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Sequence of 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 involved in a professional context.
At the heart of this analysis: the sequence of cerebral 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, specific to each individual, but influenced by the environment, the professional role and the level of responsibility.
Understanding this dynamic makes it possible to better support talents, mobilize their real resources, and adapt performance conditions.
The data that follow present the observed frequencies for each dominant sequence, as well as their evolution over time (1999-2024).
They form a strategic compass for HR, shedding light on natural trends in autonomy, initiative-taking, relationship to risk or pressure.

Sequence of cerebral resources

Median*

1999

2024

Gap**

Intuitive intelligence

0,17%

0,23%

0,07%

-0,16%

Intuitive intelligence alone

0,00%

Intuitive intelligence + Logical intelligence

0,16%

0,23%

0,07%

-0,09%

Intuitive intelligence + Rational intelligence

0,00%

Intuitive intelligence + Reactive intelligence

0,00%

Sequence of cerebral resources

Median*

1999

2024

Gap**

Logical intelligence

33,12%

49,81%

28,68%

-21,13%

Logical intelligence alone

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%

Sequence of cerebral resources

Median*

1999

2024

Gap**

58,44%

46,85%

62,92%

+16,06%

Rational intelligence alone

0,06%

0,00%

Rational intelligence + Intuitive intelligence

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 functioning with this sequence,
Rational intelligence : Result of 75% and above + 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%

We therefore observe a clear dominance of this sequence with results of 60% and above,***

96,16%

94,84%

Sequence of cerebral resources

Median*

1999

2024

Gap**

Reactive intelligence

8,27%

3,11%

8,33%

+5,23%

Reactive intelligence alone

0,08%

0,00%

+0,20%

Reactive intelligence + Intuitive intelligence

0,00%

Reactive intelligence + Logical intelligence

0,00%

Reactive intelligence + Rational intelligence

8,00%

3,03%

8,33%

+5,03%

** Gap between the year 1999 and the year 2024.

*** For reference, the highest result among people whose brain first activates their Intuitive intelligence resources is 67%, and 63% for Logical intelligence

Conclusion
A fine and dynamic reading of cognitive potential.
These results show that certain cognitive circuits are much more frequent than others in organizations.
In particular, the Logical intelligence + Intuitive intelligence and Rational intelligence + Reactive intelligence sequences, which reflect two radically different approaches to reality:

One captures possibilities, acts through inner conviction, and structures its action from a vision.

The other secures, validates, anticipates errors and acts cautiously, driven by an external framework.

For HR, this mapping makes it possible to:

understand a collaborator's dominant operating mode;

adapt the management style, motivation mechanisms and conditions for engagement;

go beyond observable behaviors, in order to intervene at the very structural level of action.

These data provide a reliable foundation for building individualized HR strategies centered on the real levers of human potential.

Sequence of the foundations of leadership and interpersonal relationships

Maieutik Statistics (1999-2024): The dominant foundations of leadership and interpersonal relationships.

For more than two decades, Maieutik has observed how individuals build their leadership in a professional context.
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 fully-fledged subject;

Mobilization, which reveals the ability to inspire, bring people together and move them into action;

Centralization, which reflects the need to orient, organize and control parameters;

Altruism, which refers to the impulse 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, drawn from profile analysis between 1999 and 2024, make it possible to visualize the evolution of dominant dynamics: they shed light on deep movements, cultural shifts, and the leadership profiles most present today in organizations.

Leadership foundations

Median*

1999

2024

Gap**

Individuality

9,13%

7,61%

8,68%

-1,07%

Individuality alone

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%

Leadership foundations

Median*

1999

2024

Gap**

Mobilization

8.22%

13,83%

7,99%

-5.84%

Mobilization alone

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%

Leadership foundations

Median*

1999

2024

Gap**

Centralization

50,41%

49,11%

51,32%

+2,21%

Centralization alone

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%

Leadership foundations

Median*

1999

2024

Gap**

Altruism

32,24%

29,45%

32,01%

+2,57%

Altruism alone

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 sequences on which leadership is based for the full sample.

** Gap between the year 1999 and the year 2024.

Conclusion
Toward better understood and better mobilized leadership.
The data reveal a stable and powerful trend:

Centralization remains the most activated foundation, confirming a generalized need for structure, steering and process control.

Altruism maintains a strong presence, particularly in relation to centralization, reflecting a desire to guide and support.

Mobilization appears to be slightly declining, despite its strategic importance for collective engagement.

Individuality, rarer, remains a valuable lever when combined with another foundation, especially 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 influence is exercised,

and mobilizing individuals in accordance with their dominant foundation, rather than against it.

This reading makes it possible to rethink management styles, adjust roles, and support the evolution of leadership postures toward greater coherence, fluidity and impact.

Sequence of strengths and talents at work

Maieutik Statistics (1999-2024): Work profiles - What people do fluidly, without imposed effort.

Since 1999, Maieutik has observed how individuals take action and contribute at work, based on 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 and structure in order to give shape to what must last.

Manage: coordinate, organize and optimize resources and processes.

Administer: enforce, supervise and secure through established rules.

Assist: support, facilitate and respond to needs within a relational framework.

These dynamics are not exclusive; they are articulated 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, offering 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

Gap**

Innovate

3,22%

4,51%

2,01%

-2,49%

Only Innovate

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%

Strengths and talents for

Median*

1999

2024

Gap**

Build

18,35%

27,66%

16,25%

-11,41%

Only Build

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%

Strengths and talents for

Median*

1999

2024

Gap**

Manage / Administer

71,47%

64,96%

74,31%

+9,35%

Only Administer

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

Gap**

Assist

6,96%

2,87%

7,43%

+4,56%

Only Assist

0,19%

0,00%

0,21%

+0,21%

Assist + Innovate

0,00%

Assist + Build

0,00%

Assist + Administer

6,74%

2,87%

7,43%

+4,55%

* Median : Over 26 years, according to the sequences of strengths and talents for the full sample.

** Gap between the year 1999 and the year 2024.

Conclusion
Align missions and natural contribution modes: a lever for sustainable performance.
The data reveal a clear trend:

Manage / Administer profiles remain highly dominant, 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 guarantee efficiency.

Build profiles are declining, moving 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 foundation talents, which are now rarer.

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 more discreet Assist profile remains 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.

Understanding how an individual contributes spontaneously means allowing them to express their talent without resistance, and allowing the organization to benefit from each person's zone of excellence.

Autonomy and Brain Sequences
HR reading of observed statistical data

1. Autonomy: a pillar of sustainable performance.
Autonomy, from the Greek autonomía (« giving oneself one's own rules »), refers to the ability to act, think and decide according to one's own reference points, without being unduly dependent on the opinion or judgment of others.
It is a fundamental indicator of the internal reference system, ensuring aligned, responsible and self-directed action.
In the Maieutik Spectrum analysis, autonomy is expressed differently depending on the sequence of brain resources activated by the brain, that is, according to the subject's natural cognitive entry point.

2. Table reading: 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%

From this 10,00%, 77,09% of respondents are in the ranges of 60% and above.

Logical intelligence + Rational intelligence (18,67%).

7,06%

39,78%

35,32%

14,50%

3,35%

From this 18,67%, 75,10% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Logical intelligence (23,96%).

6,09%

42,03%

31,59%

12,46%

7,83%

From this 23,96%, 73,62% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Reactive intelligence (38,96%).

0,36%

19,61%

39,39%

29,06%

11,59%

From this 38,96%, 68,45% of respondents are in the ranges between 40% and 60%.

Reactive intelligence + Rational intelligence (8,33%).

0,00%

2,50%

9,17%

39,17%

49,17%

From this 8,33%, 88,34% of respondents are in the lower ranges of 50%.

The percentage in parentheses following the intelligence sequences represents the number of respondents who had this sequence for the year 2024. It is followed by the percentage of respondents for each of these 5 result ranges.

Profiles with strong autonomy (>= 75%)
- Logical intelligence + Intuitive intelligence dominates very strongly (27,78%): this profile stands out through its ability to grasp the essential and make decisions based on internal logic, before any external influence.
- The other sequences do not reach 10%, confirming the uniqueness of this circuit in the construction of robust 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 structured autonomy: decisions are based on one's own reasoning, even if sometimes influenced by the environment.

Profiles with moderate autonomy (50-60%)
- A shift can be observed here: the share of Logical intelligence + Intuitive intelligence decreases (15,97%), while Rational intelligence + Reactive intelligence profiles become more frequent.
- These profiles may present a hybrid reference system, oscillating between autonomy and the search for external validation.

Profiles with low autonomy (< 50%)
- Reactive intelligence + Rational intelligence massively dominates results < 50% (39,17% between 40-50%, 49,17% below 40%).
- This configuration indicates a strong dependence on external reference points (expectations, constraints, pressure, validation).
- The Rational intelligence + Reactive intelligence profiles follow the same trend.

3. HR conclusions

Profiles with strong autonomy (>= 75%): A consolidated internal reference point, stable and rarely influenced.
The Logical intelligence + Intuitive intelligence circuit dominates here, expressing visionary autonomy, more sensitive to meaning than to norms.

These profiles make decisions by relying on their own mental structure, with little need for external validation.

They are the most autonomous: they possess clarity of direction, the ability to self-direct, and reliable judgment, even in ambiguous contexts.

They should be prioritized for high-responsibility roles, project leadership, low-supervision environments, or strategic steering; wherever initiative, insight and strong internal alignment are expected.

They require little supervision, but do need intellectual recognition for their contribution.

Profiles with high autonomy (60-75%): An active internal reference point, but a flexible one.
The Logical intelligence + Rational intelligence or Rational intelligence + Logical intelligence circuits show functional autonomy, while still remaining sensitive to structure or validation.

These profiles rely on personal reasoning to act, while still being able to take context or external expectations into account.

They show structured autonomy, oriented toward logic, coherence and progressive accountability.

They are suited to expert, management or operational steering positions where autonomy in action and decision-making is expected, along with the ability to adapt to rules and structure.

They require management based on trust and clear reference points, which are flexible rather than restrictive.

Profiles with moderate autonomy (50-60%): A reference point shared between internal and external sources.
The Rational intelligence + Logical intelligence or Rational intelligence + Reactive intelligence circuits are more frequent, marking the beginning of the presence of circuits dominated by Reactive intelligence.

These profiles oscillate between the desire to be autonomous and the search for a reassuring external anchor.

They may demonstrate autonomy, but with a more pronounced need for validation, structure or external reference points.

They are suited to structured but flexible environments, with explicit rules, present support and gradual progression toward autonomy.

They respond well to present but non-directive supervision, where the soundness of their choices is regularly confirmed.

Profiles with low autonomy (< 50%): A dominant external reference point, with dependence on imposed reference points.
The dominant circuits are Reactive intelligence + Rational intelligence and Rational intelligence + Reactive intelligence.

These profiles need a reassuring external anchor.

They need clear directives, precise frameworks, and function better with regular guidance or explicit supervision.

They should be positioned in procedural, structured operational roles, or in contexts where expectations are standardized and repetitive.

They respond well to structuring management based on regularity, precise instructions and concrete feedback, which is essential to their mobilization.

4. Strategic uses for HR.

Recruitment and selection:
- Identify brain sequences in order to anticipate the candidate's natural level of autonomy.
- Adjust expectations according to the position: a profile with low autonomy is not less competent, but requires a specific type of environment.

Internal mobility and development:
- Detect potential for accountability, or conversely the risks of overload caused by too much autonomy.
- Support profiles transitioning toward greater autonomy through targeted coaching, mentoring or progressive assignments.

Talent development:
- Understand the source of motivation to act independently in order to strengthen engagement.
- Rely on highly autonomous profiles for ambassador, internal trainer or transformation leader roles.

Optimism and Brain Sequences
HR reading of observed statistical data

1. Optimism: a central lever of sustainable mobilization.
From the Latin optimus: the best, optimism is a state of mind; it is the propensity, capacity and ease of seeing the positive side of things and situations.
Optimism, understood as the 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 the way an individual projects themselves into action: do they move forward to achieve, to obtain, or to avoid, not to lose?
In the Maieutik Spectrum analysis, optimism is observed through the filter of the activated brain sequences, revealing the mode of interpreting reality and the underlying emotional dynamic.

2. Table reading: What do the data tell us?

Optimism, positive mindset

>=75%

>=60%<75%

>=50%<60%

>=40%<50%

<40%

Logical intelligence + Intuitive intelligence (10,00%).

65,97%

31,94%

0,69%

1,39%

0,00%

From this 10,00%, 97,91% of respondents are in the ranges of 60% and above.

Logical intelligence + Rational intelligence (18,67%).

37,17%

49,81%

10,04%

2,60%

0,37%

From this 18,67%, 86,98% of respondents are in the ranges of 60% and above.

Rational intelligence + Logical intelligence (23,96%).

10,72%

33,04%

31,59%

17,10%

7,54%

From this 23,96%, 64,63% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Reactive intelligence (38,96%).

4,10%

29,95%

31,02%

21,21%

13,73%

From this 38,96%, 60,97% of respondents are in the ranges between 50% and 75%.

Reactive intelligence + Rational intelligence (8,33%).

1,67%

5,83%

14,17%

36,67%

41,67%

From this 8,33%, 78,34% of respondents are in the lower ranges of 50%.

Profiles with strong optimism (>= 75%)
- Logical intelligence + Intuitive intelligence dominates massively (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 in these profiles supports a positive, immediate and synthetic reading of reality.

Profiles with high optimism (60-75%)
- We note the emergence of the pair Rational intelligence + Logical intelligence (49,81%), followed by Logical intelligence + Intuitive intelligence (31,94%).
- These profiles combine an analytical mindset with a results orientation.
  Optimism remains active, but it must be rationally validated in order to become action.

Profiles with moderate optimism (50-60%)
- A shift can be observed here: logic-dominant circuits give way to the sequences Rational intelligence + Logical intelligence (31,59%) and Rational intelligence + Reactive intelligence (31,02%), which become the majority circuits.
- These profiles show an unstable balance between confidence and caution.
  They can project themselves, but their energy is slowed by risk assessment and the need for reassurance.

Profiles with low optimism (< 50%)
- Reactive intelligence + Rational intelligence massively dominates results between 40-50% (36,67%), and below 40% (41,67%).
- This configuration indicates strong dependence on external reference points (expectations, constraints, pressure, validation).
- The Rational intelligence + Reactive intelligence profiles follow the same trend.
- This translates into a defensive reading. Action is often motivated by fear of error, the search for compliance or external pressure.

3. HR conclusions

Profiles with strong optimism (>= 75%): An expansive vision and confidence in action.
The Logical intelligence + Intuitive intelligence circuit stands out very strongly, revealing functioning based on the rapid perception of opportunities, a sharp sense of intention, and natural confidence in life.

These profiles mobilize their energy mainly to achieve rather than to avoid.

Their engagement is based on a clear, intuitive and motivating vision of the expected result.

They do not fear uncertainty: they transform ambiguity into momentum.

They are perfectly comfortable in innovation, internal entrepreneurship or change-management roles.

They need an environment that values vision, initiative and the freedom to project without being constantly slowed down by caution.

Profiles with high optimism (60-75%): Lucid confidence and results orientation.
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, 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 can 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 sequences Rational intelligence + Reactive intelligence or Reactive intelligence + Rational intelligence.

The momentum is present, but slowed: these profiles need to be reassured in order to move forward.

They can project themselves, but they first assess risks, consequences or obstacles.

They engage more easily if the conditions are clear, realistic and validated beforehand.

They are sensitive to recognition of efforts and 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 and 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.

Their energy is mobilized by prevention, compliance or fear of error.

They function under external pressure or perceived obligation, rarely from spontaneous desire.

They need stable frameworks, clear reference points and structuring support.

Their mobilization comes through reducing uncertainty, recognizing their caution and providing reassuring management.

They should be positioned in standardized, regulated or strongly supervised environments, where expectations are explicit and the margin of risk is limited.

4. Strategic uses for HR.

Recruitment and selection:
- Identify brain sequences in order to anticipate the candidate's ability to project 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 rereading of reality.
- Create conditions for progressive reassurance: rituals, steering, concrete feedback.

Talent development:
- Value strongly optimistic profiles as drivers of collective mobilization, bearers of vision or initiative.
- Adapt recognition tools: some need perspective, others need certainty.

Initiative and Brain Sequences.
HR reading of observed statistical data

1. Initiative: a lever for moving into autonomous action.
From the Latin initiare, from initium: beginning. It therefore means taking charge of oneself, becoming responsible, 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, launch... from those who wait, respond, or react.
It reflects the way an individual projects themselves into action: do they take initiative, or do they wait for others to initiate action?
In the Maieutik Spectrum analysis, initiative is observed through dominant brain sequences, revealing the nature of the action trigger : internal, logical, cautious, or context-dependent.

2. Table reading: 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%

From this 10,00%, 98,61% of respondents are in the ranges of 60% and above.

Logical intelligence + Rational intelligence (18,67%).

46,10%

45,35%

7,43%

1,12%

0,00%

From this 18,67%, 91,45% of respondents are in the ranges of 60% and above.

Rational intelligence + Logical intelligence (23,96%).

20,29%

48,41%

23,77%

6,09%

1,45%

From this 23,96%, 72,18% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Reactive intelligence (38,96%).

2,67%

25,31%

30,84%

23,71%

17,47%

From this 38,96%, 56,15% of respondents are in the ranges between 50% and 75%.

