All Rationals are good at planning operations, but Masterminds are head and shoulders above all the rest in contingency planning. Complex operations involve many steps or stages, one following another in a necessary progression, and Masterminds are naturally able to grasp how each one leads to the next, and to prepare alternatives for difficulties that are likely to arise any step of the way. Trying to anticipate every contingency, Masterminds never set off on their current project without a Plan A firmly in mind, but they are always prepared to switch to Plan B or C or D if need be.
Masterminds are rare, comprising no more than one to two percent of the population, and they are rarely encountered outside their office, factory, school, or laboratory. Although they are highly capable leaders, Masterminds are not at all eager to take command, preferring to stay in the background until others demonstrate their inability to lead. Once they take charge, however, they are thoroughgoing pragmatists. Masterminds are certain that efficiency is indispensable in a well-run organization, and if they encounter inefficiency -- any waste of human and material resources -- they are quick to realign operations and reassign personnel. Masterminds do not feel bound by established rules and procedures, and traditional authority does not impress them, nor do slogans or catchwords. Only ideas that make sense to them are adopted; those that don't, aren't, no matter who thought of them. Remember, their aim is always maximum efficiency.
In their careers, Masterminds usually rise to positions of responsibility, for they work long and hard and are dedicated in their pursuit of goals, sparing neither their own time and effort nor that of their colleagues and employees. Problem-solving is highly stimulating to Masterminds, who love responding to tangled systems that require careful sorting out. Ordinarily, they verbalize the positive and avoid comments of a negative nature; they are more interested in moving an organization forward than dwelling on mistakes of the past.
Masterminds tend to be much more definite and self-confident than other Rationals, having usually developed a very strong will. Decisions come easily to them; in fact, they can hardly rest until they have things settled and decided. But before they decide anything, they must do the research. Masterminds are highly theoretical, but they insist on looking at all available data before they embrace an idea, and they are suspicious of any statement that is based on shoddy research, or that is not checked against reality.
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Planning/Business/Design
I like contingency planning. I have a Plan A most of the time, usually down to a Plan D. If I have exhausted all options, I will find another that checks against reality. I can be a leader, and I have had leadership education, but I do prefer to sit in the background, working to support a strong leader and supplement good leadership. Practicality has solved many problems, and it is my method of choice.
Efficiency is necessary in almost all things. Sometimes I may be happy with a simple design over a complex one- because it works. Function over form; but form is important as well. In regards to business, efficiency is king, and should be balanced with satisfaction and happiness. "Traditional" authority based on "my way or the highway" does not impress me. Flexibility and strong leadership encourage me to reach my potential. Anything that stifles my progress to become more efficient and productive will cause major problems.
In a situation of responsibility, I can take responsibility for my own actions. In the pursuit of an important goal, I am dedicated to finishing what I started. I like solving problems, even if I have to come back to them. Everything can be analyzed. I balance optimism and pessimism: sometimes negative feedback is necessary (through constructive criticism) to move forward and to improve. Regardless of optimism/pessimism, I always want to move forward, and I want to learn from mistakes, not dwell on them.
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Stress in the Workplace
Stress comes when they are forced to deal with too many unexpected events or if they are forced to be too extraverted for too long. The stress manifests itself by obsessive thoughts on external data and feelings of the world being against them. They can recover if they are given time to be alone, get their tasks rebalanced and have time to pursue their visionary solutions.
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