is called a way of functioning through Emotional reaction, where emotions serve as a compass to guide their decisions, actions, and interactions. Devotion as a driving force These people find their strength in their ability to devote themselves to others in order to meet a fundamental need: to be valued, appreciated, and accepted by those around them. This way of functioning makes them particularly attentive to human relationships and to the implicit expectations of their environment. In return, their emotional commitment, empathy, and devotion become major assets for teams and organizations that know how to recognize and value them. |
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© Maieutik International Ltd. 1997-
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This strength applies to all individuals. To fully grasp its significance, it is strongly recommended that you first read the analysis of this point by clicking on the At Work tab in the Full 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 borders, without limits, where each person is responsible for themselves, where each person defines their own course of action, and where each person is accountable for his 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 encourages initiative and individual accountability; where the right to make mistakes is allowed; where differences of opinion are accepted; and where consultation takes place 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 and organized; engaging in planned activities with clearly defined objectives and precise deadlines. |
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The person must be able to evolve in an environment structured and organized; engaging in planned activities with clearly defined objectives, a precise job 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 each person can rely on others, where mutual support takes precedence over competitiveness, and where the human aspect is taken into consideration. |
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Obviously, because the brain activates, in the vast majority of people, two or more types of intelligence, the ways these tasks are carried out must be weighted according to the results obtained for the different types of functioning. |
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© Maieutik International Ltd. 1997-
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Priority management means establishing the list of what must be done first, as a priority... |
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Priority management therefore involves both a notion of hierarchy and a notion of urgency regarding the actions to be carried out, in order to distribute tasks among people according to their skills, abilities, strengths, and talents. |
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Establishing priorities is a role that belongs to decision-makers, but it is also their role to anticipate in order to avoid catastrophic situations and prevent chaos. |
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Priority management therefore involves, among other things: - a notion of mobilizing leadership
- an ability to anticipate - decision-making ability - decision-making speed - a talent for getting everyone involved to row in the same direction - an ability to remain calm, stay in control of the situation, and stay in control of his reactions and frustrations - mastery of one's own stress and his own fears in order to give clear, concise, and precise instructions |
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What about priority management in a remote-work situation What about the impact on staff, on the people who must carry out these tasks, if priorities change |
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For many people, consistency in the tasks to be performed is a reassuring factor; routine, resuming work where it was left off the day before, provides reference points that support a person's proper functioning and productivity. |
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Too many changes, unexpected changes, or changes that seem improvised, are destabilizing factors for most people and may indicate a lack of planning and anticipation in priority management and work management. |
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In a remote-work situation, just as in an in-person work situation, it is up to leaders, immediate supervisors, and dispatchers to distribute the work and prioritize the tasks to be completed. Ideally, the instruction should be : « When you have finished the work currently in progress, you will do this... » |
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It is highly counterproductive to ask a person to interrupt one activity to focus on another and then later resume the activity that was left unfinished. |
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Of course, unforeseen situations and emergencies cannot be avoided, but it is possible to identify the people who are least likely to be disturbed by changes in priorities, changes in tasks, or anything that may affect routine, and assign emergencies to those people. |
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In a remote-work situation, - priority management takes on another dimension and may have consequences or repercussions on procrastination
- it becomes more about making choices between : «Do I work, or do I do something else ? »
«Do I first get rid of the tasks that annoy me, or do I postpone them, tell myself I will see later, and do what I enjoy most ? » |
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Hence the importance of maintaining the person's motivation and adapting interventions according to that person's motivational process, rather than assuming that what works with one person will also work with another. |
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© Maieutik International Ltd. 1997-
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Leadership and Interpersonal Relationships
Leadership can be summarized in a single word : influence.
The influence of one individual on another, on a group, in short, influence on his environment.
Everyone exerts a certain influence on others; therefore, everyone exercises some form of leadership.
The fundamental question is to know on what bases, on what principles a person bases his Leadership and his interpersonal relations .
- A person who respects each individual's freedom; who respects his free will, who does not interfere in other people's lives or decisions, exercises leadership and bases his interpersonal relationships on the Individuality.
- A person who seeks to mobilize others, make them accountable, and provide positive feedback, exercises leadership and bases his interpersonal relationships on the Mobilization.
- A person who seeks to direct others, to make demands of others, who gives orders, who wants to be obeyed, and who does not accept being challenged, exercises leadership and bases his interpersonal relationships on the Centralization.
- A person who seeks to help others, support them, comfort them, and tends to anticipate the needs of others, sometimes even to his own detriment, exercises leadership and bases his interpersonal relationships on the Altruism.
Statistically, based on a sample of more than 70,000 respondents, all individuals (99.99%) base their leadership and interpersonal relationships on a sequence of at least 2 bases.
The Mobilization : Oriented towards collective engagement and accountability
Mobilization :
The unifier, the coach, the resource person.
It is a leadership and interpersonal relations based on complicity, cooperation, understanding, delegation, egalitarian relationships, and everyone's involvement.
It is a leadership and interpersonal relations where everyone works together toward a common goal, in a relationship based on fair sharing rooted in merit and effort, where each person is encouraged to use his strengths and his qualities in order to fully express his potential.
The unifier, the coach, the resource person.
It is a leadership and interpersonal relations based on complicity, cooperation, understanding, delegation, egalitarian relationships, and everyone's involvement.
It is a leadership and interpersonal relations where everyone works together toward a common goal, in a relationship based on fair sharing rooted in merit and effort, where each person is encouraged to use his strengths and his qualities in order to fully express his potential.
Statistics :
In 1999, 13,83% of the sample based their leadership and interpersonal relationships primarily on Mobilization.
In 2024, 7,99% of the sample based their leadership and interpersonal relationships primarily on Mobilization.
Evolution :
Over 26 years, a decrease in -5,84%.
In 2024, 7,99% of the sample based their leadership and interpersonal relationships primarily on Mobilization.
Evolution :
Over 26 years, a decrease in -5,84%.
Altruism : Rooted in empathy, mutual aid, and solidarity
Altruism :
The conciliator, the confidant, the friend, the attentive and listening ear.
It is a leadership and interpersonal relations based on solidarity, listening, empathy, mutual reinforcement, everyone's participation, consensus, and respect for differences.
It is a leadership and interpersonal relations where sharing and mutual support come first, the strong protect and support the weak, everyone has a right to his chance, to his second chance, to his third... In short, all for one and one for all, even if this can sometimes be to the detriment of the whole.
The conciliator, the confidant, the friend, the attentive and listening ear.
It is a leadership and interpersonal relations based on solidarity, listening, empathy, mutual reinforcement, everyone's participation, consensus, and respect for differences.
It is a leadership and interpersonal relations where sharing and mutual support come first, the strong protect and support the weak, everyone has a right to his chance, to his second chance, to his third... In short, all for one and one for all, even if this can sometimes be to the detriment of the whole.
Statistics :
In 1999, 29,45% of the sample based their leadership and interpersonal relationships primarily on Altruism.
In 2024, 32,01% of the sample based their leadership and interpersonal relationships primarily on Altruism.
Evolution :
Over 26 years, an increase of +2,57%.
In 2024, 32,01% of the sample based their leadership and interpersonal relationships primarily on Altruism.
Evolution :
Over 26 years, an increase of +2,57%.
Individuality : Centered on freedom and self-determination
Individuality :
The free thinker, the independent mind.
It is a leadership and interpersonal relations based on free will, self-determination for oneself and others, independence of mind, ideas, opinions and action, non-belonging, non-interference, live and let live.
It is a leadership and interpersonal relations where there is neither master nor disciple, neither superior nor subordinate; everyone is free, everyone is responsible for what happens to them, everyone is master of his destiny.
Or, if at the individual level, the person's brain primarily activates the resources of his Reactive intelligence
It is also leadership and interpersonal relationships based on non-interference, but in order not to offend the other person, not to alienate them for fear of losing the esteem and recognition one needs.