Reactive intelligence + Rational intelligence (8,33%).

0,00%

5,83%

14,17%

22,50%

57,50%

From this 8,33%, 80,00% of respondents are in the lower ranges of 50%.

Profiles with very strong initiative (>= 75%)
- The Logical intelligence + Intuitive intelligence circuit dominates massively (79,86%), followed at a distance by Logical intelligence + Rational intelligence (46,10%) and by Rational intelligence + Logical intelligence (20,29%).
- These profiles act with drive, discernment and independence.
- The trigger is internal: action arises from personal reasoning, a 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 present.
- Action remains possible, but is accompanied by caution, a search for coherence, or even a need for implicit approval.

Profiles with moderate initiative (50-60%)
- The highly proactive circuits have given way to the Rational intelligence + Reactive intelligence (30,84%) and Rational intelligence + Logical intelligence (23,77%) circuits, which are dominant.
- Initiative is conditional: these profiles take action if they are prompted, guided, or if they have confirmation that it is the right time.

Profiles with low initiative (< 50%)
- The Reactive intelligence + Rational intelligence circuit becomes largely dominant in the result range between 40-50% (22,50%), and in the range below 40% (57,50%).
- This configuration indicates strong dependence on others' initiatives for action to begin.
- The Rational intelligence + Reactive intelligence profiles follow the same trend.
- Here, action is essentially reactive. Moving into action depends on an explicit framework, an external trigger or hierarchical pressure.

3. HR conclusions

Profiles with very strong initiative (>= 75%): An autonomous engine, spontaneous movement into action.
The Logical intelligence + Intuitive intelligence circuit stands out very strongly, revealing an ability to move into action on their own, without needing supervision.

These profiles mobilize their energy to act, to act quickly without waiting for those who hesitate.

Their engagement is based on structured intuition, understanding of the issues, and the need for impact.

They have a quick reading of the context, effective judgment, and high intrinsic motivation.

They act with efficiency, discernment and consistency while embodying natural, agile, responsible leadership.

Ideal for roles involving responsibility, changing environments, launch contexts or transformation. They excel wherever initiative without constant supervision is expected.

Profiles with high initiative (60-75%): Reasoned proactivity, secured by structure.
Initiative is present, but requires a certain external stability to be fully activated.

These profiles act as soon as the context is clear, expectations are defined, and risks are framed.

They reflect before acting; they avoid rushing.

They are reassured by implicit or explicit validation of the direction.

Their energy can be mobilized, provided the environment is coherent and supportive.

Perfect for coordination, project management or expert roles, where a balance is sought between personal initiative and shared structure.

Profiles with moderate initiative (50-60%): Conditional drive, active caution.
These profiles need external signals or implicit permission to initiate action.

Their approach is more wait-and-see or context-dependent, even if they are capable of autonomy once engaged.

They fear making mistakes or taking initiative that may be poorly perceived; they are sensitive to progressive validation of their choices.

Their action is triggered when the framework is reassuring and expectations are explicit.

They benefit from being guided in roles where the space for initiative is framed, while they are encouraged to test, dare and take a position.

Caring, precise and non-intrusive management is key.

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 from personal impulse.

Their main driver is the expectation of an instruction, compliance, or the need to act under constraint.

They prefer to be oriented, supported and directed.

They express little spontaneous initiative, but can become very reliable within a prescribed framework.

Their relationship to action is conditioned by security and permission.

Best suited to roles with clearly defined tasks, within teams where rigor, respect for procedures and execution stability are expected.
Precise steering, clear instructions and supportive supervision are essential to their mobilization.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the initiative dynamic in order to 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 very reliable once mobilized.

Internal mobility and development:
- Progress from reactive to proactive by creating safe trial-and-error contexts.
- Identify dormant initiative potential and bring it out through coaching or test assignments.

Talent development:
- Entrust naturally proactive profiles with roles as ambassadors of change or innovation drivers.
- Encourage cautious profiles to experiment within a framework of trust, by naming progressive successes.

Obligation and Brain Sequences
HR reading of 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 limited 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 process before mobilizing toward something else; for others, it becomes a structuring moral reference point.
Each sequence of intelligences reflects a specific way of inhabiting obligation:

Some fulfill obligations in order to free themselves quickly and access 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 tied to their fulfillment.

Understanding this dynamic means decoding how a person handles what must be done, before or after their other drivers of action.
And it is a valuable key for supporting constraint management, work organization and the distribution of responsibilities.

2. Table reading: What do the data tell us?

Statistics: Obligation

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

0,00%

2,08%

11,11%

36,11%

41,67%

9,03%

From 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%

From 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%

From 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%

From 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%

From 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%.

Profiles with very strong obligation activation (>= 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 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 obligation activation (47-57%): Marked sense of duty, strong responsibility.
Here, the Reactive intelligence +Rational intelligence (9,17%) and Rational intelligence + Reactive intelligence (2,85%) sequences dominate.
These profiles are still strongly influenced by what they believe they must do, which they mobilize to secure their action and keep their commitments.
They show strong professional conscience, but may be demanding, rigid or not very inclined to release 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-building, operational responsibility or demanding coordination, where the framework must be maintained without failure.

Profiles with average obligation activation (37-47%): Active and structured duty.
Here emerge the sequences Reactive intelligence + Rational intelligence (19,17%), Rational intelligence + Logical intelligence (13,33%) and Rational intelligence + Reactive intelligence (9,98%).
These profiles give a real place to obligation, which they recognize as an important reference point in organizing their action.
They can rely on their sense of responsibility to act seriously, while maintaining some capacity to adjust according to situations.

These are individuals who know how to handle what must be done, respect expectations and assume their burdens without making obligation an absolute.

To be prioritized in coordination, middle-management or case-management positions, where both reliability and flexibility of execution are expected.

Profiles with moderate obligation activation (27-37%): Duty present, structured and often moral.
A significant portion of the brain circuits is expressed 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%).

These profiles have an affirmed relationship to obligation. They no longer merely handle what is necessary in order to free themselves from it, but may derive satisfaction from duty fulfilled.
They are able to place duty before other drivers of action while maintaining a capacity for adaptation. Their inner balance is based on an articulation between responsibility and engagement.

They provide a solid basis for keeping commitments, moving files forward and assuming constraints without completely losing their flexibility.

To be mobilized in operational supervision, project management, execution follow-up or field-responsibility functions, where the framework must be maintained consistently.

Profiles with low obligation activation (17-27%): Passing through duty in order to free oneself from it.
It is in this range that the maximum 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%).

These profiles do pass obligations through their action sequence, but more to get them done and then regain availability for their desires or possibilities.
They prioritize handling what is necessary, even if they experience it as an unavoidable passage more than as a moral value in itself.

They provide concrete reliability, good priority management and the ability to handle what must be handled before moving on to something else.

Perfectly suited to environments where constraints must be absorbed, current obligations handled and then space freed for initiative, desire or adjustment.

Profiles with very low obligation activation (7-17%): Weak structuring through duty.
This result range comes in second place, just after the one 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%).

These profiles integrate obligation only weakly as a decision-making reference point. Duty is seen as secondary, contextual, or even as a constraint that is not very mobilizing.
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, creation, rapid problem-solving or exploration functions, with explicit external reference points to secure follow-up on commitments.

Profiles with almost no obligation activation (<7): Marked detachment from duty as a reference point.
This level corresponds to a clear break with obligation as a decision-making reference point. The following sequences are found in particular:

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%).

For these profiles, obligation is neither structuring nor mobilizing. It is perceived as external, secondary, or even as a brake on personal momentum.
They favor an immediate reading of the situation, a response to desire or possibility, without giving central importance to what must be done.

These profiles often play a role as initiators, triggers or explorers. However, they can be destabilizing in organizations strongly structured by procedure, hierarchy or compliance.

Preferably position them in exploratory projects, flexible environments or innovation assignments, provided they are given external reference points for follow-up, prioritization and accountability.

3. HR conclusions

Profiles with very strong obligation activation (>= 57%): A dominant grounding in duty.
These profiles rely strongly on what must be done in order to evaluate, decide and act.
Their seriousness comes from a need for security through responsibility, compliance or duty fulfilled.

They prioritize clear commitments, assumed responsibilities and actions that correspond to what must be done.

Their reliability is high, but they can become fixed in an overly normative logic if the environment requires more flexibility or creativity.

To be mobilized in compliance, demanding steering, operational responsibility functions, or in sectors where duty is added value.

Profiles with high obligation activation (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.

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 they can invest their desires or room for maneuver more freely.

To be prioritized in quality, coordination, optimization or shared-responsibility management contexts.

Profiles with average obligation activation (37-47%): A modulable relationship to duty.
Here, obligation is used as a basis for reference, organization and accountability.
But there is a risk of becoming confined within the framework if the demand 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 steering functions.

Profiles with moderate obligation activation (27-37%): A duty-desire or duty-possibility balance, or a balance among all three.
The relationship to obligation becomes more flexible, while remaining 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 able to maintain the framework without being completely absorbed by it.

Perfect for middle-management, organizational relay or implementation-support roles.

Profiles with low obligation activation (17-27%) / A transitional obligation: what must be done before moving on to something else.
These profiles prioritize 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 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 low obligation activation (7-17%): Weak structuring through duty.
These profiles integrate obligation only weakly into their functioning.
They act first from what is possible, desired or immediately useful.

Obligation is not a natural driver of mobilization for them.

They may be destabilized in highly procedural or highly standardized environments.

To be mobilized in flexible environments, exploratory assignments or contexts where adaptation matters more than strict duty.

Profiles with almost no obligation activation (<7): Marked detachment from duty as a reference point.
These profiles integrate obligation very little into their functioning.
They function without relying on duty as an internal reference point.

Their action is independent of a strong sense of obligation.

They prioritize opportunity, desire, possibility or immediate usefulness.

To be mobilized in environments requiring flexibility, creativity or exploration, while providing external reference points when commitments must be secured.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in obligation in order to anticipate how a person manages responsibilities, constraints and commitments.
- Ensure that the level of required structure and accountability matches the candidate's natural relationship to duty.

Internal mobility and development:
- Profiles with strong obligation activation can be mobilized in compliance, control, quality or operational-responsibility roles.
- For profiles less oriented toward obligation, favor environments where flexibility, exploration and adaptation are valued, while clarifying commitments.

Talent development:
- Strengthening the obligation lever means developing responsibility, reliability and the ability to keep commitments.
- Value profiles strongly grounded in duty as guardians of continuity, rigor and accountability.

Possibility and Brain Sequences
HR reading of observed statistical data

1. The relationship to possibility: a lever of openness or dispersion.
In the Maieutik Spectrum approach, the relationship to possibility is not limited to having options. It represents the way an individual perceives, organizes and uses margins of maneuver in action.
Possibility can act as a lever for entering into action: for some, it opens room for maneuver and stimulates adjustment; for others, it makes decisions more complex if the 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 flexibly.

Others explore options with discernment, while maintaining a link 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 for supporting flexibility of execution, management of unforeseen events and adjustment of responsibilities according to profiles.

2. Table reading: What do the data tell us?

Statistics: Possibility

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

11,11%

43,75%

36,81%

8,33%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 86,67% of respondents are in the ranges between 27% and 47%.

Profiles with very strong possibility activation (>= 57%): Dominant openness, spontaneous reading of options.
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%).

These profiles are strongly oriented toward what is possible, feasible, adjustable or still open in a situation.
Possibility acts as a central reference point: action is first built from room for maneuver, alternatives and perceived opportunities.

These individuals can 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, problem-solving, innovation, adjustment or development functions, where opening options is a performance factor.

Profiles with high possibility activation (47-57%): Strong openness to possibilities, with a need for adjustment.
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%).

These profiles are still strongly influenced by what they perceive as possible, which they mobilize to adjust their decisions and maintain latitude.
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 they may sometimes delay closure or a final decision.

Ideal for adaptive coordination, solution design, uncertainty management or change-support roles, where room for maneuver must be maintained.

Profiles with average possibility activation (37-47%): Active and modulable openness.
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%).

These profiles give a real place to possibility, while still maintaining other reference points for action.
They can rely on opportunities, alternatives and adjustment, without making possibility an absolute.

These are profiles capable of navigating between structure and flexibility, of opening options while keeping action coherent.

To be prioritized in project management, coordination, operational adaptation or implementation functions where it is necessary to both structure and adjust.

Profiles with moderate possibility activation (27-37%): Possibility present, but regulated by other reference points.
A significant portion of the brain circuits is expressed in this range:

Logical intelligence + Intuitive intelligence (8,33%).

Logical intelligence + Rational intelligence (7,81%).

Reactive intelligence + Rational intelligence (11,67%).

Rational intelligence + Logical intelligence (11,30%).

Rational intelligence + Reactive intelligence (5,88%).

These profiles have an active relationship to possibility. They can open the field of options, but often after checking the context, constraints or priorities.
They are able to see alternatives without necessarily being captured by them. Their balance rests on an articulation between opening options and maintaining a stable line of action.

They provide an interesting ability to adjust, while maintaining a sense of priorities and necessary structure.

To be mobilized in operational coordination, implementation support, problem-solving or adaptation roles where controlled openness is needed.

Profiles with low possibility activation (17-27%): Framework or duty more present, openness secondary.
It is in this range and the following two that the lowest possibility activations are found:

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%).

These profiles do not use possibility as the dominant filter for their decisions. Their action is organized more around what must be done, what is expected, or what is already underway.
They prioritize what is necessary, secure or validated, even if this means opening options only as a second step.

They provide 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 it is necessary to execute consistently, hold a clear line or absorb constraints before considering alternatives.

Profiles with very low possibility activation (7-17%): Low investment in options and alternatives.
This result range is poorly represented in the data, with results below 1%.
These profiles integrate possibility only weakly as a decision-making reference point. Alternatives are secondary, contextual, or perceived as not very useful.
They act more from what is already defined, what must be done, or what seems directly accessible, without relying strongly on open options.

These are profiles of stability, continuity and execution, sometimes uncomfortable in very open or poorly structured environments.

To be positioned in structured environments, follow-up, production or execution functions, with external reference points if greater openness to alternatives is expected.

Profiles with almost no possibility activation (<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 there.
For 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 needs to be done or what is already underway, without giving central importance to alternatives or margins of maneuver.

These profiles often play the role of stabilizers, reliable executors or guardians of continuity. However, they may be destabilized in very open, shifting or poorly structured organizations.

Preferably position them 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. HR conclusions

Profiles with very strong possibility activation (>= 57%): A dominant grounding in opening options.
These profiles rely strongly on what can be done, adjusted or explored in order 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 of maneuver and paths that leave freedom for adjustment.

Their range of options is broad, but they may become scattered or delay stabilization if they must decide quickly.

To be mobilized in design, innovation, problem-solving functions, or in contexts where agility represents added value.

Profiles with high possibility activation (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.

They seek to preserve alternatives, with vigilance regarding opportunities or possible adjustments.

They need to feel that margins of maneuver remain before fully committing to a single path.

To be prioritized in contexts of adjustment, optimization, change support or flexible organization.

Profiles with average possibility activation (37-47%): A modulable relationship to openness.
Possibility is used here as a reference basis for adjustment and reasoned exploration.
But there is a risk of remaining too long in openness if the decision takes too long to close.

These profiles know how to make good use of options without getting bogged down in them, and how to open up avenues without losing the thread of action.

They adapt solutions to new situations after reflection and with discernment.

Ideal in adjustment, organization, coordination or evolving steering functions.

Profiles with moderate possibility activation (27-37%): An ability to open options, but in a controlled way.
The relationship to possibility becomes more flexible while remaining linked to other action reference points.

These profiles navigate between openness and structure, between what can be attempted and what must be secured.

They are able to leave options open without letting them completely drive the action.

Perfect for coordination, adaptation or implementation-support roles.

Profiles with low possibility activation (17-27%) / Openness yes, but secondarily.
These profiles first rely on what is already defined, expected or stabilized before exploring alternatives.
They function by securing the line of action before opening the field of options.

Their practical stability facilitates continuity, but this logic may limit innovation if the framework remains too closed.

They can use possibilities seriously without making them a deep driver of action.

To be positioned in environments where the framework is clear, while gradually opening spaces for adjustment, alternative solutions or innovation.

Profiles with very low possibility activation (7-17%): A drop-off of alternatives as an action filter.
These profiles function with little reference to possibility.
Action is centered on what needs to be done, what has already been decided or what is directly accessible.

They may sometimes overlook available options, margins of maneuver or fallback solutions.

Their reference points are often to be built within the framework, continuity or an already stabilized line of action.

To be prioritized in structured projects, execution, production or follow-up contexts, with support if greater openness to alternatives is desired.

Profiles with almost no possibility activation (<7): An assumed break with openness to options.
These profiles refer very rarely, if ever, to what could be done differently.
They favor execution, continuity, or what has already been validated.

Their logic is centered on stability, not on exploring alternatives.

They may become uncomfortable if the environment requires constant adaptation or open-ended exploration.

To be positioned in highly structured environments, follow-up or production activities, with external mechanisms if greater flexibility is to be introduced.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in possibility in order to anticipate how a person will read margins of maneuver, adjust to the unexpected or open alternatives.
- Avoid cultural gaps: a profile strongly oriented toward possibility may clash with a highly normative organization, and vice versa.

Internal mobility and development:
- Raise teams' awareness of the diversity of relationships to possibility in order to avoid tensions between « option openers » and « guardians of the framework ».
- Favor profiles with average possibility activation in coordination contexts: they know how to balance openness, realism and adaptability.