This situation can lead the person to self-validate, self-congratulate, or self-deprecate, or to place themselves in the role of victim if they do not receive from those around them the esteem, recognition, and appreciation they need.
The free thinker, the independent mind.
It is a leadership and interpersonal relations based on free will, self-determination for oneself and others, independence of mind, ideas, opinions and action, non-belonging, non-interference, live and let live.
It is a leadership and interpersonal relations where there is neither master nor disciple, neither superior nor subordinate; everyone is free, everyone is responsible for what happens to them, everyone is master of his destiny.
Or, if at the individual level, the person's brain primarily activates the resources of his Reactive intelligence
It is also leadership and interpersonal relationships based on non-interference, but in order not to offend the other person, not to alienate them for fear of losing the esteem and recognition one needs.
This situation can lead the person to self-validate, self-congratulate, or self-deprecate, or to place themselves in the role of victim if they do not receive from those around them the esteem, recognition, and appreciation they need.
Statistics :
In 1999, 7,61% of the sample based their leadership and interpersonal relationships primarily on Individuality.
In 2024, 8,68% of the sample based their leadership and interpersonal relationships primarily on Individuality.
Evolution :
Over 26 years, a decrease in -1,07%.
In 2024, 8,68% of the sample based their leadership and interpersonal relationships primarily on Individuality.
Evolution :
Over 26 years, a decrease in -1,07%.
The Centralization : Structured by authority, hierarchy, and order
Centralization :
This is the leader, the chief, the executive, the decision-maker, the centralizer, the commander, the order giver.
It is a leadership and interpersonal relations based on Centralization, meaning allegiance, clan or party spirit; the importance of respecting authority, rules, and hierarchy, the need for belonging, and the need for recognition.
It is a leadership and interpersonal relations based on Centralization, which also means that everyone conforms to directives, and everyone respects structures and protocols. Promotion is based on seniority, owed reward, or the collective agreement.
This is the leader, the chief, the executive, the decision-maker, the centralizer, the commander, the order giver.
It is a leadership and interpersonal relations based on Centralization, meaning allegiance, clan or party spirit; the importance of respecting authority, rules, and hierarchy, the need for belonging, and the need for recognition.
It is a leadership and interpersonal relations based on Centralization, which also means that everyone conforms to directives, and everyone respects structures and protocols. Promotion is based on seniority, owed reward, or the collective agreement.
Statistics :
In 1999, 49,11% of the sample based their leadership and interpersonal relationships primarily on Centralization.
In 2024, 51,32% of the sample based their leadership and interpersonal relationships primarily on Centralization.
Evolution :
Over 26 years, an increase of +2,21%.
In 2024, 51,32% of the sample based their leadership and interpersonal relationships primarily on Centralization.
Evolution :
Over 26 years, an increase of +2,21%.
The art of managing human potential
The unfolding of any process or project can be summarized in 4 major stages.
4 crucial stages that unfold according to an unchanging chronology and call upon specific qualities and talents.
First stage :
Finding the idea and conceptualizing it
This is the innovation phase, during which imagination and creativity must be called upon, ideally by thinking outside the box and doing things differently from others.
Ideally, this phase calls upon people who function through Intuitive deduction + Logical comprehension and who have talents for Innovate + Build
This is the innovation phase, during which imagination and creativity must be called upon, ideally by thinking outside the box and doing things differently from others.
Ideally, this phase calls upon people who function through Intuitive deduction + Logical comprehension and who have talents for Innovate + Build
Second stage :
Making the idea real and viable
This is the concretization phase, during which one must develop, structure, and realize; in short, Build by relying on a logical, coherent structure.
Ideally, this phase calls upon people who function through Logical comprehension + Intuitive deduction and who have talents for Build + Innovate
This is the concretization phase, during which one must develop, structure, and realize; in short, Build by relying on a logical, coherent structure.
Ideally, this phase calls upon people who function through Logical comprehension + Intuitive deduction and who have talents for Build + Innovate
Third stage :
Implementing the idea and making it profitable
This is the management phase, during which one must consolidate, put in place, and generalize protocols and procedures in order to make the process profitable while taking into account and being in compliance with the standards and requirements of the environment.
Ideally, this phase calls upon people who function through Logical comprehension + Rational reasoning and who have talents for Build + Manage
This phase can also be handled by people who function through Rational reasoning + Logical comprehension and who have talents for Manage + Build
This is the management phase, during which one must consolidate, put in place, and generalize protocols and procedures in order to make the process profitable while taking into account and being in compliance with the standards and requirements of the environment.
Ideally, this phase calls upon people who function through Logical comprehension + Rational reasoning and who have talents for Build + Manage
This phase can also be handled by people who function through Rational reasoning + Logical comprehension and who have talents for Manage + Build
Fourth stage :
Applying and generalizing
This is the administration phase, during which one must apply and ensure application, produce and ensure production in accordance with established protocols and procedures.
Ideally, this phase calls upon people who function through Rational reasoning + Logical comprehension and who have talents for + Build.
This phase can also be handled by people who function through Rational reasoning + Emotional reaction and who have talents for Administer + Assist
This is the administration phase, during which one must apply and ensure application, produce and ensure production in accordance with established protocols and procedures.
Ideally, this phase calls upon people who function through Rational reasoning + Logical comprehension and who have talents for + Build.
This phase can also be handled by people who function through Rational reasoning + Emotional reaction and who have talents for Administer + Assist
The entire art of managing human resources and individual potential lies in balance and alignment with the evolution of the process or project, so as to always have the right person in the right position, at the right time, with the right team as well as to be able to anticipate and always keep people within their optimal performance zones, thereby allowing each person to fully express their potential.
Statistics :
In 1999, 4,51%of the sample possessed talents primarily for Innovate.
In 2024, 2,01%of the sample possessed talents primarily for Innovate.
Evolution :
Over 26 years, a decrease in -2,49%.
In 2024, 2,01%of the sample possessed talents primarily for Innovate.
Evolution :
Over 26 years, a decrease in -2,49%.
Statistics :
In 1999, 27,66%of the sample possessed talents primarily for Build.
In 2024, 16,25%of the sample possessed talents primarily for Build.
Evolution :
Over 26 years, a decrease in -11,41%.
In 2024, 16,25%of the sample possessed talents primarily for Build.
Evolution :
Over 26 years, a decrease in -11,41%.
Statistics :
In 1999, 64,96%of the sample possessed talents primarily for Manage / Administer.
In 2024, 74,31%of the sample possessed talents primarily for Manage / Administer.
Evolution :
Over 26 years, an increase of +9,35%.
In 2024, 74,31%of the sample possessed talents primarily for Manage / Administer.
Evolution :
Over 26 years, an increase of +9,35%.
Statistics :
In 1999, 2,87%of the sample possessed talents primarily for Assist.
In 2024, 7,43%of the sample possessed talents primarily for Assist.
Evolution :
Over 26 years, an increase of +4,56%.
In 2024, 7,43%of the sample possessed talents primarily for Assist.
Evolution :
Over 26 years, an increase of +4,56%.
Optimal performance zones
Optimal performance zones are an indicator that facilitates the description of a person's tasks and the distribution of time to be devoted to different types of activities.
When a person operates within their performance zones, they are more productive and more profitable for the company because they can then fully express their potential. They therefore feel that they are fully realizing themselves, and their motivation is greater.
A person who operates outside their performance zones is less productive, less motivated, and more likely to engage in presenteeism, and their absenteeism rate may be higher.
Performance ZONE and COMFORT ZONE should not be confused. A cardiologist who leaves the operating room of a major hospital to practice cardiology for Doctors Without Borders steps outside their comfort zone, but remains within their performance zone.
If that same cardiologist leaves cardiology to go into pediatrics, they step outside their performance zone. If the pediatrician takes the cardiologist's place, it is better not to have heart problems...
If that same cardiologist leaves cardiology to go into pediatrics, they step outside their performance zone. If the pediatrician takes the cardiologist's place, it is better not to have heart problems...