Talent development:
- Encourage profiles strongly oriented toward possibilities to share their flexibility, while opening spaces for structuring and prioritization.
- Create a company culture that values both the opening of options, the quality of decision-making, and the ability to articulate possibility, duty and desire according to roles.

Desire and Brain Sequences
HR reading of observed statistical data

1. The relationship to desire: a lever of engagement or variability.
In the Maieutik Spectrum approach, the relationship to desire is not reduced to a simple emotional register. It represents the way an individual mobilizes their personal drive, invests in what moves them and sustains their engagement in action.
Desire can act as an entry driver into action: for some, it provides the energy to invest themselves; for others, it remains present, but is modulated by duty, structure or possibilities.
Each sequence of intelligences reflects a specific way of inhabiting desire:

Some rely strongly on what attracts them, motivates them or makes them want to act in order to engage fully.

Others mobilize their desire with measure, combining it with responsibilities, constraints or objectives to be maintained.

Still others may detach from their personal desires in order 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 driver articulates with other reference points for action.
And this is a valuable key for supporting motivation, consistency of engagement and adjustment of assignments according to profiles.

2. Table reading: What do the data tell us?

Statistics: Desire

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

0,00%

13,89%

36,81%

22,22%

25,69%

1,39%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 87,50% of respondents are in the ranges between 07% and 27%.

Profiles with very strong desire activation (>= 57%): Overdetermining personal drive, central engagement engine.
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 them, animates them or mobilizes them intimately.
Desire acts as the central reference point: action first passes through wanting, attraction or personal motivation before any other consideration.

These individuals can offer great intensity of engagement, strong mobilizing force and remarkable investment, but they also risk disengaging quickly if meaning or desire is no longer present.

To be positioned in environments where initiative, creativity, passion for the subject or personal engagement are performance factors.

Profiles with high desire activation (47-57%): Strong motivation, marked personal engagement.
Here, we have the Logical intelligence +Intuitive intelligence (13,89%) and Logical intelligence + Rational intelligence (10,41%) sequences, which dominate.
These profiles are still strongly influenced by what they feel like doing, which they mobilize to give energy and meaning to their action.
They show significant personal engagement, but may be more selective, less constant or more difficult to mobilize if the activity does not arouse enough 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 coaching, where personal engagement makes a meaningful difference.

Profiles with average desire activation (37-47%): Active and modulable desire.
A large portion of the brain circuits is expressed in this range and in the following 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%).

These profiles give desire a real place, recognizing it as an important reference point in the way they engage and choose.
They can rely on their personal drive to act while maintaining a certain capacity to regulate according to responsibilities or context.

These are individuals who know how to invest themselves when the activity resonates with them, without making desire an absolute condition.

To be prioritized in development, coordination, facilitation or project-management positions where both engagement and ability to adjust are expected.

Profiles with moderate desire activation (27-37%): Desire present, but regulated by other reference points.
A significant portion of the brain circuits is expressed in this range:

Logical intelligence + Intuitive intelligence (22,22%).

Logical intelligence + Rational intelligence (28,62%).

Rational intelligence + Logical intelligence (28,12%).

Rational intelligence + Reactive intelligence (28,16%).

Reactive intelligence + Rational intelligence (27,50%).

These profiles have an active but measured relationship to desire. They use it as a support without letting it dominate all of their decisions.
They are sensitive to what motivates them, without ignoring constraints, responsibilities or concrete possibilities. Their inner balance rests on a cohabitation between personal drive and sense of reality.

They offer a solid basis for maintaining engagement while regulating the variations of personal motivation.

To be mobilized in operational supervision, project leadership, development or action-support roles where engagement must remain sustainable without depending only on immediate desire.

Profiles with low desire activation (17-27%): Motivation present but secondary.
A large portion of the brain 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%).

These profiles do not have desire as the dominant filter for their decisions. Their action is organized more around what must be done, what is possible or what is already engaged.
They prioritize what is necessary, feasible or coherent, even if this means investing their desires only as a second step.

They provide good continuity of action, an ability to stay engaged without depending too much on fluctuations in desire, and valuable stability in demanding contexts.

Perfectly suited to environments where one must hold steady over time, absorb constraints or move forward with consistency, even when immediate attraction is limited.

Profiles with very low desire activation (7-17%): Weak mobilization of desire as a reference point.
A clear decrease in sequences is observed in this range of results:

Reactive intelligence + Rational intelligence (18,33%).

Rational intelligence + Reactive intelligence (11,05%).

Rational intelligence + Logical intelligence (8,99%).

Logical intelligence + Rational intelligence (2,23%).

Logical intelligence + Intuitive intelligence (1,39%).

These profiles integrate desire only weakly as a decision-making reference point. Desire is seen as secondary, contextual, or even unreliable for guiding action.
They act more from the framework, duty, usefulness or the possibilities offered by the situation, without relying strongly on what personally attracts them.

These are profiles of consistency, restraint and regulation, sometimes destabilized in environments where strong spontaneous enthusiasm or marked emotional involvement is expected.

To be positioned in structured environments, follow-up, organization, production or stable-responsibility functions, with explicit spaces if one wishes to support intrinsic motivation further.

Profiles with almost no desire activation (<7): Marked detachment from desire as a driver.
This level corresponds to a clear break with desire as a decision-making reference point, with all results below 1%.
For these profiles, desire is neither structuring nor mobilizing. It is perceived as secondary, not very relevant, or even as an uncertain reference point.
They favor a direct reading of what must be done, what is possible or what is expected, without giving a central place to desire or personal attraction.

These profiles often play the role of stabilizers, regulators or reliable executors. They may, however, be destabilized in organizations where passion, expressiveness or visible enthusiasm are strongly valued.

Preferably position them in structured environments, execution, follow-up or stable-responsibility roles, provided they are given clear reference points if more personal mobilization is expected.

3. HR conclusions

Profiles with very strong desire activation (>= 57%): A dominant grounding in desire.
These profiles rely strongly on what they want, what attracts them or what animates them in order to evaluate, decide and act.
Their energy comes from a need for personal resonance, meaning or strong interest.

They favor projects that engage them personally, give them energy and allow them to invest themselves fully.

Their mobilization is powerful, but can decrease quickly if the link to desire, meaning or personal interest disappears.

To be mobilized in creation, development, mobilization, coaching or transformation functions, where personal engagement is a decisive factor.

Profiles with high desire activation (47-57%): A strong but channelable personal engine.
These profiles validate their choices according to what attracts them, what motivates them or what makes sense to them.
Desire is a stable filter, but not yet entirely determining.

They seek to preserve a link with what animates them while remaining capable of recognizing constraints and priorities.

They need to feel that what they are doing has meaning, interest or personal value.

To be prioritized in contexts where engagement, meaning, motivation and adaptability are key.

Profiles with average desire activation (37-47%): A modulable relationship to personal motivation.
Desire is used here as a reference point for engagement and personal investment.
But there is a risk of motivation fluctuating if the link to meaning or personal interest becomes too weak.

These profiles know how to invest themselves without making desire the only condition for action.

They adapt their engagement to situations with reflection and discernment.

Ideal in project, development, coordination or evolving steering functions.

Profiles with moderate desire activation (27-37%): Desire present, but framed by realism.
The relationship to desire becomes more flexible, while remaining connected to other action reference points.

These profiles navigate between what attracts them, what they must do, and what is possible.

They are able to use desire without letting it completely drive the action.

Perfect for coordination, development or implementation-support roles.

Profiles with low desire activation (17-27%) / Desire yes, but as a secondary driver.
These profiles first rely on what is useful, necessary or feasible before investing what they want personally.
They function by maintaining continuity before opening space for desire or personal motivation.

Their practical stability facilitates consistency, but this logic may limit personal mobilization if the framework takes up too much space.

They can act seriously without making desire a deep driver of action.

To be positioned in environments where the framework is clear, while gradually opening spaces for personal motivation, meaning or engagement.

Profiles with very low desire activation (7-17%): Desire drops out as an action filter.
These profiles function 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 engagement, intrinsic motivation or the mobilizing force of meaning.

Their reference points often need to be built around the framework, usefulness or continuity rather than desire.

To be prioritized in structured projects, execution, production or follow-up contexts, with support if one wishes to develop greater personal mobilization.

Profiles with almost no desire activation (<7): An assumed break with desire as a reference point.
These profiles only very rarely, if ever, refer to what they want as their main reference point.
They favor usefulness, duty, possibility or continuity.

Their logic is centered on execution or regulation rather than on personal attraction.

They may become uncomfortable if the environment constantly demands enthusiasm, expressiveness or personal passion.

To be positioned in structured environments, follow-up or production activities, with external mechanisms if greater motivational mobilization is to be introduced.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in desire in order to anticipate how a person mobilizes their energy, intrinsic motivation and personal engagement.
- Avoid cultural gaps: a profile highly oriented toward desire may clash with a highly normative organization, and vice versa.

Internal mobility and development:
- Raise teams' awareness of the diversity of relationships to desire in order to avoid tensions between « engagement drivers » and « guardians of continuity ».
- Favor profiles with average desire activation in coordination contexts: they know how to balance involvement, meaning and realism.

Talent development:
- Encourage profiles highly oriented toward desire to share their power of mobilization, while opening spaces for regulation and perspective.
- Create a company culture that values personal engagement, quality of motivation and the ability to articulate desire, duty and possibility according to roles.

Past and Brain Sequences
HR reading of observed statistical data

1. The relationship to the past: a lever of stability or a brake.
In the Maieutik Spectrum approach, the relationship to the past is not limited to memory of facts. It is the way a person mobilizes their lived experience to guide their choices, clarify their judgments and orient their actions.
The past can act as a reference point, a source of stability and learning. But depending on the dominant brain sequences, it can also become a place of fixation, resistance or difficulty opening up to novelty.
Each dominant brain sequence reflects a distinct relationship to lived experience:

Some revisit the past in order to learn and evolve.

Others use it as a framework of security, validation or continuity.

Still others detach from it quickly in order to act from the present or the future.

Understanding this dynamic means decoding how a person learns from experience, handles novelty, repeats or transforms their patterns of action.
And this is a valuable key for supporting change, knowledge transfer, continuous improvement and organizational adaptation.

2. Table reading: What do the data tell us?

Statistics: Past

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

0,00%

3,47%

11,11%

38,89%

20,83%

25,69%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 70,84% of respondents are in the ranges between 07% and 27%.

Profiles with very strong past activation (>= 57%): Overdetermining memory, rigid mental filter.
Such a result is almost absent from the data; only Rational intelligence + Reactive intelligence (0,18%) appears marginally here.
These rare profiles are strongly structured by lived experience, acquired reference points and what has already been validated.
The past acts as a central reference point: action first passes through memory, comparison, and already-known patterns.

These individuals can offer great prudence, strong reliability and continuity, but may also freeze action if the context requires rapid change.

To be positioned in environments where experience, continuity, transmission, compliance or preservation of acquired knowledge are performance factors.

Profiles with high past activation (47-57%): Active memory, strong reference to experience.
In this range of results, the dominant sequences are:
These profiles are still strongly influenced by lived experience, which they use to secure their decisions and avoid repeating mistakes.
They show strong caution and professional memory, but may be slower to open themselves to new approaches.

They secure unstable environments by relying on what has already worked, while bringing continuity and reference points.

Ideal for roles involving transmission, continuous improvement, quality, compliance or preservation of organizational knowledge.

Profiles with average past activation (37-47%): Living memory and ability to evolve.
Here, the past remains active without fully determining the action.
These profiles keep a living trace of the past, but do not completely identify with it.
They can rely on their experience to guide their choices, while being able to relativize or contextualize that experience according to situations.

These are individuals who learn from their mistakes, know how to sort through their memories, and draw useful lessons without remaining fixed.

To be prioritized in continuous improvement, training or support positions, where both capitalization on experience and ability to evolve are expected.

Profiles with moderate past activation (27-37%): Balanced reference point, memory serving action.
A significant portion of the brain circuits is expressed in 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%).

These profiles have a measured and dynamic relationship to the past. They use it as support without rigidity, and can reassess it in light of the present or the future.
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 basis for learning, transmitting and maintaining reference points while continuing to evolve.

To be mobilized in operational supervision, project leadership, training or continuous-improvement roles, where it is important to combine experience and adaptability.

Profiles with low past activation (17-27%): Living present or future, weak memory imprint.
It is in this range that the maximum 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%).

These profiles live more in the present or in the future than in the past. Their memory is not a dominant filter for their decisions.
They prioritize what is useful, even if it means neglecting certain lessons from the past.

They bring significant agility, a great capacity for updating, and freshness in their approach to problems.

Perfectly suited to environments in constant transformation, innovation or planning roles, problem-solving or the development of new practices.

Profiles with very low past activation (7-17%): A break with previous patterns.
This result range comes in second place, just after the 17% to 27% range:

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%).

These profiles hardly integrate their lived experience as a decision-making reference point. The past is seen as outdated, irrelevant, or even cumbersome.
They act from the present situation, without dwelling on things, but may also forget certain repeated mistakes.

These are profiles of rupture, invention and deconditioning, sometimes destabilizing in historical organizations.

To be positioned in pilot projects, exploration phases or start-up environments, with external capitalization tools to frame their progress.

Profiles with almost no past activation (<7): Marked detachment from previous reference points.
This level corresponds to a clear break with 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%).

For these profiles, the past is neither structuring nor mobilizing. It is perceived as obsolete, not very relevant, or even as a brake on action.
They favor an immediate reading of the situation or a quick projection toward what may happen, without lingering on what was experienced previously.

These profiles often play the role of triggers, catalysts for change or scouts. They may, however, be destabilizing in organizations strongly marked by history, tradition or collective memory.

Preferably position them 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 progress.

3. HR conclusions

Profiles with very strong past activation (>= 57%): A dominant grounding in the past.
These profiles rely strongly on previous experience to evaluate, decide and act.
Their caution comes from a need for security through what has already been validated.

They favor proven solutions and methods that have demonstrated their value.

Their reliability is high, 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 past activation (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.

They seek to reproduce what works, with vigilance regarding deviations from known norms.

They need to understand the already seen before considering the new.

To be prioritized in optimization, continuous improvement or quality-management contexts.

Profiles with average past activation (37-47%): A modulable relationship to the past.
The past is used here as a reference and learning base.
But there is a risk of becoming confined within the known and the experienced.

These profiles know how to use experience without getting too bogged down in it, drawing lessons without restricting themselves too much.

They adapt what they have acquired to new situations after reflection and with discernment.

Ideal in adjustment, experience-integration or evolving steering functions.

Profiles with moderate past activation (27-37%): A past-present or past-future balance, or a balance among all three.
The relationship to 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 past activation (17-27%) / A relativization: what has been is not necessarily what should guide.
These profiles favor a contextual or forward-looking reading of reality.
They function 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 the lessons of the past if they are not supported.

To be positioned in changing environments, innovation, or new-solution design.

Profiles with very low past activation (7-17%): A drop-off from old reference points.
These profiles function with little reference to the past.
Action is centered on the present moment or the near future.

They may sometimes neglect organizational memory or reproduce past mistakes.

Their reference points often need to be built in the moment or in projection.

To be prioritized in disruption, incubation or radical transformation projects, with feedback-based guidance and structuring indicators.

Profiles with almost no past activation (<7): An assumed break with previous patterns.
These profiles refer only very rarely, if ever, to their past experience.
The past is seen as outdated, irrelevant, or even cumbersome.

Their natural posture is questioning, evolution, transformation and a fresh perspective.

They bring new ideas, offbeat practices, and sometimes fertile chaos.

To be positioned in pilot projects, disruption or exploration environments, or in the creation of new models.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in the past in order to anticipate how a person will validate their choices or react to novelty.
- Avoid cultural ruptures: a profile very oriented toward the past may clash with a moving organization, and vice versa.

Internal mobility and development:
- Raise teams' awareness of the diversity of relationships to the past in order to avoid tensions between « old guard » and « change agents ».
- Favor profiles with average past activation in transition contexts: they know how to balance continuity and renewal.

Talent development:
- Encourage profiles grounded in history to share their expertise, while opening spaces for updating practices.
- Create a company culture that values history, adaptation and foresight at the same time, according to roles and contexts.

Present and Brain Sequences
HR reading of observed statistical data

1. The relationship to the present: a lever of agility or a trap of immediacy.
In the Maieutik Spectrum approach, the relationship to the present represents the way an individual perceives what is happening here and now, reacts to it and uses the immediate context to guide action.
The present can act as a lever of agility, responsiveness and operational effectiveness. But depending on the dominant brain sequences, it can also become a place of pressure, over-reaction, or difficulty stepping back.
Each dominant brain sequence reflects a different relationship to present time:

Some settle into it in order to act with lucidity and pragmatism.

Others use it as an immediate adjustment point, in connection with what is happening in the environment.

Still others may find themselves trapped by immediacy, urgency or the pressure of the moment.

Understanding this dynamic means decoding how a person reacts to what is happening, manages urgency, maintains presence and adjusts their action in real time.
And this is a strategic key for positioning an individual in contexts where operational effectiveness, emergency management or human contact are determining factors.

2. Table reading: What do the data tell us?

Statistics: Present

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

5,56%

11,11%

23,61%

31,25%

22,22%

4,86%

1,39%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 57,50% of respondents are in the ranges between 17% and 27%.