Managing and Administering - Two Distinct Postures Often Confused
In the professional world, the verbs manage and administer are often grouped together as if they belonged to the same category.
Yet, within the Maieutik approach, these two dynamics activate very different cognitive mechanisms and correspond to two distinct ways of securing action.
Yet, within the Maieutik approach, these two dynamics activate very different cognitive mechanisms and correspond to two distinct ways of securing action.
One common element: the need for structure, control, and validation - Whether one manages or administers, the central need remains the same: to remain within familiar, validated, and controllable reference points.
The individual seeks to:
- act within clearly defined boundaries,
- rely on what has already proven effective,
- build legitimacy through the approval of expertise, standards, or recognized authority figures.
The Manager - Coherence, Logic, and Efficiency.
From a cognitive perspective, the Manager mobilizes sequences such as: Logical intelligence + Rational intelligence or Rational intelligence + Logical intelligence, with one generally predominating over the other.
This profile:
The Manager seeks to optimize what already exists, rationalize processes, and ensure that the system functions effectively.
The Manager is oriented toward structured performance, responsible efficiency, and intelligent adaptation.
From a cognitive perspective, the Manager mobilizes sequences such as: Logical intelligence + Rational intelligence or Rational intelligence + Logical intelligence, with one generally predominating over the other.
This profile:
- analyzes situations with perspective,
- seeks coherence more than agreement,
- can step outside established frameworks when the reasoning is logical and the system remains controllable.
The Manager seeks to optimize what already exists, rationalize processes, and ensure that the system functions effectively.
The Manager is oriented toward structured performance, responsible efficiency, and intelligent adaptation.
The Administrator - Repeatability, Compliance, and Stability.
The Administrator, on the other hand, is generally associated with a dominant sequence of: Rational intelligence + Reactive intelligence or Reactive intelligence + Rational intelligence, depending on which resource predominates.
This profile:
The Administrator seeks predictability, established order, and consistency in practices.
The Administrator rarely acts out of a desire for transformation, but rather from a commitment to maintaining continuity. As a result, this individual often becomes a reference point - an organizational anchor.
The Administrator, on the other hand, is generally associated with a dominant sequence of: Rational intelligence + Reactive intelligence or Reactive intelligence + Rational intelligence, depending on which resource predominates.
This profile:
- ensures that rules are applied,
- makes certain that everything remains compliant, secure, and traceable,
- is uncomfortable with ambiguity or excessive room for interpretation.
The Administrator seeks predictability, established order, and consistency in practices.
The Administrator rarely acts out of a desire for transformation, but rather from a commitment to maintaining continuity. As a result, this individual often becomes a reference point - an organizational anchor.
Key Takeaways:
- The Manager is a flexible regulator: capable of structuring, directing, and adapting, as long as the framework remains rational.
- The Administrator is a guardian of stability: ensuring, protecting, and applying, as long as the situation remains clearly defined.
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Autonomy |
5 observations, in remote work or in-person situations : |
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1- If the autonomy result is, for example, 84%, the needs for supervision and directives are 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 not take shape in the same way as 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- We also understand that the relationship with others will be different. |
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4- We also understand that strengths and talents at work will be expressed differently depending on the degree of autonomy, and the needs for guidance and supervision must be adjusted according to that degree of autonomy. |
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5- In a coaching process, it is therefore very important to take into account the person's SOURCE of reference in order to use his reference system. |
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© Maieutik International Ltd. 1997-
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Optimism, positive spirit |
5 observations, in remote work or in-person situations : |
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1- If the result for optimism, positive spirit is below 50%, there is a strong likelihood that the person is more inclined to see the negative side of a situation, so we must help them see the positive aspects because they may tend to get discouraged. This is 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 spirit will rely on a progression Open-mindedness + Audacity while if their brain activates a sequence Reactive intelligence + Rational intelligence, their positive or negative attitude will depend on their reactions to stimuli they receive from their environment and their feelings of security or insecurity. In this case, the person may wonder « Who can I count on, who will help me ? » |
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3- We also understand that their relationship with others will be different if their approach is based on positive foundations or on fears. |
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4- We also understand that their strengths and talents at work will manifest differently depending on whether the person sees the glass of water 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 the person, depending on the case, in positive terms or to lead them to think positively. |
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© Maieutik International Ltd. 1997-
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Initiative, proactivity |
5 observations, in remote work or in-person situations : |
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1- If the result for initiative, proactivity is below 50%, there is a strong likelihood that the person is more inclined to let others take the initiative in their life. If it is above 50%, in proportion to their result, the person will seek to be the architect of their 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 + audacity while if their brain activates a sequence Reactive intelligence + Rational intelligence, the foundations will not be the same. In this case, there is a higher probability that others will take the initiative in their life and that they will let them. |
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3- We also understand that their relationship with others will be different if the person supports their leadership and interpersonal relationships on an approach where they take the initiative compared to an approach where it is others who take the initiative. |
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4- We also understand that the person's strengths and talents at work will manifest differently depending on whether they take the initiative or leave it to others; whether they act quickly or not. |
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5- In a coaching process, it is therefore very important to consider THEIR level of initiative and proactivity in order not to hinder the person or to encourage them to show more initiative and proactivity. |
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© Maieutik International Ltd. 1997-
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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: scale, weight. It therefore means having the ability to distribute fairly... But balance is not static; balance is dynamic. It is an adjustment in constant motion according to circumstances, events, necessities, priorities, and emergencies. This means that sometimes the scale tips more to one side, sometimes more to the other, and it is over time, over duration, that balance balances itself. And very importantly, balance is more a matter of being than of appearing. |
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Not everyone possesses this strength. |
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What does it take to be in balance What does it take to avoid overworking What does it take to disconnect from work What does it take to disconnect without feeling guilty |
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- One must know when to say «YES » and when to say «NO ». - One must know how to say «YES » and say «NO » without feeling frustration or remorse. - One must realize that, regardless of our actions or decisions, the Earth continues and will continue to turn, with or without us. |
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When I was still just a kid, my father used to tell me : «There is never anything worth tearing your hair out over. » He also used to tell me, «People have expectations of others; they will have expectations of you. You are free to say yes or no. If the other person feels frustrated by your refusal, that is their choice. They are free in their choices and reactions, and you too are free in your choices and reactions. » |
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And over time, I learned and understood - that you must know yourself if you want to know others
- that you must accept yourself in order to accept others as they are - that you must love yourself in order to love others - that you cannot give others what you do not have... |
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Socrates advocated «know thyself »; this is the very foundation of maieutics. |
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Therefore, to achieve this balance - it is essential to take care of one's own well-being and to accept that others take care of their own well-being
- it is essential to seek harmony with oneself, one's life, one's surroundings, and one's universe, and to accept that others also pursue this quest for themselves |
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© Maieutik International Ltd. 1997-
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The source of motivation : oneself / others
There are two sources of motivation:
The person is their own source, their own frame of reference. This is what we call an internal frame of reference.
The person draws their motivation and their reference criteria from others. This is what we call an external frame of reference.
Some people will be 100% in one system or the other. Others will show a predominance for one or the other, or a balance between the two.
In a support or coaching process, it is therefore very important to take into account the SOURCE of a person's motivation in order to use their frame of reference.
The person is their own source, their own frame of reference. This is what we call an internal frame of reference.
The person draws their motivation and their reference criteria from others. This is what we call an external frame of reference.
Some people will be 100% in one system or the other. Others will show a predominance for one or the other, or a balance between the two.
In a support or coaching process, it is therefore very important to take into account the SOURCE of a person's motivation in order to use their frame of reference.
INTERNAL REFERENCE :
Motivation :
The person who has developed an internal frame of reference very often tends to act according to what they have decided, independently of other people's judgment. They like to make their own decisions or, at the very least, feel that they and they alone are the one deciding.
Motivation :
This person is motivated by and for what comes from within. They can do without motivation, encouragement, or congratulations from the outside because they are their own source of motivation. They do not appreciate others making decisions for them or being given models to imitate; this can cause them to lose motivation and the desire to act. They prefer to be their own boss, their own model.