Profiles with very strong present activation (>= 57%): Hyper-grounding in the present moment, dominant immediacy.
The most present 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 to what is happening. Action is built from current data, without a memory or projection filter.
They can excel in contexts of rapid intervention, on-the-spot decision-making, or real-time management.

This strong focus may make them vulnerable to immediate pressure or to difficulty stepping back.

To be mobilized in emergency, field operations, or customer-service roles where immediate reaction and active presence are essential.

Profiles with strong present activation (47-57%): Good adjustment capacity.
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 fine reading of the current context, which they compare with structured logic or immediate rationality.
They can make rapid and coherent adjustments, while maintaining a certain quality of analysis.

They are able to read the signals of the moment, identify what is changing, and adjust their actions quickly.

Well suited to roles requiring responsiveness, team coordination, customer contact, or operational regulation.

Profiles with moderately high activation (37-47%): Constructive presence, active observation.
A good portion of the brain circuits is expressed in 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%).

These profiles observe, adapt and react consciously.
Their action relies on the present as a lever for adjustment, without freezing or rushing.

They can connect analysis of the present moment with short-term decisions, while remaining open to progress.

Very well suited to operational management, team coordination, or steering roles where it is necessary to see what is happening and adjust immediately.

Profiles with moderate present activation (27-37%): Balanced presence, adjusted temporal distance.
A significant portion of the brain circuits is expressed in this range:

Rational intelligence + Logical intelligence (30,14%).

Logical intelligence + Rational intelligence (31,23%).

Reactive intelligence + Rational intelligence (26,67%).

Logical intelligence + Intuitive intelligence (31,25%).

Rational intelligence + Reactive intelligence (33,87%).

These profiles have a measured relationship to the present. They are able to observe what is happening without being completely absorbed by immediacy.
They can use the present as a point of adjustment while keeping enough distance to analyze, remember or project.

They provide a good balance between reaction and perspective.

To be mobilized in roles requiring observation, coordination, regulation and gradual decision-making.

Profiles with low present activation (17-27%): Weaker grounding in the present, influenced by future or past.
It is in this range that several circuits remain present but less dominant:

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%).

These profiles are less grounded in the present, although it still influences the future or the past.
They may function proactively, with gaps between what is happening and their ability to respond to it quickly.

This does not mean inefficiency, but rather a form of absorption in other temporalities, where impatience gives way to anticipation, memory, stress or anxiety.

They require a structuring and structured framework, precise time reference points and support in managing present time.

Profiles with low present activation (7-17%): Detachment from the here and now and an outlook turned toward the future or the past.
The dominant circuits here are:

Reactive intelligence + Rational intelligence (12,50%).

Rational intelligence + Logical intelligence (8,99%).

Rational intelligence + Reactive intelligence (7,13%).

These profiles function little from what is here now.
They may have a strong orientation toward the future, or conversely become locked into the past.

This can create tempo gaps that may be perceived as slowness, absence, or hesitation in moving quickly into action.

To be supported in structuring the rhythm of action, and integrated into roles less exposed to urgency or unexpected-event management.

Profiles with very low present activation (< 7%): A diluted present, escape from the here and now.
This level corresponds to a clear break with the experience of the present as a decision-making reference point. The only somewhat significant result found here is the following sequence:

Reactive intelligence + Rational intelligence (10,00%).

The relationship to the present is almost nonexistent.
They drive while looking far ahead or staring at objects in the rear-view mirror.

These profiles act at a distance from immediacy. They may have a very active inner world (ideas, memories, projections), but may have difficulty locating themselves in concrete, immediate present action.

To be positioned in stable, low-fluctuation environments, or in analytical, conceptual functions... but with vigilance regarding execution timing.

3. HR conclusions

Profiles with very strong present activation (>= 57%): Immediate grounding in the now.
These profiles are extremely centered on the present moment, which they perceive intensely.
They make their decisions from what is happening here and now, without referring excessively to the past or the future.

They show great responsiveness, but may lack perspective or long-term vision.

The immediate environment strongly influences their action: they may be very effective... or very destabilized.

To be mobilized in rapid-intervention, reception, direct-service or emergency-management contexts.

Profiles with strong present activation (47-57%): Stability in the present moment.
These profiles are present to what is happening, without letting themselves be swallowed up by immediacy.
They are able to act according to the moment while maintaining logical coherence.

They show discernment and react quickly without rushing.

They need a clear framework to channel their effectiveness in action.

Ideal for coordination, regulation, or day-to-day management functions.

Profiles with moderately high present activation (37-47%): Available presence, measured action.
These profiles show constant attention to their immediate environment.
They know how to observe, adjust, and make decisions based on what is unfolding.

They combine vigilance, listening and a sense of concrete opportunity.

Their presence supports good timing and appropriate action.

To be positioned in roles requiring observation, coordination, adjustment and responsiveness.

Profiles with moderate present activation (27-37%): A present that is active, but not exclusive.
The present is a reference point, but it coexists with other temporal markers.
These profiles can adjust to what is happening while keeping a link with reflection or projection.

They can remain available to the moment without losing their ability to step back.

Their effectiveness depends on their ability to connect the current situation with broader reference points.

Useful in functions requiring balance between responsiveness, analysis and continuity.

Profiles with moderately low activation (17-27%): A secondary here and now.
Their attention to the present is less sustained, often captured by other priorities (retrospection, anticipation, planning).
They may miss important information or lack proactivity.

They may tend to intellectualize, anticipate, or look for escape routes rather than act.

Their grounding in immediate action depends on prompts or context.

To be supported in real-time management, and positioned in functions with fewer emergencies to handle.

Profiles with low present activation (7-17%): Shifted temporality, reduced impact of the present.
These profiles function out of sync with the here and now.
They may be turned toward analysis, projection, or absorbed by concerns unrelated to the immediate environment.

Their action may often be out of step with the needs of the moment, which can create tension or misunderstandings.

They are reliable on background tasks, but less comfortable with responsiveness or managing the unexpected.

To be positioned in support, reflection or autonomous production functions, with a controlled pace.

Profiles with very low present activation (< 7%): An assumed break with the here and now.
These profiles are very little located in the present moment.
They may be very conceptual, dreamlike, withdrawn from immediate reality.

They have difficulty reacting in time, mobilizing in the moment, or picking up contextual signals.

Their contribution may be rich... but not visible immediately.

To be mobilized in strategic or analytical functions, with broad timelines and little instant pressure.

4. Strategic uses for HR.

Recruitment and selection:
- Evaluating grounding in the present makes it possible to distinguish proactive profiles that are attentive to context from those more oriented toward reflection or anticipation.
- Align this lever with position requirements: some functions require strong presence in the moment (reception, unexpected-event management), while others value perspective and projection.

Internal mobility and development:
- Identify collaborators 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 contextual-vigilance training mechanisms.

Talent development:
- Count on profiles strongly grounded in the present to manage urgent situations, dynamic interactions or interface functions.
- Help less-present profiles integrate anchoring rituals into the here and now, develop selective attention and better pick up signals in the environment.

Future and Brain Sequences
HR reading of observed statistical data

1. The 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 themselves toward what is not yet there in order to guide decisions, initiate action or interpret the present.
The future can be a strategic resource - the resource of anticipation, innovative momentum or long-term vision. But depending on the brain circuits activated, it can also become an escape, anxious projection, or avoidance of present reality.
Each sequence of intelligences reflects its own dynamic:

Some use the future as a compass for deciding in uncertainty.

Others project themselves into it in order to free themselves from past constraints.

Still others may lose themselves in an idealized future if the present is not sufficiently grounded.

Understanding this dynamic means decoding how a person anticipates, projects themselves, handles uncertainty and gives meaning to their action through what is to come.
And this is a valuable key for supporting strategic vision, change management, project planning and the construction of mobilizing perspectives.

2. Table reading: What do the data tell us?

Statistics: Future

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

29,86%

36,81%

27,78%

4,86%

0,69%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 89,16% of respondents are in the ranges between 37% and 57%.

Profiles with very strong future activation (>= 57%): A dominant projection, a strategic engine.
All circuits are very strongly represented:

Logical intelligence + Rational intelligence (33,46%).

Reactive intelligence + Rational intelligence (25,83%).

Rational intelligence + Reactive intelligence (29,41%).

Rational intelligence + Logical intelligence (32,17%).

Logical intelligence + Intuitive intelligence (29,86%).

These profiles are structured by what is to come: they project, anticipate, plan and organize action according to a future trajectory.
The future acts as a dominant reference point: action is built from a direction, a vision or a goal to be reached.

These individuals can bring great strategic vision, strong capacity for anticipation and remarkable consistency in effort, but may sometimes neglect present reality.

To be positioned in transformation, development, long-term planning or strategic steering environments.

They need to keep a clear direction, a visible trajectory and mobilizing objectives.

Profiles with strong future activation (47-57%): Measured anticipation, good adjustment capacity.
All circuits are highly concentrated:

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%).

These profiles project concretely, without losing sight of present realities or lessons from the past.
They are able to develop and plan coherent action plans while remaining adaptable.

Their projections are structured, often oriented toward securing the future.

They are able to manage upcoming deadlines, steps and necessary resources effectively.

Ideal for roles involving operational anticipation, forecasting management or evolving supervision.

Profiles with moderately high future activation (37-47%): Flexible projection capacity, balance between tomorrow and now or tomorrow and yesterday.
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%).

These profiles anticipate pragmatically, according to needs or signals from the context.
Their relationship to the future is proactive but lucid: they consider possibilities without overinvesting.

They adapt quickly if conditions evolve, while keeping a direction.

To be called upon in medium-term projects, transition roles or adaptive-management roles.

Balanced profiles (27-37%): Projection still present, but receding - toward refocusing.
This range marks a clear drop in projection toward the future 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%).

These profiles still have some capacity for anticipation, but it is less frequently called upon.
They can commit over the long term provided the reference points are stable and the perspectives credible.

Their posture may indicate a tension between the need for security and the desire to move forward.

To be supported in coordination or interface roles, by valuing clear, progressive and well-framed projects.

Profiles with low future activation (17-27%): Refocusing on the present or the past, cautious anticipation.
In this range, each sequence of cerebral resources shows little 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 little used as a decision-making reference point.
They fear the uncertainty linked to anticipation, which they perceive as unstable.

They prefer to refer to the known, the experienced, the measurable, or to fully live in the present moment.

To be prioritized in roles better adapted to their dominance for the past or the present.

Profiles with very low future activation (7-17%) and (< 7%): Detachment from the future in favor of the here and now or the past.
Very low occurrence of sequences, without any truly dominant circuits.
Just like 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. We must therefore focus on their dominant space-time zones.

aide2.PPFFUTURSTAT072SYNTH

3. HR conclusions

Profiles with very strong future activation (>= 57%): A structuring and permanent projection.
These profiles live with a strong awareness of what is coming, of what could come.
They anticipate, plan and project — sometimes at the expense of spontaneity, consideration of the present, or consideration of the past.

Their mode of action is based on objectives to reach, a clear direction and mobilizing reasons.

They may neglect the immediate or yesterday if it does not fit into their vision.

To be mobilized in strategic functions, transformation roles, or projects requiring vision, projection and consistency of effort.

Profiles with high future activation (47-57%): A strong but adjustable future orientation.
These profiles project themselves easily into what is coming, but can still adjust their trajectory.
The future is an important reference point, but it can still be connected to present constraints and past learning.

They set goals, organize the path and mobilize energy around a direction.

They need visible perspectives, clear steps and a meaningful direction.

Ideal for planning, development, project steering or transformation-support roles.

Profiles with average future activation (37-47%): A modulable relationship to projection.
The future is used here as a reference point for orientation and preparation.
But the profile can also come back to the present or the past when the context requires it.

These profiles know how to plan without becoming imprisoned by projection.

They adjust their direction according to situations, resources and constraints.

Ideal in coordination, project management, transition or evolving steering functions.

Profiles with moderate future activation (27-37%): The future is present, but not dominant.
Projection exists, but it is balanced by the present, the past or immediate operational needs.

These profiles can prepare for what is coming without making it the main driver of action.

They may need a clear framework in order to project themselves with confidence.

Useful in functions requiring progressive planning, coordination and short- to medium-term follow-up.

Profiles with low future activation (17-27%) / The future is secondary to the present or the past.
These profiles first rely on what is concrete, immediate, known or already experienced.
They function more easily in short-term logic than in long-term projection.

This can make them effective in concrete action, but less comfortable in long-term planning.

They may need support to connect daily action to a broader purpose.

To be positioned in environments where the objectives are clear, concrete and close enough to support engagement.

Profiles with low future activation (7-17%): Temporality disconnected from the future.
These profiles do not integrate projection, or integrate it very little, into their decision-making logic.
They function either in an intense present, or from the past, or from a mixture of both, in a short-term logic.

This does not make them less effective, but directs their contribution either toward immediate action, the concrete and the instantaneous, or toward preservation and history to be protected.

Their adaptability relies on immediate action or reference to experience more than on planning.

To be mobilized in dynamic contexts centered on the here and now, or in intervention, contact or execution roles.

Profiles with low future activation (<7): Temporality disconnected from the future.
These profiles do not integrate projection, or integrate it very little, into their decision-making logic.
They function either in an intense present, or from the past, or from a mixture of both, in a short-term logic.

Their logic is centered on the immediate or on what is already known rather than on what is to be built.

They may become uncomfortable if the environment constantly requires long-term projection or strategic anticipation.

To be positioned in operational, immediate, execution or experience-based roles, with external mechanisms if a future-oriented vision must be developed.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the intensity of the future lever in order to anticipate a person's capacity for projection, long-term vision and strategic planning.
- Ensure that the degree of projection required by the role corresponds to the candidate's natural future orientation.

Internal mobility and development:
- Profiles with strong future activation can be mobilized on transformation assignments, long-term development, or prospective initiatives.
- For profiles less oriented toward the future, support toward vision should be favored by working on their ability to 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 strongly future-oriented profiles as carriers of innovation, trajectory scouts or drivers of collective ambition.

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 limited to self-image or a social role. It represents the way an individual perceives themselves, defines themselves and adjusts to their experiences over time.
Identity can act as a foundation of inner stability, a clear reference point that allows 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 sequence of intelligences 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 by the framework, norms or external expertise.

Still others cling to it as a shield against uncertainty or the fear of losing their reference points.

Understanding this dynamic means decoding how a person positions themselves, maintains their integrity or adjusts in action.
And this is a valuable key for supporting development, preventing internal conflicts, or adjusting communication according to profiles.

2. Table reading: What do the data tell us?

Statistics: Identity

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

15,97%

27,08%

21,53%

19,44%

14,58%

1,39%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 85,00% of respondents are in the ranges between 27% and 47%.

Profiles with very strong identity activation (>= 57%): Inner solidity, consistent affirmation.
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%).

These profiles have a strong awareness of who they are, what they want and what they do not want.
Their posture is marked by affirmation, internal coherence, and sometimes a form of rigidity.

They position themselves clearly, without constantly seeking approval.

Their stability is valuable in contexts of transformation or tension, and should be mobilized in supervisory roles, reference-posture roles or identity-based leadership.

Profiles with strong identity activation (47-57%): Strong and adaptable integrity.
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%).

These individuals have a well-structured identity, while remaining open to adjustments.
They assert themselves without closing themselves off, and maintain their alignment even under pressure. They show a good balance between personal confidence and relational flexibility.

Their inner security allows clear exchanges and effective regulation of tension.

To be prioritized in interface, coordination or strategic communication roles.

Profiles with good identity activation (37-47%): A well-built and affirmed identity, but without rigidity.
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%).

These profiles define themselves progressively, based on their experiences or their environment.
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 can sometimes be unstable.

To be supported in their personal development or in taking on new responsibilities.

Profiles with moderate identity activation (27-37%): Fluid and stable positioning.
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%).

These individuals combine personal grounding, the importance of their identity, and the ability to adapt.
Their identity is expressed without rigidity or excessive doubt. They can adjust with ease while keeping their direction.

They can be very useful in complex or hybrid environments.

To be mobilized in mediation, supervision or collective facilitation roles.

Profiles with low identity activation (27-37%): Other drivers of action take on greater importance.
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%).

For these profiles, identity is not a very strong driver of action; they may have difficulty positioning themselves consistently.
Their identity may depend on the external 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 identity activation (7-17%): Very weak identity structuring.
This result range includes few people, and the circuits fluctuate between 3.35% for the highest and 1.39% for the lowest.
Their decisions are influenced more by the framework than by their internal reference point.
They act by relying more on the relational dimension or on power, or on a Power-Relation or Relation-Power combination.

It is preferable to let them focus on relationship or power, because they may not yet be ready to make the leap toward their identity.

Profiles with almost no identity activation (<7): The drivers of action and motivation lie elsewhere.
This level corresponds to a clear break with identity as a decision-making reference point.
Personal identity is little invested here: these profiles do not define themselves primarily through themselves.
Their driver of engagement is not based 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. HR conclusions

Profiles with very strong identity activation (>= 57%): A dominant grounding in identity.
These profiles have a strong grounding in their own perception of themselves.
They know who they are, what they want, and what they bring. They have a strong awareness of their Being.

Their posture is clear, their positioning constant, even in shifting 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 determining factors.

Profiles with high identity activation (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.

They know how to take their place while respecting relational or power balances.

They combine personal grounding and openness to others.

Ideal for representation, coordination or mentoring roles.

Profiles with average identity activation (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.

Their identity adjusts to the context: they may choose to convince through action rather than verbal affirmation.

They are collaborative, reliable and stable profiles.

To be prioritized in co-construction environments, project teams or cross-functional leadership.

Profiles with moderate identity activation (27-37%): A functional and balanced identity.
Identity is neither erased nor overdetermining; it simply is.

They can put themselves 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 identity affirmation (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 rationality.
They may let themselves 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 stand out, 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 identity affirmation (7-17%): Indirect affirmation through other levers.
These profiles only very weakly activate reference to themselves as a decision-making or action reference point.
These profiles do not place their individuality in the foreground, but may affirm their value through relational, power or knowledge dynamics.

Their functioning relies on other, more dominant levers: relationship (need for belonging, emotional recognition), power (control, external influence), or even collective values.

Their own identity is little claimed, or even bypassed, because this is not where their main driver is located.

To be supported not by forcing individuation, but by consolidating their stability from their real drivers, whether relational, strategic or structural.

Profiles with very low identity affirmation (<7): Affirmation through other levers.
These profiles only very weakly activate reference to themselves as a decision-making or action reference point.
These profiles do not place their individuality in the foreground, but may affirm their value through relational, power or knowledge dynamics.

Their functioning relies on other, more dominant levers: relationship (need for belonging, emotional recognition), power (control, external influence), or even collective values.

Their own identity is little claimed, or even bypassed, because this is not where their main driver is located.

To be supported not by forcing individuation, but by consolidating their stability from their real drivers, whether relational, strategic or structural.

4. Strategic uses for HR.

Recruitment and selection:
- Integrate the level of identity activation into position 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 affirmation.

Internal mobility and development:
- Support self-expression among profiles developing their identity by positioning them in caring environments that foster recognition and progressive taking of space.
- For profiles with a very affirmed identity, provide spaces for autonomy and visibility while avoiding overly normative or limiting environments.

Talent development:
- Help profiles in identity 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 placing them in reference-posture roles within the organization.

Relationship and Brain Sequences
HR reading of observed statistical data

1. The relationship to connection: a lever of bonding or tension.
In the Maieutik Spectrum approach, the relationship to connection is not limited to sociability or the ability to communicate. It represents the way an individual creates bonds, cooperates, adjusts to others and manages the distance between themselves and the group.
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 how others see us, 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, attunement and belonging.

Others approach it with caution, seeking reference points, clarity or a reassuring framework.

Still others may engage in it intensely, with the risk of being too affected by tensions, rejection or imbalances.

Understanding this dynamic means decoding how a person enters into relationship, enters cooperation, handles distance or adjusts in interaction.
And this is a valuable key for supporting collective dynamics, preventing relational tensions, or adjusting collaboration methods according to profiles.

2. Table reading: What do the data tell us?

Statistics: Relationship

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

6,25%

17,36%

25,69%

28,47%

13,89%

4,86%

3,47%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 96,67% of respondents are in the ranges between 37% and 57%.

Profiles with very strong relationship activation (>= 57%): Intensity of connection, immediate relational engagement.
In this range of results, 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%).

These profiles strongly invest in relationship as a space of recognition, engagement and reciprocal influence.
Their posture is marked by the intensity of connection, sensitivity to others, and sometimes difficulty taking distance.

They enter into relationships 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 strong relationship activation (47-57%): Strong and structuring openness to relationships.
In this range of results, 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%).

These individuals have a clear appetite for relationship, while maintaining a certain ability to regulate.
They engage in interactions, invest in cooperation and seek to build a human link without necessarily losing their balance. They show a good balance between relational openness and ability to adjust.

Their ease in creating connection promotes communication, collaboration and collective engagement.

To be prioritized in support, coordination, customer relations, team cohesion or people-centered management roles.

Profiles with good relationship activation (37-47%): Present, built and adaptable relationship.
In this range of results, 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%).

These profiles invest in relationship progressively, according to the context, trust and the quality of the bond established.
They may oscillate between the desire to connect, the need for recognition and caution in the face of emotional or relational stakes.

Their relational functioning is alive and adaptable, but may sometimes lack stability depending on environments or interpersonal tensions.

To be supported in contexts of collaboration, team communication, customer relations or collective regulation.

Profiles with moderate relationship activation (27-37%): Measured connection and stable adjustment.
In this range of results, the dominant circuits are:

Rational intelligence + Logical intelligence (17,97%).

Logical intelligence + Rational intelligence (20,82%).

Rational intelligence + Reactive intelligence (13,37%).

Reactive intelligence + Rational intelligence (3,33%).

Logical intelligence + Intuitive intelligence (28,47%).

These individuals combine relational presence, restraint in emotional involvement and the ability to step back.
Their relationship to others is expressed without excessive fusion or withdrawal. They can cooperate, contribute and regulate with a certain balance.

They can be very useful in complex environments, shared organizations or groups requiring relational balance.

To be mobilized in mediation, coordination, support or team facilitation roles.

Profiles with low relationship activation (17-27%): Connection is not the primary driver of engagement.
In this range of results, 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%).

For these profiles, relationship is not a very strong driver of action; they may prioritize the framework, the task, logic or efficiency rather than connection.
Their relational involvement may depend on the context, the trust established, 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 relationship activation (7-17%): Low spontaneous investment in connection.
This range of results includes few people, and the circuits fluctuate between 4.86% for the highest and 1.07% for the lowest.
Their decisions are guided little by the need for connection and more by other internal or operational reference points.
They act by relying more on identity or on 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 connection supports action without fully conditioning it.

Profiles with almost no relationship activation (<7): Relational investment is not a driving force.
This level corresponds to a clear break with relationship as an engagement reference point.
Relationship is little 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 into a clear framework, with explicit relational expectations, without requiring them to overinvest in connection.

3. HR conclusions

Profiles with very strong relationship activation (>= 57%): A dominant grounding in relationship.
These profiles have a strong grounding in connection and in the quality of interaction with others.
They quickly sense everyone's place, the quality of the climate, and the importance of mutual recognition. They have a strong awareness of connection.

Their posture is open, engaged, and often mobilizing, even in shifting contexts.

They may show great relational sensitivity, but also greater exposure to tensions, unspoken issues or emotional imbalances.

To be mobilized in functions where the quality of connection, cooperation, support or cohesion is determining.

Profiles with strong relationship activation (47-57%): Stable relational sensitivity with the ability to step back.
These individuals value relationships without being exclusively dependent on them.
Their action takes others into account while preserving an ability to position themselves.

They combine relational quality and decision-making capacity.

They know how to preserve the bond without letting themselves be overwhelmed.

Relevant in coordination, team management or support roles.

Profiles with moderate relationship activation (37-47%): Relationship is present, but not dominant.
These profiles take others into account without relationship structuring 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 relationship activation (27-37%): Relationship as an occasional resource.
Relationship is not absent, but it is not the main source of engagement.

They can cooperate, but without seeking a strong or permanent relational bond.

They prioritize clarity, role or task over the relational climate.

Useful in functions requiring occasional cooperation, structure and autonomy.

Profiles with low relationship activation (17-27%): A low need for relational involvement.
These profiles may position themselves with relational reserve.
They may rely more on the framework, expertise or individual effectiveness.

They may remain effective without seeking to create a strong bond.

The relational dimension is not a significant engagement lever.

To be positioned in technical, analytical or low-interaction roles.

Profiles with low relationship activation (7-17%): Marked relational independence.
These profiles integrate relationship little or very little into their logic of action.
They function mainly autonomously, detached from social connection.

They can be effective without interaction or social recognition.

To be mobilized in autonomous, expert or low-interdependence functions.

Profiles with low relationship activation (<7): Marked relational independence.
These profiles integrate relationship little or very little into their logic of action.
They function mainly autonomously, detached from social connection.

They can be effective without interaction or social recognition.

To be mobilized in autonomous, expert or low-interdependence functions.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the intensity of the relational lever in order to target profiles oriented toward cooperation, cohesion and support.
- Ensure that the expected level of interaction matches the candidate's relational appetite: team role, customer relationship, mediation, or autonomous contribution.

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, functions where individual effectiveness and clarity of roles take precedence over relational dynamics should be favored.

Talent development:
- Strengthening the relational lever means developing listening skills, collaboration and the quality of connection.
- Value strongly relational profiles as facilitators, creators of cohesion and guardians of the human climate.

Power and Brain Sequences
HR reading of observed statistical data

1. The relationship to power: a lever of action or control.
In the Maieutik Spectrum approach, the relationship to power is not limited 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 accountability. But depending on the dominant brain circuits, it can also become a place of over-control, tension, defensive affirmation 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 cautiously, first seeking legitimacy, reference points or a framework that authorizes action.

Still others may engage in it intensely, with the risk of stiffening their position, over-controlling, 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 this is a valuable key for supporting managerial postures, preventing authority tensions, or adjusting responsibilities according to profiles.

2. Table reading: What do the data tell us?

Statistics: Power

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

2,08%

10,42%

25,00%

25,69%

9,03%

From 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%

From 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%

From 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%

From this 38,96%, 90,56% of respondents are in the ranges between 0% and 17%.

Reactive + Rational (8,33%).

0,00%

2,50%

3,33%

10,83%

32,50%

50,83%

From this 8,33%, 94,16% of respondents are in the ranges between 0% and 17%.

Profiles with very strong power activation (>= 57%): Intensity of action, affirmation of immediate influence.
In this range of results, the dominant circuits are limited to 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 affirmation, the need to act on situations, and sometimes difficulty slowing down or sharing control.

They easily take charge, seek to move things forward and have little tolerance for helplessness or indecision.

Their ability to initiate, orient and maintain 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 strong power activation (47-57%): Strong and structuring capacity for action.
In this range of results, the distribution is concentrated between 2.08% and 0.36%.
These individuals have a clear appetite for action and influence, while maintaining a certain ability to adjust.
They engage in decision-making, take on responsibilities and seek to influence situations without necessarily being dominant. They show a good balance between personal affirmation and collective effectiveness.

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-management roles.

Profiles with good power activation (37-47%): Present, built and adaptable power.
In this range of results, 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, according to perceived legitimacy, context and confidence in their room for action.
They may oscillate between the will to act, the need to be recognized in their capacity to influence, and caution in the face of responsibility or conflict.

Their functioning in relation to power is alive and adaptable, but may sometimes lack stability depending on power dynamics or environments.

To be supported in contexts involving taking responsibility, cross-functional coordination or decisions involving visible arbitration.

Profiles with moderate power activation (27-37%): Measured influence and stable adaptation.
In this range of results, 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%).

These individuals combine capacity for action, restraint in the affirmation of power, and the possibility of stepping back.
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 groups that require a sober exercise of authority.

To be mobilized in regulation, coordination, middle-management or cross-functional facilitation roles.

Profiles with low power activation (17-27%): Influence is not the primary driver of engagement.
In this range of results, 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%).

For these profiles, power is not a very strong driver of action; they may prioritize connection, structure, logic or security rather than taking charge of situations.
Their involvement in dynamics of influence may depend on the context, the legitimacy granted to them or a concrete need to act.

They may tend to avoid confrontation, visible decisions 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 contribution roles, but to be supported in positions highly exposed to arbitration.

Profiles with very low power activation (7-17%): Low spontaneous investment in influence.
This range of results includes few people, and the circuits fluctuate between 36.01% for the highest and 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%).

Their decisions are guided little by the need to influence or control, and more by other internal, relational or compliance-based reference points.
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 almost no power activation (< 7%): The drivers of action and motivation lie elsewhere.
This level corresponds to a clear break with power as a decision-making reference point.

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%).

Power is little invested here: these profiles do not spontaneously enter into the affirmation of influence as their main mode of engagement.
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 into a clear framework, with explicit responsibilities, without requiring overinvestment in power dynamics or mastery over others.

3. HR conclusions

Profiles with very strong power activation (>= 57%): A dominant action and influence driver.
These profiles have a strong need to act on situations and orient what is happening.
They know how to decide, position themselves and take responsibility for a line of action.

Their posture is active, direct and often decisive, even in complex contexts.

They may be powerful drivers of transformation, but must watch the risk of over-control.

To be mobilized in functions where decision-making, action, influence and accountability are central.

Profiles with strong power activation (47-57%): Asserted influence capacity with mastery.
These individuals seek to have an impact without necessarily controlling constantly.
Their action aims to orient, structure or influence in a measured way.

They combine influence and discernment in their decision-making.

They know how to exercise their power without excessive control.

Relevant in coordination, steering or shared-responsibility roles.

Profiles with moderate power activation (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.

They can make decisions without systematically seeking ascendancy.

Their impact varies according to situations and issues.

To be positioned in functions requiring contribution, occasional decision-making and collaboration.

Profiles with moderate power activation (27-37%): Influence in the background.
These profiles do not naturally orient decisions or situations.
Their posture is more contributive than decision-making.

They participate without seeking to lead or influence.

They prioritize execution or collaboration over taking power.

Useful in functions requiring reliability, contribution and support.

Profiles with low power activation (17-27%): A weak search for control.
Their action is little oriented toward taking control.
They prioritize execution or contribution without power stakes.

They avoid positions of authority or confrontation.

Control is not a mobilizing lever for them.

To be positioned in support or technical contribution roles, taking into account their identity or relational dominance.

Profiles with low power activation (7-17%): An absence of search for control.
These profiles integrate the notion of power very little into their functioning.
They function without seeking to orient, control or dominate.

Their action is independent of any desire for ascendancy.

They prioritize neutrality, execution or withdrawal.

To be mobilized in functions requiring discretion, neutrality or technical expertise.

Profiles with very low power activation (<7): An absence of search for control.
These profiles integrate the notion of power little or very little into their functioning.
They function without seeking to orient, control or dominate.

Their action is independent of any desire for ascendancy.

They prioritize neutrality, execution or withdrawal.

To be mobilized in functions requiring discretion, neutrality or technical expertise.

4. Strategic uses for HR.

Recruitment and selection:
- Identifying the intensity of the power lever makes it possible to target profiles oriented toward decision-making, influence and responsibility.
- Ensure that the level of authority and responsibility of the position corresponds to the candidate's capacity and need for influence: steering, leadership or contribution.

Internal mobility and development:
- Profiles with strong power activation can be mobilized in leadership, steering or strategic project management functions.
- For profiles less oriented toward power, environments where contribution, expertise or execution are valued without pressure to influence should be favored.

Talent development:
- Strengthening the power lever means developing the ability to decide, influence and assume responsibilities.
- Value highly power-oriented profiles as drivers of action, decision-makers and carriers of organizational responsibilities.

Sequence of cerebral resources

Sequence of cerebral resources

Median*

1999

2024

Gap**

Intuitive intelligence

0,17%

0,23%

0,07%

-0,16%

Intuitive intelligence alone

0,00%

Intuitive intelligence + Logical intelligence

0,16%

0,23%

0,07%

-0,09%

Intuitive intelligence + Rational intelligence

0,00%

Intuitive intelligence + Reactive intelligence

0,00%

Sequence of cerebral resources

Median*

1999

2024

Gap**

Logical intelligence

33,12%

49,81%

28,68%

-21,13%

Logical intelligence alone

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%

Sequence of cerebral resources

Median*

1999

2024

Gap**

58,44%

46,85%

62,92%

+16,06%

Rational intelligence alone

0,06%

0,00%

Rational intelligence + Intuitive intelligence

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 functioning with this sequence,
Rational intelligence : Result of 75% and above + 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%

We therefore observe a clear dominance of this sequence with results of 60% and above,***

96,16%

94,84%

Sequence of cerebral resources

Median*

1999

2024

Gap**

Reactive intelligence

8,27%

3,11%

8,33%

+5,23%

Reactive intelligence alone

0,08%

0,00%

+0,20%

Reactive intelligence + Intuitive intelligence

0,00%

Reactive intelligence + Logical intelligence

0,00%

Reactive intelligence + Rational intelligence

8,00%

3,03%

8,33%

+5,03%

** Gap between the year 1999 and the year 2024.

*** For reference, the highest result among people whose brain first activates their Intuitive intelligence resources is 67%, and 63% for Logical intelligence

One captures possibilities, acts through inner conviction, and structures its action from a vision.

The other secures, validates, anticipates errors and acts cautiously, driven by an external framework.

For HR, this mapping makes it possible to:

understand a collaborator's dominant operating mode;

adapt the management style, motivation mechanisms and conditions for engagement;

go beyond observable behaviors, in order to intervene at the very structural level of action.

These data provide a reliable foundation for building individualized HR strategies centered on the real levers of human potential.

Sequence of the foundations of leadership and interpersonal relationships

Individuality, which expresses the need to position oneself as a fully-fledged subject;

Mobilization, which reveals the ability to inspire, bring people together and move them into action;

Centralization, which reflects the need to orient, organize and control parameters;

Altruism, which refers to the impulse toward support, listening and cooperation.

Leadership foundations

Median*

1999

2024

Gap**

Individuality

9,13%

7,61%

8,68%

-1,07%

Individuality alone

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%

Leadership foundations

Median*

1999

2024

Gap**

Mobilization

8.22%

13,83%

7,99%

-5.84%

Mobilization alone

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%

Leadership foundations

Median*

1999

2024

Gap**

Centralization

50,41%

49,11%

51,32%

+2,21%

Centralization alone

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%

Leadership foundations

Median*

1999

2024

Gap**

Altruism

32,24%

29,45%

32,01%

+2,57%

Altruism alone

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 sequences on which leadership is based for the full sample.