EXTERNAL REFERENCE :
Motivation :
The person who has developed an external frame of reference expects to be directed by being told what to do, how to do it, or how to proceed. They need to be guided and encouraged. They prefer to rely on other people's judgment and ideas.
Motivation :
This person feels reassured and functions much better when they are advised and supported. They need to be shown the direction to follow. They prefer to be evaluated rather than evaluate themselves. They need to be motivated, encouraged, and congratulated.
Main characteristics of the person who is their own source of motivation and those for whom others are their source of motivation !
his own source of motivation :
Refers to his own internal frame of reference
Makes his own decisions; makes his own choices, establishes his own rules; develops his own thinking, his own opinions
Relies on and refers to his own evaluation criteria
Is not easily influenced
May oppose a decision involving himself even if he knows it is the right one, if he was not consulted or was not involved in that decision
Sticks to his own ideas and opinions
Is his own source of motivation and knows internally when he has reason to be satisfied
Does not appreciate being compared to others or being given models or examples to follow
Independent of others
Others are his source of motivation :
Refers to others, to external frames of reference
Lets others decide for himself; adheres to other people's decisions, choices, rules, and opinions
Relies on and bases his judgment on evaluation criteria from outside
Is easily influenced
Accepts other people's decisions even when directly concerned and even when not consulted or not involved in that decision
Accepts other people's ideas and opinions and gives them more credibility
Needs motivation and congratulations from his entourage, even when there is no real reason to be satisfied
Accepts being compared to others or being given models or examples to follow because it motivates himself
Dependent on others
© Maieutik International Ltd. 1997-
Obtain / Avoid losing
All human behavior is based on two very specific needs:
OBTAIN pleasure, satisfaction, gain, achievement: the Carrot. The person moves toward what they want.
AVOID pain, discomfort, loss: the Stick. The person seeks to move away from what they do not want.
Consequently, some people motivate themselves by MOVING TOWARD what they want to obtain, toward their goals. Others motivate themselves by MOVING AWAY FROM what displeases them, from what they want to avoid.
When faced with a decision, an action to undertake, or a problem to solve, some people charge ahead toward their objectives without worrying about obstacles and consequences. Others, more cautious, spend time analyzing how to avoid obstacles, minimize losses and anticipate consequences.
AVOID pain, discomfort, loss: the Stick. The person seeks to move away from what they do not want.
Consequently, some people motivate themselves by MOVING TOWARD what they want to obtain, toward their goals. Others motivate themselves by MOVING AWAY FROM what displeases them, from what they want to avoid.
When faced with a decision, an action to undertake, or a problem to solve, some people charge ahead toward their objectives without worrying about obstacles and consequences. Others, more cautious, spend time analyzing how to avoid obstacles, minimize losses and anticipate consequences.
MOVE TOWARD :
A person who moves toward acts to get closer to their goals, achieve an objective and gain something. He tends not to see obstacles and focuses mainly on the positive side of things.
Motivation :
Motivation :
This person is motivated by moving forward and acting because he wants to gain, obtain, achieve and accomplish.
MOVE AWAY FROM :
A person who seeks to move away from acts to avoid a situation perceived as unpleasant. He tries to distance himselfself from it. He adopts a behavior of avoidance or withdrawal. The fear of the stick pushes him away from the source of dissatisfaction or from a situation considered disturbing or disruptive.
Motivation :
Motivation :
Motivation: What motivates a person who seeks to move away from is the fear of losing what he has acquired or possesses. He acts to preserve achievements, and caution guides him. He may also act because of fear, concern or perceived threat. These can be very powerful motivators.
Main characteristics of a person who seeks 100% to move toward what they want or who seeks 100% to move away from what they do not want.
Move toward...
Sees the glass as half full
Focuses on the positive aspects of a situation and on its advantages
When faced with a problem, tends to look for solutions
Seeks to achieve results, obtain and gain
Can show determination in accomplishing what matters most and in overcoming obstacles
Can take risks and go all in
Is motivated by what can be achieved, by the gains that may result, by the carrot
Move away from...
Sees the glass as half empty
Focuses on the negative aspects of a situation and on the risks
When faced with a problem, may tend to dwell on the «what ifs » and the «I should have... »
Seeks to avoid or move away from what may be perceived as unpleasant
May become discouraged when faced with obstacles
Prefers to act cautiously and preserve what has already been achieved
Is motivated by what can be avoided, by what can be preserved, by the stick
© Maieutik International Ltd. 1997-
Taking the initiative / Leaving the initiative
The DYNAMIC OF ACTION determines the amount of energy a person deploys in pursuing his goals and objectives. It helps clarify how quickly this person gets moving, as well as the pace of his action.
Facing any situation, facing anything that happens in our life, we have two choices :
React by taking the initiative, by showing proactivity.
Wait for others to take the initiative in our place and accept or undergo the positive or negative consequences.
Consequently, some people motivate themselves by INITIATING action, by taking their destiny into their own hands. Others prefer that others decide for them.
Some people quickly take the initiative to act. They are PROACTIVE people who trigger action. Others need, before taking action, to think, analyze and weigh the pros and cons. They wait for others to initiate action in their place. They can then react and function by integrating themselves into the action. They are REACTIVE people.
Facing any situation, facing anything that happens in our life, we have two choices :
React by taking the initiative, by showing proactivity.
Wait for others to take the initiative in our place and accept or undergo the positive or negative consequences.
Consequently, some people motivate themselves by INITIATING action, by taking their destiny into their own hands. Others prefer that others decide for them.
Some people quickly take the initiative to act. They are PROACTIVE people who trigger action. Others need, before taking action, to think, analyze and weigh the pros and cons. They wait for others to initiate action in their place. They can then react and function by integrating themselves into the action. They are REACTIVE people.
PROACTIVITY :
The proactive person is action-oriented. Very often, this is a spontaneous movement, hence the risk of acting without having thought things through sufficiently. He tends to rush in « headfirst ». He likes to initiate movement and action.
Motivation :
Motivation :
The proactive person acts quickly, on his own initiative. He likes to show initiative. He draws his motivation from action and likes when everything moves quickly. However, he does not always measure the consequences of his actions. Routine, the brakes that some people may impose on him, or overly tight supervision may cause him to lose his momentum and motivation.
REACTIVITY :
The reactive person can take a great deal of time before moving into action, especially if it is something completely new for him. He often needs a strong push to act. He much prefers slipping into someone else's action.
Motivation :
Motivation :
It is often necessary to explain in detail to this person what is expected of him. This person appreciates being taken by the hand and guided; he then feels confident because he needs clear boundaries and precise points of reference to function well. He draws more motivation from integrating into the action of others. He is motivated and feels secure when he can function in a well-structured, well-supervised environment.
Main characteristics of the person who shows proactivity, who takes the initiative 100% of the time, or who shows reactivity, leaving 100% of the initiative to others.
Taking the initiative...
Acts quickly on his own initiative
As a general rule, assumes responsibility for his actions and decisions
Has a go-getter temperament
Acts and evaluates the consequences afterward
May tend to take all the initiative without leaving room for others
May have difficulty integrating into actions initiated by others
Is motivated by, for and through action, which may be physical as well as intellectual
Determined to take his own destiny, his own life, into his hands
Waiting for others to take the initiative...
Lets others take the initiative
May tend to attribute responsibility for a failure to others
Has a cautious temperament
Seeks to foresee everything, to anticipate everything
May tend to be tossed between contradictory decisions made by others
Can take action once he has clearly understood what is expected of him
Is motivated by security, and routine tasks provide that security and constancy
Either he has no luck or it is the fault of others, of fate; he is a victim of...
© Maieutik International Ltd. 1997-
Obligations / Possibilities / Desires
THE ENGINE OF MOTIVATION TO ACTION highlights the reasons for acting or not acting. It explains the commitment to action, that is, what triggers and maintains the individual's involvement.
This engine of action is fueled by the essence of the verbs WANT, CAN, MUST, OUGHT, WISH, etc. as well as of their synonyms and conjugations.
The verbs a person uses, as well as the verb tenses: past, present, future, conditional, etc., provide indications of the limits, of the opportunities that this person gives themselves in a situation. They inform us about intentions, hesitations, barriers to action. They also allow us to discover the emotions, the feelings that slip behind each formulation.
Here are some of them :
This engine of action is fueled by the essence of the verbs WANT, CAN, MUST, OUGHT, WISH, etc. as well as of their synonyms and conjugations.
The verbs a person uses, as well as the verb tenses: past, present, future, conditional, etc., provide indications of the limits, of the opportunities that this person gives themselves in a situation. They inform us about intentions, hesitations, barriers to action. They also allow us to discover the emotions, the feelings that slip behind each formulation.
Here are some of them :
I must :
the energy, the action
I should have :
regret, nostalgia
I wouldn't have :
guilt, remorse
I could :
doubt or hope, optimism
I can :
the ability, the competence
I want :
the determination or desire
maybe :
worry, curiosity, anticipation
it could have been :
disappointment
OBLIGATION, must, ought :
The person who acts according to OBLIGATIONS takes action because they have obligations, responsibilities, duties that they have no choice but to face. All their life, all their behaviors are based on their obligations. Duty, the « principle of morality », necessity dictate and guide all their actions, all their decisions.
Motivation :
Motivation :
This person is motivated by their obligations, by fear, by apprehension, and even by the haunting of not being able to meet their obligations, of not being up to the task. Their path is already set: duty comes before everything. This person likes to be responsible. They prefer the concrete, the tangible, and routine.
POSSIBILITY, to be able, to have a choice :
This person, focused on POSSIBILITY, likes to have a choice among different alternatives. She tends to act and react on behalf of the « principle of openness ». She engages in action because she sees possibilities, opportunities. She seeks possibilities, good occasions.
Motivation :
Motivation :
This person is motivated by the possibilities that are available to her. It encourages her to take action. She motivates herself by seeking choices, possibilities, new ways to act or do. She may experience some difficulty in adhering to routine activities.
DESIRE, to want, to wish, to dream :
This person, driven by DESIRE, acts because she wants to. Her actions aim to fulfill desires, dreams. She tends to act and react on behalf of the « principle of ideal ». Two choices are available to her: to dream her life or to live her dreams... She tends to believe that every action, every gesture must be accomplished because one wants it, because one desires it.
Motivation :
Motivation :
The dream, the desire, the wishes motivate this person and push her to action. Strongly in love with freedom, constraints, restrictions can make her lose her motivation. She needs to nourish her dreams to act and she may also need those around her to nourish them... It is important to allow her to listen to her sensations, her intuitions, her feelings.
© Maieutik International Ltd. 1997-
Past / Present / Future
The Relationship with Time deals with the relationship a person has with the past, present, and future, that is, where and how she positions herself in time. It allows for the extraction of reference schemes, the spatio-temporal orientation schemes of thought and action of this person.
Some people live in the past with all that it involves in terms of analysis, looking back, regret, nostalgia.
Others orient themselves toward the future and nurture hopes, dreams, very often with a strong need to plan everything, to foresee everything and also with a certain form of anxiety.
Others, finally, live intensely and only in the present moment, without any reference to the past or the future, sometimes with a certain form of impatience and carelessness regarding their responsibilities and their future.
Some straddle time, acting today while recuperating based on their needs elements from the past and anticipating the future.
Some people live in the past with all that it involves in terms of analysis, looking back, regret, nostalgia.
Others orient themselves toward the future and nurture hopes, dreams, very often with a strong need to plan everything, to foresee everything and also with a certain form of anxiety.
Others, finally, live intensely and only in the present moment, without any reference to the past or the future, sometimes with a certain form of impatience and carelessness regarding their responsibilities and their future.
Some straddle time, acting today while recuperating based on their needs elements from the past and anticipating the future.
THE PAST, looking back :
The person who lives according to the past tends to revisit previous events. She seeks causes, reasons, justifications, histories. However, she may experience a lot of disappointment, regret. Yesterday was always more beautiful, better than today, and who knows what the future holds for us... She may show a very great conservatism and be frightened by technology, modernity, new trends. She considers that everything is happening too quickly. If she feels overwhelmed by events, she may freeze in immobility and then cease to evolve. She often uses expressions like : « In my time... », « Before, it was... ». She favors the use of verbs that she conjugates in the past.
Motivation :
Motivation :
This person motivates herself by seeking causes, the whys to understand what happened. She prefers to reason and act based on acquired experience. The markers of the past secure her and motivate her action. She feels comfortable in the known, the experienced, the tried-and-tested recipes.
THE PRESENT, action :
The person very oriented towards the present lives her life while being firmly anchored in « the present moment ». Very often endowed with unyielding dynamism, she wants to realize, accomplish, but with a certain probability of missteps because she does not always have a clear and precise vision, objectives. She lives and acts intensely in the « here and now », without taking into account past experiences or possible repercussions. She favors the use of action verbs that she conjugates in the present.
Motivation :
Motivation :
This person uses all her senses to fully live the present moment. To motivate her, one must speak action and be oneself an action. Decisions must be made and executed quickly. She motivates and realizes herself in immediate accomplishment. The long term can make her lose her motivation. A career plan, retirement do not constitute, for her, motivating elements.
THE FUTURE, planning :
The future-oriented person is one who is turned toward change, toward the future. She excels in planning, in anticipation. She shows interest in what is going to happen, but she may also feel anxiety. It is a person who lives the present moment based on the future objectives she pursues. She favors the use of verbs that she conjugates in the future and conditional.
Motivation :
Motivation :
This person motivates herself for her long-term projects. Her retirement, her career plan, what she is going to do later constitute good motivating elements. She tends to plan, develop, craft. Attempting to foresee the course of events, to anticipate the future, motivates her to take action. This person likes to share her vision of the future. She prefers to drive looking ahead, far ahead rather than looking in the rear-view mirror.
© Maieutik International Ltd. 1997-
Identity / Relationship / Power
The Motive for action tells us what drives, most often unconsciously, the person to act, to take action.
What does the person want, for whom or for what reason does he want it, for what purposes, for what reasons
Is it for himself, for his personal identity; is it for others, to maintain and develop his relationships with others; is it for power, for control, and if so, control over whom or over what
What does the person want, for whom or for what reason does he want it, for what purposes, for what reasons
Is it for himself, for his personal identity; is it for others, to maintain and develop his relationships with others; is it for power, for control, and if so, control over whom or over what
The person motivated by his identity :
The person oriented toward personal development seeks to maintain and increase his harmony, well-being and inner calm. he falls into the category : « independent player », oriented toward himself, with a possible orientation toward being.
The person seeks to fulfill himself; he wants to find his mission, his reason for being, because he wants to find answers to questions that may be existential in nature.
It may happen that the person acts in an egocentric, or even selfish, way, caring only or primarily about his own well-being without concern for others.
The person seeks to fulfill himself; he wants to find his mission, his reason for being, because he wants to find answers to questions that may be existential in nature.
It may happen that the person acts in an egocentric, or even selfish, way, caring only or primarily about his own well-being without concern for others.
The person motivated by his relational :
The person oriented toward relationships seeks to maintain and increase his circle of friends and relationships. he falls into the category : « team player », with an orientation toward others, toward collaboration, with a possible orientation toward being or appearing.
The person seeks to maintain relationships with his environment and colleagues; he needs to have social activities and to be part of a group or organizations.
It may happen that the person acts by playing the relational friendliness card in order to satisfy a need for belonging and recognition.
The person seeks to maintain relationships with his environment and colleagues; he needs to have social activities and to be part of a group or organizations.
It may happen that the person acts by playing the relational friendliness card in order to satisfy a need for belonging and recognition.