** Gap between the year 1999 and the year 2024.

Conclusion
Toward better understood and better mobilized leadership.
The data reveal a stable and powerful trend:

Centralization remains the most activated foundation, confirming a generalized need for structure, steering and process control.

Altruism maintains a strong presence, particularly in relation to centralization, reflecting a desire to guide and support.

Mobilization appears to be slightly declining, despite its strategic importance for collective engagement.

Individuality, rarer, remains a valuable lever when combined with another foundation, especially 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 influence is exercised,

and mobilizing individuals in accordance with their dominant foundation, rather than against it.

This reading makes it possible to rethink management styles, adjust roles, and support the evolution of leadership postures toward greater coherence, fluidity and impact.

Sequence of strengths and talents at work

Innovate: create, transform, step outside the framework to propose new paths.

Build: design, plan and structure in order to give shape to what must last.

Manage: coordinate, organize and optimize resources and processes.

Administer: enforce, supervise and secure through established rules.

Assist: support, facilitate and respond to needs within a relational framework.

Strengths and talents for

Median*

1999

2024

Gap**

Innovate

3,22%

4,51%

2,01%

-2,49%

Only Innovate

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%

Strengths and talents for

Median*

1999

2024

Gap**

Build

18,35%

27,66%

16,25%

-11,41%

Only Build

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%

Strengths and talents for

Median*

1999

2024

Gap**

Manage / Administer

71,47%

64,96%

74,31%

+9,35%

Only Administer

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

Gap**

Assist

6,96%

2,87%

7,43%

+4,56%

Only Assist

0,19%

0,00%

0,21%

+0,21%

Assist + Innovate

0,00%

Assist + Build

0,00%

Assist + Administer

6,74%

2,87%

7,43%

+4,55%

* Median : Over 26 years, according to the sequences of strengths and talents for the full sample.

** Gap between the year 1999 and the year 2024.

Conclusion
Align missions and natural contribution modes: a lever for sustainable performance.
The data reveal a clear trend:

Manage / Administer profiles remain highly dominant, 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 guarantee efficiency.

Build profiles are declining, moving 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 foundation talents, which are now rarer.

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 more discreet Assist profile remains 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.

Autonomy and Brain Sequences
HR reading of observed statistical data

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%

From this 10,00%, 77,09% of respondents are in the ranges of 60% and above.

Logical intelligence + Rational intelligence (18,67%).

7,06%

39,78%

35,32%

14,50%

3,35%

From this 18,67%, 75,10% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Logical intelligence (23,96%).

6,09%

42,03%

31,59%

12,46%

7,83%

From this 23,96%, 73,62% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Reactive intelligence (38,96%).

0,36%

19,61%

39,39%

29,06%

11,59%

From this 38,96%, 68,45% of respondents are in the ranges between 40% and 60%.

Reactive intelligence + Rational intelligence (8,33%).

0,00%

2,50%

9,17%

39,17%

49,17%

From this 8,33%, 88,34% of respondents are in the lower ranges of 50%.

Profiles with strong autonomy (>= 75%)
- Logical intelligence + Intuitive intelligence dominates very strongly (27,78%): this profile stands out through its ability to grasp the essential and make decisions based on internal logic, before any external influence.
- The other sequences do not reach 10%, confirming the uniqueness of this circuit in the construction of robust 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 structured autonomy: decisions are based on one's own reasoning, even if sometimes influenced by the environment.

Profiles with moderate autonomy (50-60%)
- A shift can be observed here: the share of Logical intelligence + Intuitive intelligence decreases (15,97%), while Rational intelligence + Reactive intelligence profiles become more frequent.
- These profiles may present a hybrid reference system, oscillating between autonomy and the search for external validation.

Profiles with low autonomy (< 50%)
- Reactive intelligence + Rational intelligence massively dominates results < 50% (39,17% between 40-50%, 49,17% below 40%).
- This configuration indicates a strong dependence on external reference points (expectations, constraints, pressure, validation).
- The Rational intelligence + Reactive intelligence profiles follow the same trend.

3. HR conclusions

These profiles make decisions by relying on their own mental structure, with little need for external validation.

They are the most autonomous: they possess clarity of direction, the ability to self-direct, and reliable judgment, even in ambiguous contexts.

They should be prioritized for high-responsibility roles, project leadership, low-supervision environments, or strategic steering; wherever initiative, insight and strong internal alignment are expected.

They require little supervision, but do need intellectual recognition for their contribution.

These profiles rely on personal reasoning to act, while still being able to take context or external expectations into account.

They show structured autonomy, oriented toward logic, coherence and progressive accountability.

They are suited to expert, management or operational steering positions where autonomy in action and decision-making is expected, along with the ability to adapt to rules and structure.

They require management based on trust and clear reference points, which are flexible rather than restrictive.

These profiles oscillate between the desire to be autonomous and the search for a reassuring external anchor.

They may demonstrate autonomy, but with a more pronounced need for validation, structure or external reference points.

They are suited to structured but flexible environments, with explicit rules, present support and gradual progression toward autonomy.

They respond well to present but non-directive supervision, where the soundness of their choices is regularly confirmed.

These profiles need a reassuring external anchor.

They need clear directives, precise frameworks, and function better with regular guidance or explicit supervision.

They should be positioned in procedural, structured operational roles, or in contexts where expectations are standardized and repetitive.

They respond well to structuring management based on regularity, precise instructions and concrete feedback, which is essential to their mobilization.

4. Strategic uses for HR.

Recruitment and selection:
- Identify brain sequences in order to anticipate the candidate's natural level of autonomy.
- Adjust expectations according to the position: a profile with low autonomy is not less competent, but requires a specific type of environment.

Internal mobility and development:
- Detect potential for accountability, or conversely the risks of overload caused by too much autonomy.
- Support profiles transitioning toward greater autonomy through targeted coaching, mentoring or progressive assignments.

Talent development:
- Understand the source of motivation to act independently in order to strengthen engagement.
- Rely on highly autonomous profiles for ambassador, internal trainer or transformation leader roles.

Optimism and Brain Sequences
HR reading of observed statistical data

Optimism, positive mindset

>=75%

>=60%<75%

>=50%<60%

>=40%<50%

<40%

Logical intelligence + Intuitive intelligence (10,00%).

65,97%

31,94%

0,69%

1,39%

0,00%

From this 10,00%, 97,91% of respondents are in the ranges of 60% and above.

Logical intelligence + Rational intelligence (18,67%).

37,17%

49,81%

10,04%

2,60%

0,37%

From this 18,67%, 86,98% of respondents are in the ranges of 60% and above.

Rational intelligence + Logical intelligence (23,96%).

10,72%

33,04%

31,59%

17,10%

7,54%

From this 23,96%, 64,63% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Reactive intelligence (38,96%).

4,10%

29,95%

31,02%

21,21%

13,73%

From this 38,96%, 60,97% of respondents are in the ranges between 50% and 75%.

Reactive intelligence + Rational intelligence (8,33%).

1,67%

5,83%

14,17%

36,67%

41,67%

From this 8,33%, 78,34% of respondents are in the lower ranges of 50%.

Profiles with strong optimism (>= 75%)
- Logical intelligence + Intuitive intelligence dominates massively (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 in these profiles supports a positive, immediate and synthetic reading of reality.

Profiles with high optimism (60-75%)
- We note the emergence of the pair Rational intelligence + Logical intelligence (49,81%), followed by Logical intelligence + Intuitive intelligence (31,94%).
- These profiles combine an analytical mindset with a results orientation.
  Optimism remains active, but it must be rationally validated in order to become action.

Profiles with moderate optimism (50-60%)
- A shift can be observed here: logic-dominant circuits give way to the sequences Rational intelligence + Logical intelligence (31,59%) and Rational intelligence + Reactive intelligence (31,02%), which become the majority circuits.
- These profiles show an unstable balance between confidence and caution.
  They can project themselves, but their energy is slowed by risk assessment and the need for reassurance.

Profiles with low optimism (< 50%)
- Reactive intelligence + Rational intelligence massively dominates results between 40-50% (36,67%), and below 40% (41,67%).
- This configuration indicates strong dependence on external reference points (expectations, constraints, pressure, validation).
- The Rational intelligence + Reactive intelligence profiles follow the same trend.
- This translates into a defensive reading. Action is often motivated by fear of error, the search for compliance or external pressure.

3. HR conclusions

These profiles mobilize their energy mainly to achieve rather than to avoid.

Their engagement is based on a clear, intuitive and motivating vision of the expected result.

They do not fear uncertainty: they transform ambiguity into momentum.

They are perfectly comfortable in innovation, internal entrepreneurship or change-management roles.

They need an environment that values vision, initiative and the freedom to project without being constantly slowed down by caution.

Their optimism is present, but must be confirmed by facts, data and tangible evidence.

They act through reasoned confidence: their momentum is stable, but can 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.

The momentum is present, but slowed: these profiles need to be reassured in order to move forward.

They can project themselves, but they first assess risks, consequences or obstacles.

They engage more easily if the conditions are clear, realistic and validated beforehand.

They are sensitive to recognition of efforts and signs of progressive success.

They must evolve in structured contexts, with transparent communication, regular feedback and attainable objectives.

Their energy is mobilized by prevention, compliance or fear of error.

They function under external pressure or perceived obligation, rarely from spontaneous desire.

They need stable frameworks, clear reference points and structuring support.

Their mobilization comes through reducing uncertainty, recognizing their caution and providing reassuring management.

They should be positioned in standardized, regulated or strongly supervised environments, where expectations are explicit and the margin of risk is limited.

4. Strategic uses for HR.

Recruitment and selection:
- Identify brain sequences in order to anticipate the candidate's ability to project 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 rereading of reality.
- Create conditions for progressive reassurance: rituals, steering, concrete feedback.

Talent development:
- Value strongly optimistic profiles as drivers of collective mobilization, bearers of vision or initiative.
- Adapt recognition tools: some need perspective, others need certainty.

Initiative and Brain Sequences.
HR reading of observed statistical data

Initiative, proactivity

>=75%

>=60%<75%

>=50%<60%

>=40%<50%

<40%

Logical intelligence + Intuitive intelligence (10,00%).

79,86%

18,75%

1,39%

0,00%

From this 10,00%, 98,61% of respondents are in the ranges of 60% and above.

Logical intelligence + Rational intelligence (18,67%).

46,10%

45,35%

7,43%

1,12%

0,00%

From this 18,67%, 91,45% of respondents are in the ranges of 60% and above.

Rational intelligence + Logical intelligence (23,96%).

20,29%

48,41%

23,77%

6,09%

1,45%

From this 23,96%, 72,18% of respondents are in the ranges between 50% and 75%.

Rational intelligence + Reactive intelligence (38,96%).

2,67%

25,31%

30,84%

23,71%

17,47%

From this 38,96%, 56,15% of respondents are in the ranges between 50% and 75%.

Reactive intelligence + Rational intelligence (8,33%).

0,00%

5,83%

14,17%

22,50%

57,50%

From this 8,33%, 80,00% of respondents are in the lower ranges of 50%.

Profiles with very strong initiative (>= 75%)
- The Logical intelligence + Intuitive intelligence circuit dominates massively (79,86%), followed at a distance by Logical intelligence + Rational intelligence (46,10%) and by Rational intelligence + Logical intelligence (20,29%).
- These profiles act with drive, discernment and independence.
- The trigger is internal: action arises from personal reasoning, a 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 present.
- Action remains possible, but is accompanied by caution, a search for coherence, or even a need for implicit approval.

Profiles with moderate initiative (50-60%)
- The highly proactive circuits have given way to the Rational intelligence + Reactive intelligence (30,84%) and Rational intelligence + Logical intelligence (23,77%) circuits, which are dominant.
- Initiative is conditional: these profiles take action if they are prompted, guided, or if they have confirmation that it is the right time.

Profiles with low initiative (< 50%)
- The Reactive intelligence + Rational intelligence circuit becomes largely dominant in the result range between 40-50% (22,50%), and in the range below 40% (57,50%).
- This configuration indicates strong dependence on others' initiatives for action to begin.
- The Rational intelligence + Reactive intelligence profiles follow the same trend.
- Here, action is essentially reactive. Moving into action depends on an explicit framework, an external trigger or hierarchical pressure.

3. HR conclusions

These profiles mobilize their energy to act, to act quickly without waiting for those who hesitate.

Their engagement is based on structured intuition, understanding of the issues, and the need for impact.

They have a quick reading of the context, effective judgment, and high intrinsic motivation.

They act with efficiency, discernment and consistency while embodying natural, agile, responsible leadership.

Ideal for roles involving responsibility, changing environments, launch contexts or transformation. They excel wherever initiative without constant supervision is expected.

Profiles with high initiative (60-75%): Reasoned proactivity, secured by structure.
Initiative is present, but requires a certain external stability to be fully activated.

These profiles act as soon as the context is clear, expectations are defined, and risks are framed.

They reflect before acting; they avoid rushing.

They are reassured by implicit or explicit validation of the direction.

Their energy can be mobilized, provided the environment is coherent and supportive.

Perfect for coordination, project management or expert roles, where a balance is sought between personal initiative and shared structure.

Profiles with moderate initiative (50-60%): Conditional drive, active caution.
These profiles need external signals or implicit permission to initiate action.

Their approach is more wait-and-see or context-dependent, even if they are capable of autonomy once engaged.

They fear making mistakes or taking initiative that may be poorly perceived; they are sensitive to progressive validation of their choices.

Their action is triggered when the framework is reassuring and expectations are explicit.

They benefit from being guided in roles where the space for initiative is framed, while they are encouraged to test, dare and take a position.

Caring, precise and non-intrusive management is key.

Their main driver is the expectation of an instruction, compliance, or the need to act under constraint.

They prefer to be oriented, supported and directed.

They express little spontaneous initiative, but can become very reliable within a prescribed framework.

Their relationship to action is conditioned by security and permission.

Best suited to roles with clearly defined tasks, within teams where rigor, respect for procedures and execution stability are expected.
Precise steering, clear instructions and supportive supervision are essential to their mobilization.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the initiative dynamic in order to 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 very reliable once mobilized.

Internal mobility and development:
- Progress from reactive to proactive by creating safe trial-and-error contexts.
- Identify dormant initiative potential and bring it out through coaching or test assignments.

Talent development:
- Entrust naturally proactive profiles with roles as ambassadors of change or innovation drivers.
- Encourage cautious profiles to experiment within a framework of trust, by naming progressive successes.

Obligation and Brain Sequences
HR reading of observed statistical data

Some fulfill obligations in order to free themselves quickly and access 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 tied to their fulfillment.

2. Table reading: What do the data tell us?

Statistics: Obligation

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

0,00%

2,08%

11,11%

36,11%

41,67%

9,03%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 83,34% of respondents are in the ranges between 17% and 47%.

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.

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-building, operational responsibility or demanding coordination, where the framework must be maintained without failure.

These are individuals who know how to handle what must be done, respect expectations and assume their burdens without making obligation an absolute.

To be prioritized in coordination, middle-management or case-management positions, where both reliability and flexibility of execution are expected.

Profiles with moderate obligation activation (27-37%): Duty present, structured and often moral.
A significant portion of the brain circuits is expressed 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 provide a solid basis for keeping commitments, moving files forward and assuming constraints without completely losing their flexibility.

To be mobilized in operational supervision, project management, execution follow-up or field-responsibility functions, where the framework must be maintained consistently.

Profiles with low obligation activation (17-27%): Passing through duty in order to free oneself from it.
It is in this range that the maximum 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 provide concrete reliability, good priority management and the ability to handle what must be handled before moving on to something else.

Perfectly suited to environments where constraints must be absorbed, current obligations handled and then space freed for initiative, desire or adjustment.

Profiles with very low obligation activation (7-17%): Weak structuring through duty.
This result range comes in second place, just after the one 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%).

These are profiles of flexibility, openness and spontaneity, sometimes destabilizing in highly standardized or highly procedural organizations.

To be positioned in adaptive environments, creation, rapid problem-solving or exploration functions, with explicit external reference points to secure follow-up on commitments.

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%).

These profiles often play a role as initiators, triggers or explorers. However, they can be destabilizing in organizations strongly structured by procedure, hierarchy or compliance.

Preferably position them in exploratory projects, flexible environments or innovation assignments, provided they are given external reference points for follow-up, prioritization and accountability.

3. HR conclusions

They prioritize clear commitments, assumed responsibilities and actions that correspond to what must be done.

Their reliability is high, but they can become fixed in an overly normative logic if the environment requires more flexibility or creativity.

To be mobilized in compliance, demanding steering, operational responsibility functions, or in sectors where duty is added value.

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 they can invest their desires or room for maneuver more freely.

To be prioritized in quality, coordination, optimization or shared-responsibility management contexts.

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 steering functions.

These profiles navigate between responsibility and the desire to act, between what must be done and what they choose to invest in.

They are able to maintain the framework without being completely absorbed by it.

Perfect for middle-management, organizational relay or implementation-support roles.

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 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.

Obligation is not a natural driver of mobilization for them.

They may be destabilized in highly procedural or highly standardized environments.

To be mobilized in flexible environments, exploratory assignments or contexts where adaptation matters more than strict duty.

Their action is independent of a strong sense of obligation.

They prioritize opportunity, desire, possibility or immediate usefulness.

To be mobilized in environments requiring flexibility, creativity or exploration, while providing external reference points when commitments must be secured.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in obligation in order to anticipate how a person manages responsibilities, constraints and commitments.
- Ensure that the level of required structure and accountability matches the candidate's natural relationship to duty.

Internal mobility and development:
- Profiles with strong obligation activation can be mobilized in compliance, control, quality or operational-responsibility roles.
- For profiles less oriented toward obligation, favor environments where flexibility, exploration and adaptation are valued, while clarifying commitments.

Talent development:
- Strengthening the obligation lever means developing responsibility, reliability and the ability to keep commitments.
- Value profiles strongly grounded in duty as guardians of continuity, rigor and accountability.

Possibility and Brain Sequences
HR reading of observed statistical data

Some quickly perceive openings and alternatives, and rely on them to move forward flexibly.

Others explore options with discernment, while maintaining a link 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.

2. Table reading: What do the data tell us?

Statistics: Possibility

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

11,11%

43,75%

36,81%

8,33%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 86,67% of respondents are in the ranges between 27% and 47%.

Profiles with very strong possibility activation (>= 57%): Dominant openness, spontaneous reading of options.
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%).

These individuals can 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, problem-solving, innovation, adjustment or development functions, where opening options is a performance factor.

Profiles with high possibility activation (47-57%): Strong openness to possibilities, with a need for adjustment.
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 make unstable environments more fluid by keeping several courses of action open, but they may sometimes delay closure or a final decision.

Ideal for adaptive coordination, solution design, uncertainty management or change-support roles, where room for maneuver must be maintained.

Profiles with average possibility activation (37-47%): Active and modulable openness.
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%).

These are profiles capable of navigating between structure and flexibility, of opening options while keeping action coherent.

To be prioritized in project management, coordination, operational adaptation or implementation functions where it is necessary to both structure and adjust.

Profiles with moderate possibility activation (27-37%): Possibility present, but regulated by other reference points.
A significant portion of the brain circuits is expressed in this range:

Logical intelligence + Intuitive intelligence (8,33%).

Logical intelligence + Rational intelligence (7,81%).

Reactive intelligence + Rational intelligence (11,67%).

Rational intelligence + Logical intelligence (11,30%).

Rational intelligence + Reactive intelligence (5,88%).

They provide an interesting ability to adjust, while maintaining a sense of priorities and necessary structure.

To be mobilized in operational coordination, implementation support, problem-solving or adaptation roles where controlled openness is needed.

Profiles with low possibility activation (17-27%): Framework or duty more present, openness secondary.
It is in this range and the following two that the lowest possibility activations are found:

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 provide 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 it is necessary to execute consistently, hold a clear line or absorb constraints before considering alternatives.

These are profiles of stability, continuity and execution, sometimes uncomfortable in very open or poorly structured environments.

To be positioned in structured environments, follow-up, production or execution functions, with external reference points if greater openness to alternatives is expected.

These profiles often play the role of stabilizers, reliable executors or guardians of continuity. However, they may be destabilized in very open, shifting or poorly structured organizations.

Preferably position them 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. HR conclusions

They favor adaptable solutions, margins of maneuver and paths that leave freedom for adjustment.

Their range of options is broad, but they may become scattered or delay stabilization if they must decide quickly.

To be mobilized in design, innovation, problem-solving functions, or in contexts where agility represents added value.

They seek to preserve alternatives, with vigilance regarding opportunities or possible adjustments.

They need to feel that margins of maneuver remain before fully committing to a single path.

To be prioritized in contexts of adjustment, optimization, change support or flexible organization.

These profiles know how to make good use of options without getting bogged down in them, and how to open up avenues without losing the thread of action.

They adapt solutions to new situations after reflection and with discernment.

Ideal in adjustment, organization, coordination or evolving steering functions.

These profiles navigate between openness and structure, between what can be attempted and what must be secured.

They are able to leave options open without letting them completely drive the action.

Perfect for coordination, adaptation or implementation-support roles.

Their practical stability facilitates continuity, but this logic may limit innovation if the framework remains too closed.

They can use possibilities seriously without making them a deep driver of action.

To be positioned in environments where the framework is clear, while gradually opening spaces for adjustment, alternative solutions or innovation.

They may sometimes overlook available options, margins of maneuver or fallback solutions.

Their reference points are often to be built within the framework, continuity or an already stabilized line of action.

To be prioritized in structured projects, execution, production or follow-up contexts, with support if greater openness to alternatives is desired.

Their logic is centered on stability, not on exploring alternatives.

They may become uncomfortable if the environment requires constant adaptation or open-ended exploration.

To be positioned in highly structured environments, follow-up or production activities, with external mechanisms if greater flexibility is to be introduced.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in possibility in order to anticipate how a person will read margins of maneuver, adjust to the unexpected or open alternatives.
- Avoid cultural gaps: a profile strongly oriented toward possibility may clash with a highly normative organization, and vice versa.

Internal mobility and development:
- Raise teams' awareness of the diversity of relationships to possibility in order to avoid tensions between « option openers » and « guardians of the framework ».
- Favor profiles with average possibility activation in coordination contexts: they know how to balance openness, realism and adaptability.

Talent development:
- Encourage profiles strongly oriented toward possibilities to share their flexibility, while opening spaces for structuring and prioritization.
- Create a company culture that values both the opening of options, the quality of decision-making, and the ability to articulate possibility, duty and desire according to roles.

Desire and Brain Sequences
HR reading of observed statistical data

Some rely strongly on what attracts them, motivates them or makes them want to act in order to engage fully.

Others mobilize their desire with measure, combining it with responsibilities, constraints or objectives to be maintained.

Still others may detach from their personal desires in order to act first according to what is necessary, possible or expected.

2. Table reading: What do the data tell us?

Statistics: Desire

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

0,00%

13,89%

36,81%

22,22%

25,69%

1,39%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 87,50% of respondents are in the ranges between 07% and 27%.

These individuals can offer great intensity of engagement, strong mobilizing force and remarkable investment, but they also risk disengaging quickly if meaning or desire is no longer present.

To be positioned in environments where initiative, creativity, passion for the subject or personal engagement are performance factors.

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 coaching, where personal engagement makes a meaningful difference.

Profiles with average desire activation (37-47%): Active and modulable desire.
A large portion of the brain circuits is expressed in this range and in the following 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%).

These are individuals who know how to invest themselves when the activity resonates with them, without making desire an absolute condition.

To be prioritized in development, coordination, facilitation or project-management positions where both engagement and ability to adjust are expected.

Profiles with moderate desire activation (27-37%): Desire present, but regulated by other reference points.
A significant portion of the brain circuits is expressed in this range:

Logical intelligence + Intuitive intelligence (22,22%).

Logical intelligence + Rational intelligence (28,62%).

Rational intelligence + Logical intelligence (28,12%).

Rational intelligence + Reactive intelligence (28,16%).

Reactive intelligence + Rational intelligence (27,50%).

They offer a solid basis for maintaining engagement while regulating the variations of personal motivation.

To be mobilized in operational supervision, project leadership, development or action-support roles where engagement must remain sustainable without depending only on immediate desire.

Profiles with low desire activation (17-27%): Motivation present but secondary.
A large portion of the brain 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 provide good continuity of action, an ability to stay engaged without depending too much on fluctuations in desire, and valuable stability in demanding contexts.

Perfectly suited to environments where one must hold steady over time, absorb constraints or move forward with consistency, even when immediate attraction is limited.

Profiles with very low desire activation (7-17%): Weak mobilization of desire as a reference point.
A clear decrease in sequences is observed in this range of results:

Reactive intelligence + Rational intelligence (18,33%).

Rational intelligence + Reactive intelligence (11,05%).

Rational intelligence + Logical intelligence (8,99%).

Logical intelligence + Rational intelligence (2,23%).

Logical intelligence + Intuitive intelligence (1,39%).

These are profiles of consistency, restraint and regulation, sometimes destabilized in environments where strong spontaneous enthusiasm or marked emotional involvement is expected.

To be positioned in structured environments, follow-up, organization, production or stable-responsibility functions, with explicit spaces if one wishes to support intrinsic motivation further.

These profiles often play the role of stabilizers, regulators or reliable executors. They may, however, be destabilized in organizations where passion, expressiveness or visible enthusiasm are strongly valued.

Preferably position them in structured environments, execution, follow-up or stable-responsibility roles, provided they are given clear reference points if more personal mobilization is expected.

3. HR conclusions

They favor projects that engage them personally, give them energy and allow them to invest themselves fully.

Their mobilization is powerful, but can decrease quickly if the link to desire, meaning or personal interest disappears.

To be mobilized in creation, development, mobilization, coaching or transformation functions, where personal engagement is a decisive factor.

They seek to preserve a link with what animates them while remaining capable of recognizing constraints and priorities.

They need to feel that what they are doing has meaning, interest or personal value.

To be prioritized in contexts where engagement, meaning, motivation and adaptability are key.

These profiles know how to invest themselves without making desire the only condition for action.

They adapt their engagement to situations with reflection and discernment.

Ideal in project, development, coordination or evolving steering functions.

These profiles navigate between what attracts them, what they must do, and what is possible.

They are able to use desire without letting it completely drive the action.

Perfect for coordination, development or implementation-support roles.

Their practical stability facilitates consistency, but this logic may limit personal mobilization if the framework takes up too much space.

They can act seriously without making desire a deep driver of action.

To be positioned in environments where the framework is clear, while gradually opening spaces for personal motivation, meaning or engagement.

They may sometimes overlook personal engagement, intrinsic motivation or the mobilizing force of meaning.

Their reference points often need to be built around the framework, usefulness or continuity rather than desire.

To be prioritized in structured projects, execution, production or follow-up contexts, with support if one wishes to develop greater personal mobilization.

Their logic is centered on execution or regulation rather than on personal attraction.

They may become uncomfortable if the environment constantly demands enthusiasm, expressiveness or personal passion.

To be positioned in structured environments, follow-up or production activities, with external mechanisms if greater motivational mobilization is to be introduced.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in desire in order to anticipate how a person mobilizes their energy, intrinsic motivation and personal engagement.
- Avoid cultural gaps: a profile highly oriented toward desire may clash with a highly normative organization, and vice versa.

Internal mobility and development:
- Raise teams' awareness of the diversity of relationships to desire in order to avoid tensions between « engagement drivers » and « guardians of continuity ».
- Favor profiles with average desire activation in coordination contexts: they know how to balance involvement, meaning and realism.

Talent development:
- Encourage profiles highly oriented toward desire to share their power of mobilization, while opening spaces for regulation and perspective.
- Create a company culture that values personal engagement, quality of motivation and the ability to articulate desire, duty and possibility according to roles.

Past and Brain Sequences
HR reading of observed statistical data

Some revisit the past in order to learn and evolve.

Others use it as a framework of security, validation or continuity.

Still others detach from it quickly in order to act from the present or the future.

2. Table reading: What do the data tell us?

Statistics: Past

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

0,00%

3,47%

11,11%

38,89%

20,83%

25,69%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 70,84% of respondents are in the ranges between 07% and 27%.

These individuals can offer great prudence, strong reliability and continuity, but may also freeze action if the context requires rapid change.

To be positioned in environments where experience, continuity, transmission, compliance or preservation of acquired knowledge are performance factors.

They secure unstable environments by relying on what has already worked, while bringing continuity and reference points.

Ideal for roles involving transmission, continuous improvement, quality, compliance or preservation of organizational knowledge.

These are individuals who learn from their mistakes, know how to sort through their memories, and draw useful lessons without remaining fixed.

To be prioritized in continuous improvement, training or support positions, where both capitalization on experience and ability to evolve are expected.

Profiles with moderate past activation (27-37%): Balanced reference point, memory serving action.
A significant portion of the brain circuits is expressed in 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 provide a solid basis for learning, transmitting and maintaining reference points while continuing to evolve.

To be mobilized in operational supervision, project leadership, training or continuous-improvement roles, where it is important to combine experience and adaptability.

Profiles with low past activation (17-27%): Living present or future, weak memory imprint.
It is in this range that the maximum 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 bring significant agility, a great capacity for updating, and freshness in their approach to problems.

Perfectly suited to environments in constant transformation, innovation or planning roles, problem-solving or the development of new practices.

Profiles with very low past activation (7-17%): A break with previous patterns.
This result range comes in second place, just after the 17% to 27% range:

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%).

These are profiles of rupture, invention and deconditioning, sometimes destabilizing in historical organizations.

To be positioned in pilot projects, exploration phases or start-up environments, with external capitalization tools to frame their progress.

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%).

These profiles often play the role of triggers, catalysts for change or scouts. They may, however, be destabilizing in organizations strongly marked by history, tradition or collective memory.

Preferably position them 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 progress.

3. HR conclusions

They favor proven solutions and methods that have demonstrated their value.

Their reliability is high, 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.

They seek to reproduce what works, with vigilance regarding deviations from known norms.

They need to understand the already seen before considering the new.

To be prioritized in optimization, continuous improvement or quality-management contexts.

These profiles know how to use experience without getting too bogged down in it, drawing lessons without restricting themselves too much.

They adapt what they have acquired to new situations after reflection and with discernment.

Ideal in adjustment, experience-integration or evolving steering functions.

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.

Their cognitive agility facilitates adaptation, but may lack consolidation and reference points.

They may neglect the lessons of the past if they are not supported.

To be positioned in changing environments, innovation, or new-solution design.

They may sometimes neglect organizational memory or reproduce past mistakes.

Their reference points often need to be built in the moment or in projection.

To be prioritized in disruption, incubation or radical transformation projects, with feedback-based guidance and structuring indicators.

Their natural posture is questioning, evolution, transformation and a fresh perspective.

They bring new ideas, offbeat practices, and sometimes fertile chaos.

To be positioned in pilot projects, disruption or exploration environments, or in the creation of new models.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the degree of grounding in the past in order to anticipate how a person will validate their choices or react to novelty.
- Avoid cultural ruptures: a profile very oriented toward the past may clash with a moving organization, and vice versa.

Internal mobility and development:
- Raise teams' awareness of the diversity of relationships to the past in order to avoid tensions between « old guard » and « change agents ».
- Favor profiles with average past activation in transition contexts: they know how to balance continuity and renewal.

Talent development:
- Encourage profiles grounded in history to share their expertise, while opening spaces for updating practices.
- Create a company culture that values history, adaptation and foresight at the same time, according to roles and contexts.

Present and Brain Sequences
HR reading of observed statistical data

Some settle into it in order to act with lucidity and pragmatism.

Others use it as an immediate adjustment point, in connection with what is happening in the environment.

Still others may find themselves trapped by immediacy, urgency or the pressure of the moment.

Statistics: Present

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

5,56%

11,11%

23,61%

31,25%

22,22%

4,86%

1,39%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 57,50% of respondents are in the ranges between 17% and 27%.

This strong focus may make them vulnerable to immediate pressure or to difficulty stepping back.

To be mobilized in emergency, field operations, or customer-service roles where immediate reaction and active presence are essential.

They are able to read the signals of the moment, identify what is changing, and adjust their actions quickly.

Well suited to roles requiring responsiveness, team coordination, customer contact, or operational regulation.

Profiles with moderately high activation (37-47%): Constructive presence, active observation.
A good portion of the brain circuits is expressed in 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%).

These profiles observe, adapt and react consciously.
Their action relies on the present as a lever for adjustment, without freezing or rushing.

They can connect analysis of the present moment with short-term decisions, while remaining open to progress.

Very well suited to operational management, team coordination, or steering roles where it is necessary to see what is happening and adjust immediately.

Profiles with moderate present activation (27-37%): Balanced presence, adjusted temporal distance.
A significant portion of the brain circuits is expressed in this range:

Rational intelligence + Logical intelligence (30,14%).

Logical intelligence + Rational intelligence (31,23%).

Reactive intelligence + Rational intelligence (26,67%).

Logical intelligence + Intuitive intelligence (31,25%).

Rational intelligence + Reactive intelligence (33,87%).

They provide a good balance between reaction and perspective.

To be mobilized in roles requiring observation, coordination, regulation and gradual decision-making.

Profiles with low present activation (17-27%): Weaker grounding in the present, influenced by future or past.
It is in this range that several circuits remain present but less dominant:

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%).

This does not mean inefficiency, but rather a form of absorption in other temporalities, where impatience gives way to anticipation, memory, stress or anxiety.

They require a structuring and structured framework, precise time reference points and support in managing present time.

Profiles with low present activation (7-17%): Detachment from the here and now and an outlook turned toward the future or the past.
The dominant circuits here are:

Reactive intelligence + Rational intelligence (12,50%).

Rational intelligence + Logical intelligence (8,99%).

Rational intelligence + Reactive intelligence (7,13%).

These profiles function little from what is here now.
They may have a strong orientation toward the future, or conversely become locked into the past.

This can create tempo gaps that may be perceived as slowness, absence, or hesitation in moving quickly into action.

To be supported in structuring the rhythm of action, and integrated into roles less exposed to urgency or unexpected-event management.

Reactive intelligence + Rational intelligence (10,00%).

The relationship to the present is almost nonexistent.
They drive while looking far ahead or staring at objects in the rear-view mirror.

These profiles act at a distance from immediacy. They may have a very active inner world (ideas, memories, projections), but may have difficulty locating themselves in concrete, immediate present action.

To be positioned in stable, low-fluctuation environments, or in analytical, conceptual functions... but with vigilance regarding execution timing.

3. HR conclusions

They show great responsiveness, but may lack perspective or long-term vision.

The immediate environment strongly influences their action: they may be very effective... or very destabilized.