The person motivated by power :
The person oriented toward power seeks to develop and increase his influence, or even his command, over himself, others or events. he falls into the category : « authority player », with an orientation toward the material, with a possible orientation toward appearing.
The person seeks to possess assets, power and prestige; he seeks to control the course of events, others or, at the very least, his own life.
It may happen that the person acts in a despotic way in order to feel strong, powerful, and to be perceived as such. Very often, such behavior may mask a lack of self-confidence or a lack of self-esteem.
The person seeks to possess assets, power and prestige; he seeks to control the course of events, others or, at the very least, his own life.
It may happen that the person acts in a despotic way in order to feel strong, powerful, and to be perceived as such. Very often, such behavior may mask a lack of self-confidence or a lack of self-esteem.
© Maieutik International Ltd. 1997-
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Strengths, Issues, Procrastination, Ideal Coach, Adaptability Index |
Remote work : |
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In a remote work situation, people do not all have the same needs, the same concerns or the same questions. For people to be effective in a remote work situation, remote work must adapt to their needs so that the points that may be problematic and interfere with the person’s proper functioning become strengths. For some people, remote work can be a source of anxiety, it can create a feeling of guilt, just as it can be a source of great satisfaction and a sense of achievement. |
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Certain aspects must be taken into consideration in the organization and implementation of remote work, including : - The physical and material aspect, dedicated space, etc. If the table has to be cleared for meals, it is not the same as having a space that is set up and dedicated.
- The family context, whether or not children are present, their ages, etc. - The human aspect, in order to prevent risks of psychological distress; this aspect is fundamental if we want the person to fully express their potential. |
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To address the human aspect and adapt follow-up according to the person and according to the tasks to be performed, certain parameters must be determined, including : - Does the person work according to deadlines that must be met
If so, the person must be autonomous in organizing their time and work periods, the important thing being that deadlines are respected... - Does the person need to interact frequently with colleagues or management If so, the person must adapt their work according to people’s availability. - Does the person need to interact with external people, clients, suppliers or others If so, the person must respect the schedules of these people and companies. - If onsite, the person is often assigned urgent work; Will the person be able to delegate certain tasks Will the person be able to postpone the deadline for certain other tasks Will the person be able to shut down their computer at the end of the day without feeling guilty Will the person be at risk of overwork |
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Strengths : |
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Strengths, as the name suggests, are aspects that contribute to a person’s effectiveness in a remote work situation and do not require any intervention from a third party, such as a coach. A very high level of autonomy is a strength, whereas low autonomy becomes an issue, a point to monitor and resolve. It is entirely normal that, for certain results, only a few strengths are listed. However, this person can be excellent in remote work. |
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Issues : |
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Issues represent risks that may affect the person in a remote work situation and could impact their balance, harmony and sense of well-being. It is therefore important to pay particular attention to these points in order to maintain the person's enthusiasm so that they can thrive and fully express their potential. |
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Procrastination : |
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Procrastination ! Why do today what someone else might perhaps do for me tomorrow Putting things off until tomorrow; keeping busy with something else; allowing oneself to be distracted... Probably the greatest danger associated with remote work whereas in the office ! In the office, procrastination takes another form: presenteeism (the person is physically present, but their mind is elsewhere). But are all forms of procrastination bad If a person procrastinates because they are trying to make sense of something that lacks logic and occupy themselves with something else while their subconscious continues working, this is different from procrastinating because they simply do not feel like doing it or because they would rather sit in front of the television. It is therefore important to distinguish and weigh the causes of procrastination, hence the importance of identifying under what circumstances and for what reasons the person procrastinates. |
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The ideal coach : |
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We speak of the ideal coach, but this is not necessarily a professional coach. It may just as well be the immediate supervisor, a human resources representative, a follow-up coordinator, the person who assigns the work; in short, anyone who interacts with the person working remotely. The ideal coach must demonstrate logic and openness toward differences between individuals and toward different ways of functioning because it is not others who must adapt to the coach; it is the coach who must adapt to each individual and to every circumstance that arises. His Leadership and his interpersonal relations should rely first on Mobilization and then on Altruism. This person must absolutely be optimistic and positive. If the coach has a negative mindset and is dealing with a negative person: two negatives will not produce a positive... The ideal coach must be able to set aside their own viewpoints, beliefs and values and listen without judging the other person, while providing support according to that person's needs rather than according to their own needs or what they believe would be best for the other person. The coach's role is to advise, support, help the person evolve and grow, not to decide for them. There are no miracle recipes, which is why the coach's adaptability is so important. |
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The adaptability and effectiveness index provides information, among other things, about the person's operational speed in a remote work situation, but also in the workplace. The higher the index, the shorter the time required for the person to become fully operational and fully autonomous. In practice, once the broad outlines of what needs to be done have been explained, the person can be allowed to take action. It is, however, necessary to accept that they will act on their own initiative. If they have doubts, they will either seek advice or act as they think best and then ask the appropriate person for feedback while indicating that, in their opinion, the approach seemed correct. |
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The follow-up and supervision needs index must be adjusted according to the issues and sources of procrastination. Any issue likely to create insecurity, such as fear of losing contact, losing a sense of belonging, feeling abandoned or neglected, etc., will require greater attention from the coach than an issue caused by the fact that the person, because their Present score is very high, feels things are not moving fast enough or that there are delays. However, this does not mean that such an aspect can be ignored. It remains important to take it into consideration. |
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Sequence of the cerebral resources |
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Autonomy Percentage of respondents whose results are : |
Median* | 1999 | 2024 | Difference** |
| of 75% and above | 7,82% | 13,44% | -7,68% | |
| of 60% and above but less than 75% | 32,18% | 39,24% | 30,28% | |
| of 50% and above but less than 60% | 29,67% | 26,03% | 31,88% | +5,85% |
| of 40% and above but less than 50% | 19,71% | 14,45% | 20,83% | +6,38% |
| of 40% and below | 10,63% | 6,84% | 11,25% | +4,41% |
| We note a decrease(-16,64%) in the percentage of respondents who have a Autonomy of 60% and above. |
| We note an increase(+10,79%) in the percentage of respondents who have a Autonomy of 50% and below. |
| Sequence of the cerebral resources | Median* | 1999 | 2024 | Difference** |
| Logical Intelligence | 33,12% | 49,81% | 28,68% | -21,13% |
| Logical Intelligence alone | 0,00% | 0,00% | 0,00% | 0,00% |
| Logical Intelligence + Intuitive Intelligence | 11,94% | 20,28% | 10,00% | -10,28% |
| Logical Intelligence + Rational Intelligence | 20,77% | 29,53% | 18,67% | -10,86% |
| Logical Intelligence + Reactive Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
| Sequence of the cerebral resources | Median* | 1999 | 2024 | Difference** |
| Rational Intelligence | 58,44% | 46,85% | 62,92% | +16,06% |
| Rational Intelligence alone | 0,06% | 0,00% | 0,00% | 0,00% |
| Rational Intelligence + Intuitive Intelligence | 0,00% | 0,00% | 0,00% | 0,00% |
| Rational Intelligence + Logical Intelligence | 23,10% | 22,53% | 23,96% | +1,43% |
| Rational Intelligence + Reactive Intelligence | 35,27% | 24,32% | 38,96% | +14,64% |
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From this group that operates with this sequence, Rational Intelligence : Result of 75% and more + Reactive Intelligence |
80,33% | 78,91% | 80,04% | +1,12% |
| Rational Intelligence : Result between 60% and 75% + Reactive Intelligence | 15,87% | 17,25% | 14,80% | -2,46% |
| Thus, there is a clear dominance of this sequence with results of 60% and more,*** | 96,16% | 94,84% |
| Sequence of the cerebral resources | Median* | 1999 | 2024 | Difference** |
| Reactive Intelligence | 8,27% | 3,11% | 8,33% | +5,23% |
| Reactive Intelligence alone | 0,08% | 0,08% | 0,00% | +0,20% |
| 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 | 8,00% | 3,03% | 8,33% | +5,03% |
* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
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*** As an indication, the highest result among people whose brains activate the resources of their Intuitive intelligence first is 67% and 63% for Logical intelligence
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| Section I : Gestion des profils de comp tences maieutik | ||||
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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  , vous pourrez autoriser cet acc s plus tard lorsque vous serez en ligne avec la personne qui vous devez d poser les r sultats. |
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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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Although we have conducted multiple checks, if you notice errors or if it seems that information is missing from the analyses, please let us know by sending us an email.