To be mobilized in rapid-intervention, reception, direct-service or emergency-management contexts.

They show discernment and react quickly without rushing.

They need a clear framework to channel their effectiveness in action.

Ideal for coordination, regulation, or day-to-day management functions.

They combine vigilance, listening and a sense of concrete opportunity.

Their presence supports good timing and appropriate action.

To be positioned in roles requiring observation, coordination, adjustment and responsiveness.

They can remain available to the moment without losing their ability to step back.

Their effectiveness depends on their ability to connect the current situation with broader reference points.

Useful in functions requiring balance between responsiveness, analysis and continuity.

They may tend to intellectualize, anticipate, or look for escape routes rather than act.

Their grounding in immediate action depends on prompts or context.

To be supported in real-time management, and positioned in functions with fewer emergencies to handle.

Their action may often be out of step with the needs of the moment, which can create tension or misunderstandings.

They are reliable on background tasks, but less comfortable with responsiveness or managing the unexpected.

To be positioned in support, reflection or autonomous production functions, with a controlled pace.

They have difficulty reacting in time, mobilizing in the moment, or picking up contextual signals.

Their contribution may be rich... but not visible immediately.

To be mobilized in strategic or analytical functions, with broad timelines and little instant pressure.

4. Strategic uses for HR.

Recruitment and selection:
- Evaluating grounding in the present makes it possible to distinguish proactive profiles that are attentive to context from those more oriented toward reflection or anticipation.
- Align this lever with position requirements: some functions require strong presence in the moment (reception, unexpected-event management), while others value perspective and projection.

Internal mobility and development:
- Identify collaborators 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 contextual-vigilance training mechanisms.

Talent development:
- Count on profiles strongly grounded in the present to manage urgent situations, dynamic interactions or interface functions.
- Help less-present profiles integrate anchoring rituals into the here and now, develop selective attention and better pick up signals in the environment.

Future and Brain Sequences
HR reading of observed statistical data

Some use the future as a compass for deciding in uncertainty.

Others project themselves into it in order to free themselves from past constraints.

Still others may lose themselves in an idealized future if the present is not sufficiently grounded.

Statistics: Future

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

29,86%

36,81%

27,78%

4,86%

0,69%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 89,16% of respondents are in the ranges between 37% and 57%.

Profiles with very strong future activation (>= 57%): A dominant projection, a strategic engine.
All circuits are very strongly represented:

Logical intelligence + Rational intelligence (33,46%).

Reactive intelligence + Rational intelligence (25,83%).

Rational intelligence + Reactive intelligence (29,41%).

Rational intelligence + Logical intelligence (32,17%).

Logical intelligence + Intuitive intelligence (29,86%).

These individuals can bring great strategic vision, strong capacity for anticipation and remarkable consistency in effort, but may sometimes neglect present reality.

To be positioned in transformation, development, long-term planning or strategic steering environments.

They need to keep a clear direction, a visible trajectory and mobilizing objectives.

Profiles with strong future activation (47-57%): Measured anticipation, good adjustment capacity.
All circuits are highly concentrated:

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%).

These profiles project concretely, without losing sight of present realities or lessons from the past.
They are able to develop and plan coherent action plans while remaining adaptable.

Their projections are structured, often oriented toward securing the future.

They are able to manage upcoming deadlines, steps and necessary resources effectively.

Ideal for roles involving operational anticipation, forecasting management or evolving supervision.

Profiles with moderately high future activation (37-47%): Flexible projection capacity, balance between tomorrow and now or tomorrow and yesterday.
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%).

These profiles anticipate pragmatically, according to needs or signals from the context.
Their relationship to the future is proactive but lucid: they consider possibilities without overinvesting.

They adapt quickly if conditions evolve, while keeping a direction.

To be called upon in medium-term projects, transition roles or adaptive-management roles.

Balanced profiles (27-37%): Projection still present, but receding - toward refocusing.
This range marks a clear drop in projection toward the future 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%).

Their posture may indicate a tension between the need for security and the desire to move forward.

To be supported in coordination or interface roles, by valuing clear, progressive and well-framed projects.

They prefer to refer to the known, the experienced, the measurable, or to fully live in the present moment.

To be prioritized in roles better adapted to their dominance for the past or the present.

aide2.PPFFUTURSTAT072SYNTH

3. HR conclusions

Their mode of action is based on objectives to reach, a clear direction and mobilizing reasons.

They may neglect the immediate or yesterday if it does not fit into their vision.

To be mobilized in strategic functions, transformation roles, or projects requiring vision, projection and consistency of effort.

They set goals, organize the path and mobilize energy around a direction.

They need visible perspectives, clear steps and a meaningful direction.

Ideal for planning, development, project steering or transformation-support roles.

These profiles know how to plan without becoming imprisoned by projection.

They adjust their direction according to situations, resources and constraints.

Ideal in coordination, project management, transition or evolving steering functions.

Profiles with moderate future activation (27-37%): The future is present, but not dominant.
Projection exists, but it is balanced by the present, the past or immediate operational needs.

These profiles can prepare for what is coming without making it the main driver of action.

They may need a clear framework in order to project themselves with confidence.

Useful in functions requiring progressive planning, coordination and short- to medium-term follow-up.

This can make them effective in concrete action, but less comfortable in long-term planning.

They may need support to connect daily action to a broader purpose.

To be positioned in environments where the objectives are clear, concrete and close enough to support engagement.

This does not make them less effective, but directs their contribution either toward immediate action, the concrete and the instantaneous, or toward preservation and history to be protected.

Their adaptability relies on immediate action or reference to experience more than on planning.

To be mobilized in dynamic contexts centered on the here and now, or in intervention, contact or execution roles.

Their logic is centered on the immediate or on what is already known rather than on what is to be built.

They may become uncomfortable if the environment constantly requires long-term projection or strategic anticipation.

To be positioned in operational, immediate, execution or experience-based roles, with external mechanisms if a future-oriented vision must be developed.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the intensity of the future lever in order to anticipate a person's capacity for projection, long-term vision and strategic planning.
- Ensure that the degree of projection required by the role corresponds to the candidate's natural future orientation.

Internal mobility and development:
- Profiles with strong future activation can be mobilized on transformation assignments, long-term development, or prospective initiatives.
- For profiles less oriented toward the future, support toward vision should be favored by working on their ability to 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 strongly future-oriented profiles as carriers of innovation, trajectory scouts or drivers of collective ambition.

Identity and Brain Sequences
HR reading of observed statistical data

Some build it from their ideas, their own logic, and their uniqueness.

Others seek it through validation by the framework, norms or external expertise.

Still others cling to it as a shield against uncertainty or the fear of losing their reference points.

Statistics: Identity

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

15,97%

27,08%

21,53%

19,44%

14,58%

1,39%

0,00%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 85,00% of respondents are in the ranges between 27% and 47%.

Profiles with very strong identity activation (>= 57%): Inner solidity, consistent affirmation.
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%).

These profiles have a strong awareness of who they are, what they want and what they do not want.
Their posture is marked by affirmation, internal coherence, and sometimes a form of rigidity.

They position themselves clearly, without constantly seeking approval.

Their stability is valuable in contexts of transformation or tension, and should be mobilized in supervisory roles, reference-posture roles or identity-based leadership.

Profiles with strong identity activation (47-57%): Strong and adaptable integrity.
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%).

Their inner security allows clear exchanges and effective regulation of tension.

To be prioritized in interface, coordination or strategic communication roles.

Profiles with good identity activation (37-47%): A well-built and affirmed identity, but without rigidity.
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%).

Their identity construction is alive and adaptable, but can sometimes be unstable.

To be supported in their personal development or in taking on new responsibilities.

Profiles with moderate identity activation (27-37%): Fluid and stable positioning.
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%).

They can be very useful in complex or hybrid environments.

To be mobilized in mediation, supervision or collective facilitation roles.

Profiles with low identity activation (27-37%): Other drivers of action take on greater importance.
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%).

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.

It is preferable to let them focus on relationship or power, because they may not yet be ready to make the leap toward their identity.

To be supported in roles where their contribution can align with a shared purpose, while securing their own identity positioning.

3. HR conclusions

Their posture is clear, their positioning constant, even in shifting 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 determining factors.

They know how to take their place while respecting relational or power balances.

They combine personal grounding and openness to others.

Ideal for representation, coordination or mentoring roles.

Their identity adjusts to the context: they may choose to convince through action rather than verbal affirmation.

They are collaborative, reliable and stable profiles.

To be prioritized in co-construction environments, project teams or cross-functional leadership.

Profiles with moderate identity activation (27-37%): A functional and balanced identity.
Identity is neither erased nor overdetermining; it simply is.

They can put themselves 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.

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 stand out, but their value may be underestimated if it depends on visible recognition.

To be supported in clarifying their positioning and legitimizing their posture.

Their functioning relies on other, more dominant levers: relationship (need for belonging, emotional recognition), power (control, external influence), or even collective values.

Their own identity is little claimed, or even bypassed, because this is not where their main driver is located.

To be supported not by forcing individuation, but by consolidating their stability from their real drivers, whether relational, strategic or structural.

Their functioning relies on other, more dominant levers: relationship (need for belonging, emotional recognition), power (control, external influence), or even collective values.

Their own identity is little claimed, or even bypassed, because this is not where their main driver is located.

To be supported not by forcing individuation, but by consolidating their stability from their real drivers, whether relational, strategic or structural.

4. Strategic uses for HR.

Recruitment and selection:
- Integrate the level of identity activation into position 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 affirmation.

Internal mobility and development:
- Support self-expression among profiles developing their identity by positioning them in caring environments that foster recognition and progressive taking of space.
- For profiles with a very affirmed identity, provide spaces for autonomy and visibility while avoiding overly normative or limiting environments.

Talent development:
- Help profiles in identity 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 placing them in reference-posture roles within the organization.

Relationship and Brain Sequences
HR reading of observed statistical data

Some invest the bond as a natural space of cooperation, attunement and belonging.

Others approach it with caution, seeking reference points, clarity or a reassuring framework.

Still others may engage in it intensely, with the risk of being too affected by tensions, rejection or imbalances.

Statistics: Relationship

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

6,25%

17,36%

25,69%

28,47%

13,89%

4,86%

3,47%

From 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%

From 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%

From 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%

From 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%

From this 8,33%, 96,67% of respondents are in the ranges between 37% and 57%.

Profiles with very strong relationship activation (>= 57%): Intensity of connection, immediate relational engagement.
In this range of results, 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%).

They enter into relationships 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 strong relationship activation (47-57%): Strong and structuring openness to relationships.
In this range of results, 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%).

Their ease in creating connection promotes communication, collaboration and collective engagement.

To be prioritized in support, coordination, customer relations, team cohesion or people-centered management roles.

Profiles with good relationship activation (37-47%): Present, built and adaptable relationship.
In this range of results, 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%).

Their relational functioning is alive and adaptable, but may sometimes lack stability depending on environments or interpersonal tensions.

To be supported in contexts of collaboration, team communication, customer relations or collective regulation.

Profiles with moderate relationship activation (27-37%): Measured connection and stable adjustment.
In this range of results, the dominant circuits are:

Rational intelligence + Logical intelligence (17,97%).

Logical intelligence + Rational intelligence (20,82%).

Rational intelligence + Reactive intelligence (13,37%).

Reactive intelligence + Rational intelligence (3,33%).

Logical intelligence + Intuitive intelligence (28,47%).

They can be very useful in complex environments, shared organizations or groups requiring relational balance.

To be mobilized in mediation, coordination, support or team facilitation roles.

Profiles with low relationship activation (17-27%): Connection is not the primary driver of engagement.
In this range of results, 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%).

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.

It is preferable not to overexpose them to constant relational expectations, but to have them contribute where connection supports action without fully conditioning it.

To be supported in roles where their contribution can fit into a clear framework, with explicit relational expectations, without requiring them to overinvest in connection.

3. HR conclusions

Their posture is open, engaged, and often mobilizing, even in shifting contexts.

They may show great relational sensitivity, but also greater exposure to tensions, unspoken issues or emotional imbalances.

To be mobilized in functions where the quality of connection, cooperation, support or cohesion is determining.

They combine relational quality and decision-making capacity.

They know how to preserve the bond without letting themselves be overwhelmed.

Relevant in coordination, team management or support roles.

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 relationship activation (27-37%): Relationship as an occasional resource.
Relationship is not absent, but it is not the main source of engagement.

They can cooperate, but without seeking a strong or permanent relational bond.

They prioritize clarity, role or task over the relational climate.

Useful in functions requiring occasional cooperation, structure and autonomy.

They may remain effective without seeking to create a strong bond.

The relational dimension is not a significant engagement lever.

To be positioned in technical, analytical or low-interaction roles.

They can be effective without interaction or social recognition.

To be mobilized in autonomous, expert or low-interdependence functions.

They can be effective without interaction or social recognition.

To be mobilized in autonomous, expert or low-interdependence functions.

4. Strategic uses for HR.

Recruitment and selection:
- Identify the intensity of the relational lever in order to target profiles oriented toward cooperation, cohesion and support.
- Ensure that the expected level of interaction matches the candidate's relational appetite: team role, customer relationship, mediation, or autonomous contribution.

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, functions where individual effectiveness and clarity of roles take precedence over relational dynamics should be favored.

Talent development:
- Strengthening the relational lever means developing listening skills, collaboration and the quality of connection.
- Value strongly relational profiles as facilitators, creators of cohesion and guardians of the human climate.

Power and Brain Sequences
HR reading of observed statistical data

Some invest power as a natural capacity to act, decide, arbitrate and orient situations.

Others approach it cautiously, first seeking legitimacy, reference points or a framework that authorizes action.

Still others may engage in it intensely, with the risk of stiffening their position, over-controlling, or confusing influence with control.

Statistics: Power

Intelligences

>=57%

>=47<57

>=37%<47

>=27%<37

>=17%<27

>=07%<17

Logical + Intuitive (10,00%).

2,08%

10,42%

25,00%

25,69%

9,03%

From 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%

From 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%

From 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%

From this 38,96%, 90,56% of respondents are in the ranges between 0% and 17%.

Reactive + Rational (8,33%).

0,00%

2,50%

3,33%

10,83%

32,50%

50,83%

From this 8,33%, 94,16% of respondents are in the ranges between 0% and 17%.

They easily take charge, seek to move things forward and have little tolerance for helplessness or indecision.

Their ability to initiate, orient and maintain a line of action is valuable in contexts of steering, decision-making or transformation, provided their quality of listening and sharing is supported.

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-management roles.

Their functioning in relation to power is alive and adaptable, but may sometimes lack stability depending on power dynamics or environments.

To be supported in contexts involving taking responsibility, cross-functional coordination or decisions involving visible arbitration.

Profiles with moderate power activation (27-37%): Measured influence and stable adaptation.
In this range of results, 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%).

They can be very useful in complex environments, shared organizations or groups that require a sober exercise of authority.

To be mobilized in regulation, coordination, middle-management or cross-functional facilitation roles.

Profiles with low power activation (17-27%): Influence is not the primary driver of engagement.
In this range of results, 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%).

They may tend to avoid confrontation, visible decisions 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 contribution roles, but to be supported in positions highly exposed to arbitration.

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%).

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 almost no power activation (< 7%): The drivers of action and motivation lie elsewhere.
This level corresponds to a clear break with power as a decision-making reference point.

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%).

To be supported in roles where their contribution can fit into a clear framework, with explicit responsibilities, without requiring overinvestment in power dynamics or mastery over others.

3. HR conclusions

Their posture is active, direct and often decisive, even in complex contexts.

They may be powerful drivers of transformation, but must watch the risk of over-control.

To be mobilized in functions where decision-making, action, influence and accountability are central.

They combine influence and discernment in their decision-making.

They know how to exercise their power without excessive control.

Relevant in coordination, steering or shared-responsibility roles.

They can make decisions without systematically seeking ascendancy.

Their impact varies according to situations and issues.

To be positioned in functions requiring contribution, occasional decision-making and collaboration.

They participate without seeking to lead or influence.

They prioritize execution or collaboration over taking power.

Useful in functions requiring reliability, contribution and support.

Profiles with low power activation (17-27%): A weak search for control.
Their action is little oriented toward taking control.
They prioritize execution or contribution without power stakes.

They avoid positions of authority or confrontation.

Control is not a mobilizing lever for them.

To be positioned in support or technical contribution roles, taking into account their identity or relational dominance.

Their action is independent of any desire for ascendancy.

They prioritize neutrality, execution or withdrawal.

To be mobilized in functions requiring discretion, neutrality or technical expertise.

Their action is independent of any desire for ascendancy.

They prioritize neutrality, execution or withdrawal.

To be mobilized in functions requiring discretion, neutrality or technical expertise.

4. Strategic uses for HR.

Recruitment and selection:
- Identifying the intensity of the power lever makes it possible to target profiles oriented toward decision-making, influence and responsibility.
- Ensure that the level of authority and responsibility of the position corresponds to the candidate's capacity and need for influence: steering, leadership or contribution.

Internal mobility and development:
- Profiles with strong power activation can be mobilized in leadership, steering or strategic project management functions.
- For profiles less oriented toward power, environments where contribution, expertise or execution are valued without pressure to influence should be favored.

Talent development:
- Strengthening the power lever means developing the ability to decide, influence and assume responsibilities.
- Value highly power-oriented profiles as drivers of action, decision-makers and carriers of organizational responsibilities.

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