M
AIEUTIK
S
PECTRUM
A cognitive and behavioral architecture analysis!
A cognitive and behavioral architecture analysis!
2020-10-15
Ray Rylan
Analysis of STRENGTHS - TALENTS - QUALITIES - COMPETENCIES - the POTENTIAL of Ray
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| Ray Rylan | Date : toto | ||
Date : 2020-07-24
Tab 1 :
Overview of Ray Rylan's results !
PLEASE NOTE
This tab provides an immediate reading of Ray's cognitive architecture.
It presents, in synthetic form, the elements that will be analyzed in detail in the other tabs and constitutes, for experienced Maieutik Spectrum users, a powerful rapid-reading tool.
At a glance, it highlights the dominant crebral resources and the major dynamics that structure Ray's functioning.
This tab is the gateway to the Maieutik Spectrum.
It presents the activation matrix of crebral resources, making it possible to immediately identify the dominant resources activated by the brain.
This global reading provides a cognitive snapshot of Ray's functioning, highlighting the balances, dominants and structuring axes of the profile.
Presented as a synthetic table, this overview makes it possible to quickly understand the profile's general architecture.
It is especially intended for readers familiar with the Maieutik Spectrum, who are able to quickly interpret intelligence combinations and the dynamics between the different strengths.
This overview answers a central question:
What is Ray's overall functioning architecture?
The following tabs: in-depth exploration.
Tabs 2 to 5 present the same results, but develop them in a more detailed and educational way.
In particular, they make it possible to:
In summary:
Tab 1 is not indispensable, but it allows the experienced analyst to quickly grasp the global map of Ray.
The following tabs explain its mechanisms and implications.
It presents, in synthetic form, the elements that will be analyzed in detail in the other tabs and constitutes, for experienced Maieutik Spectrum users, a powerful rapid-reading tool.
At a glance, it highlights the dominant crebral resources and the major dynamics that structure Ray's functioning.
This tab is the gateway to the Maieutik Spectrum.
It presents the activation matrix of crebral resources, making it possible to immediately identify the dominant resources activated by the brain.
This global reading provides a cognitive snapshot of Ray's functioning, highlighting the balances, dominants and structuring axes of the profile.
Presented as a synthetic table, this overview makes it possible to quickly understand the profile's general architecture.
It is especially intended for readers familiar with the Maieutik Spectrum, who are able to quickly interpret intelligence combinations and the dynamics between the different strengths.
This overview answers a central question:
What is Ray's overall functioning architecture?
The following tabs: in-depth exploration.
Tabs 2 to 5 present the same results, but develop them in a more detailed and educational way.
In particular, they make it possible to:
- understand the sequences of activated crebral resources;
- analyze the impact of these activations on leadership, interpersonal relationships and work dynamics;
- identify dominant strengths, motivation levers and areas of vigilance;
- anchor the analysis in concrete applications useful in HR, managerial or personal development contexts.
In summary:
Tab 1 is not indispensable, but it allows the experienced analyst to quickly grasp the global map of Ray.
The following tabs explain its mechanisms and implications.
To guide us, two methodologies:
- A compass of human functioning
- A table-based representation of tabs 2, 3, 4 and 5
1 - Compass of human functioning
Ray's functioning compass.
THINK
COGNITIVE ARCHITECTURE
INTELLIGENCES
LOGICAL
(63%)
Develop / Structure
INTUITIVE
(21%)
Imagine / Design
INFLUENCE
LEADERSHIP
Mobilization (36%)
Involve, Unite
Altruism (36%)
Help, Support
ACT
ACTION STRENGTHS
Build (48%)
Undertake, Achieve
Manage (22%)
Consolidate, make profitable
Rarity index *
10,00%
OF PROFILES
SELF-MOTIVATE
ACTION DYNAMIC
TAKES ACTION
BECAUSE HE MUST
UNDERSTAND
INFLUENCE
ACT
GET MOTIVATED
ONE PROFILE, ONE DIRECTION,
ONE POTENTIAL.
* The Rarity Index gives the percentage of respondents who had this sequence in 2024.
This compass offers a clear and structured reading of Ray's functioning, highlighting the way he thinks, acts, interacts and motivates himself.
It highlights his natural points of support as well as the contexts in which he is best able to fully express his potential.
The percentages reflect the relative intensity of his preferences and make it possible to quickly identify his dominances.
As both a tool for understanding and a decision-support tool, it makes it possible to adapt management, optimize collaboration and support his development.
THINK - Intelligences: How Ray thinks!
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Logical : He analyzes situations and organizes ideas with clarity.
His natural way of thinking: analyze - structure - organize.
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Intuitive : He quickly sees possibilities and imagines new avenues.
His natural way of thinking: imagine - explore - anticipate.
ACT
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Build : He transforms ideas into concrete projects and takes action.
His natural way of acting: undertake - build - make concrete.
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Manage : He organizes resources and coordinates activities.
His natural way of acting: organize - coordinate - control.
INFLUENCE
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Mobilization : He involves people and brings energies together around a goal.
His natural way of influencing: involve - bring together - motivate.
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Altruism : He pays attention to others and seeks to support them.
His natural way of influencing: listen - support - protect.
SELF-MOTIVATE - Action dynamic: How Ray motivates himself!
- He takes action because that he feels that he must act, because that he MUST.
- He acts because that he wants to, because that he WANTS TO.
- He acts to develop and affirm who he is, to affirm his identity.
AN INCURSION INTO THE WORLD OF ARTIFICIAL INTELLIGENCE:
Ray will use artificial intelligence to amplify his natural way of thinking, exploring ideas and transforming information into action. (You will be able to discover more in the Maieutik Spectrum analysis user guide.)
2 - Table-based representation of tabs 2, 3, 4 and 5
The cerebral resources activated by Ray's brain (Tab 2).
Graphic representation :
Intelligences :
Keywords :
Functions through :
Needs for :
21%
Intuitive
Boldness
Intuitive deduction
Freedom, independence
In these proportions, a propensity to think outside the box by following his impulses, his inspirations, his flashes that arise spontaneously
63%
Logical
Open-mindedness
Structured understanding
Coherence, discernment
In these proportions, a capacity to show open-mindedness by relying on logical coherence, Cartesian openness
5%
Rational
Prudence
Prudent reasoning
Conformity, security
11%
Reactive
Dedication
Emotional reaction
Esteem, recognition
Ray's of leadership and interpersonal relationships foundations (Tab 3).
Graphic representation :
Based on :
Focused on :
Keywords :
Qualities :
18%
Individuality
Self-determination
Non-interference
of a free thinker, an independent mind
36%
Mobilization
Accountability
Complicity
of a unifier, a conciliator
In these proportions, an ability à gather others and à engage them towards a common goal.
9%
Centralization
respect for Authority
Directive Leadership
of a leader, a chief, an executive
36%
Altruism
Solidarity
Empathy
of a helpful person, a confidant
In these proportions, an attention paid to the needs of others and a willingness to support and help.
The types of activities in which Ray excels (Tab 4).
Graphic representation :
Strengths and talents for :
Focused on :
22%
Innovate
Create, design, develop, explore, conceptualize
48%
Build
Undertake, begin to implement, bring into reality, launch
In these proportions, he transforms ideas into concrete projects and puts things in place.
22%
Manage
Optimize profitability, consolidate, direct, govern
In these proportions, he organizes resources and ensures the smooth running of activities.
9%
Assist
Support, help, make oneself available and even serve
These six dimensions show how Ray decides to act, what triggers his action and how he directs his efforts (Tab 5).
1. Autonomy and Self-confidence (Internal / External Reference System)
Oneself
74%
Relies on himself, forms his own opinion and trusts his judgment.
Others
26%
Relies on others and trusts their ideas and judgments.
2. Optimism and Positive Mindset
Moving toward
81%
Seeks to achieve results, move forward and succeed.
Moving away from
19%
Seeks to avoid losses or what could be unpleasant.
3. Initiative and Proactivity
Act
83%
Takes initiative and moves quickly into action.
Wait
17%
Prefers to let others begin the action, but he can join in their actions
4. The Engine of Action or Inaction*
Obligation
15%
Takes action because that he feels obliged or responsible for doing so.
Possibility
33%
Engages in action because that he sees opportunities or possibilities.
Desire
52%
Acts because that he wants to and truly wishes to do so.
5. The Orientation of Action Through Time*
Past
0%
Relies on his past experiences and results already obtained.
Present
67%
Acts according to the present moment and immediate needs.
Future
33%
Directs his action toward the long term and future objectives.
6. The Reasons for Acting or Not Acting*
Identity
57%
Acts to develop and affirm his personal identity.
Relationship
43%
Acts to develop and enrich his relationships with others.
Power
0%
Acts to increase his influence over himself, others or events.
* Because there are 3 variables, the maximum possible score is 67%, which is equivalent to 100%.
Date : 2020-07-24
Tab 6 :
The supervision needs of Ray Rylan !
INTRODUCTION: MENTORING, GUIDANCE AND COACHING NEEDS - A DIRECT INTERVENTION TOOL
Mentoring and coaching produce sustainable results only when they are aligned with the person's actual functioning.
Supporting a person without taking into account the crebral resources activated by his brain, without taking into account his guidance needs and his relational dynamics, exposes the organization to limited, or even counterproductive, effects.
The Maieutik Spectrum offers a structured approach to mentoring, based on sequences of intelligences. Supporting a person without taking into account the crebral resources activated by his brain, without taking into account his guidance needs and his relational dynamics, exposes the organization to limited, or even counterproductive, effects.
- The natural leadership posture.
- Specific guidance needs.
- The most effective mentoring actions.
- Prevention levers for disengagement, presenteeism, procrastination and absenteeism.
We designed this tab as a Mentoring Sheet that recalls the sequence of intelligences that characterizes the person and is structured around the following 9 points :
The dominant sequence of intelligences activated by the brain of Ray.
1. Dominant cognitive functioning.
2. Natural managerial risk.
3. Preferred communication approach.
4. Recommended mentoring actions.
5. Specific guidance needs.
6. Possible signs of misalignment.
7. Prevention levers (guidance, mentoring, coaching).
8. Sustainable mobilization objective.
9. To conclude.
INTERESTING NOTE: AN IMPORTANT REMINDER
This mentoring sheet can be used in particular by Human Resources, by the immediate supervisor, by a team leader, in short, by anyone who must interact with Ray. It can even be shared for team consolidation or conflict resolution. The Maieutik Spectrum transforms mentoring from a corrective tool into a lever for human and organizational performance.
We do not change individuals; we change the way we support them!
The Maieutik Spectrum does not seek to reframe the person, but rather to help him reveal his potential by adjusting the environment.
We do not modify a brain. We adjust the conditions in which it can act accurately.
Result: stronger motivation, greater effectiveness, lasting retention.
It is not people we adjust, but the ways we help them grow by respecting and adapting our interventions according to who they are, according to their strengths and talents.
BECAUSE the brain of Ray, as we saw in tab 2, activates the sequence:
1. Logical intelligence (63%) - an aptitude for structuring and formalizing ideas, concepts.
2. Intuitive intelligence (21%) - an ease in thinking outside the box, exploring unprecedented, innovative, unconventional solutions.
This indicates that Ray functions as a Strategist-Explorer, and for him to function optimally, it is essential to take the following considerations into account:
Here is the mentoring sheet that corresponds to who Ray is.
1. Dominant cognitive functioning.
His Strategist-Explorer functioning indicates that:
- Ray first analyzes, understands and structures through logic before exploring.
- Once the framework is established, he then opens up to intuitive exploration, thoughtful innovation and continuous improvement.
- He needs understanding, coherence and logic in order to buy in.
2. Natural managerial risk.
It is important to keep in mind that using leadership that is too rational, too analytical or too technical may:
- limit Ray's involvement;
- create relational distance;
- limit initiative;
- reduce mobilization to the strict observance of instructions.
3. Preferred communication approach.
Use a validating discourse that:
- recognizes his analytical solidity;
- values his credibility;
- opens toward a more mobilizing posture.
4. Recommended mentoring actions.
It is recommended that the mentor:
- Encourage the sharing of the reasons for behind his decisions.
- Value the emerging ideas that come from his reflections.
- Introduce spaces for individual or collective reflection.
- Connect logic to his aspirations.
5. Specific guidance needs.
To sustainably mobilize Ray, he needs:
- a clear, structured and explicit framework;
- precise objectives, supported by the reasons for;
- recognition of his expertise;
- a space for exchange, without calling the framework into question.
- explaining the orientations;
- consulting without destabilizing the framework;
- encouraging participation.
6. Possible signs of misalignment.
Signals of misalignment (e.g., presenteeism - absenteeism - procrastination - disengagement...) may appear when the reasons for... begin to erode, when cognitive freedom is restricted, when logic and coherence fade; Ray may then fall into the trap of:
- collective procrastination on projects that lack meaning.
- functional presenteeism by doing only the minimum expected (physically present, mentally absent);
- gradual disengagement;
- occasional withdrawal or absenteeism.
7. Prevention levers (guidance, mentoring, coaching).
To prevent these drifts (described in point 6), it is recommended to:
- humanize managerial communication;
- value his contributions, not only the results;
- involve Ray in strategic reflections;
- give significant room to recognizing logic and intuition.
- encourage initiative.
8. Sustainable mobilization objective.
Move from reassuring leadership to involving leadership, where logic becomes a lever for mobilization.
Him allow him to structure and innovate while actively contributing to the organization’s engagement and performance.
Him allow him to structure and innovate while actively contributing to the organization’s engagement and performance.
9. To conclude.
And to conclude, the lesson we can draw from these eight points is:
With a profile like Ray's, mobilization does not happen through control, but through logic, coherence, the reasons for, trust and recognition of his contribution.
What follows is:
With a profile like Ray's, mobilization does not happen through control, but through logic, coherence, the reasons for, trust and recognition of his contribution.
What follows is:
- Engagement based on meaning, where Ray must understand for what reasons he is acting before fully engaging.
- Active autonomy, nourished by the trust granted to him and by the coherence between words and actions.
- A work environment based on dialogue, transparency and recognition of individual reasoning.
- Lasting motivation if decisions are explained, issues are clarified and the contribution is valued.
- It is essential to adopt a participative and structured management style where things are explained before they are required, and where trust comes before control.
- Ray thrives in a context where him is given the direction... and the space to move forward in his own way.
CONCLUSION: For what reasons does mentoring very often fail?
Most mentoring and coaching initiatives fail for one simple reason:
- They attempt to correct behaviors without understanding the brain functioning that produces them.
- Leaders are asked to mobilize, delegate, inspire... without asking how their brain processes information, relationships, authority and the reasons for...
The Maieutik Spectrum reverses this logic. It does not seek to manufacture standardized leadership, but to reveal, structure and channel the real potential of each individual, taking into account:
- his sequences of intelligences,
- his guidance needs,
- and the conditions that prevent disengagement, presenteeism, procrastination and absenteeism.
The mentoring sheet transforms coaching into a strategic lever that:
The Maieutik Spectrum transforms mentoring from a corrective tool into a lever for human and organizational performance.
- increases mobilization,
- prevents managerial wear and tear,
- supports better talent retention,
- and makes it possible to deploy leadership aligned with the expectations of today's generations.
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© Maieutik International Ltd. 1997-
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