The Innovator

Everyone has conflicting basic needs that usually unconsciously argue about what we should or should not do. In the innovator, enforcement and recognition lead the inner team. They want to impress and get ahead through special achievements.

The two strongest forces in the inner team are assisted by the orientation needs for knowledge and empathy.

The rational thinking of the rationality side provides for the analysis of what has happened to date and also what factual consequences would result from changes, for example.

The emotional side of empathy not only feels possible effects, but also uses intuition to come up with improvements and imagination to test their responsible realization.

The interplay between rationality and empathy provides our leadership team with tested, feasible visions from enforcement and recognition.

Conflicts arise between these four parties that need to be resolved:

• Enforcement wants everything done immediately and exerts pressure.
• Recognition wants to check everything carefully and avoid mistakes. This takes time.

Innovators need good time management to do justice to both sides.

Rationality wants to exclude the emotional aspects because they cannot be calculated and are therefore pointless. Empathy resists this emotional coldness. We do not live alone and if we hurt other people emotionally, this has consequences that we can observe in the many armed conflicts today.

Innovators need a talent for mediation and must always consciously switch on balancing reason in their deliberations.

And then there are the basic needs for Belonging and Safety. Both of these are also essential for survival. And they increase the innovator’s inner conflict potential.

Belonging says: “We don’t live alone in this world. To provide for ourselves, we need people to provide food, clothing, housing, energy and so on. You have to adapt to them, talk to them, integrate yourself at least to some extent. At some point and to someone, you want to sell your great ideas. That won’t work without communication.”

Safety adds: “If you don’t take care of yourself, you’ll end up on the street at some point, without shelter, without supplies, but with highly interesting concepts. Those who blindly strive forward with zeal are taking far too great a risk. Totally unnecessary and with great potential for self-destruction. We need reliability and you four can present well thought-out plans for this. I will examine everything for risks.”

The innovator realizes:

**If the inner team wants to agree on common paths, it needs attractive goals that everyone agrees on.

The inner team has a problem. The innovator loves that. That’s exactly what he is for. Problems are like unsolved puzzles, simply exciting. He can let off steam with them.

Assess the exact initial situation, let his imagination run wild, think fast and furiously, try out the first solutions in his mind, either discard them immediately or hold on to them for the time being because other elements are still missing. Ask your intuition for other suggestions. Try out and evaluate.

Look for an attractive goal that satisfies all six opposing basic needs.

Where do we look for problems that we can solve innovatively?

Body (facts, technology, physics …) Soul (emotions, music, theater …) Mind (culture, faith, philosophy …)

Past (history, evolution, causal research …) Present (sensing, transportation, processing …) Future (development, medicine, health …)

Individual (beauty, education, time management …) Partner (mediation, care, coaching …) Group (communication, health, study programs …)

In this way, 3 x 3 x 3 = 27 fields can be defined for which the innovator could be enthusiastic, for example Soul-Future-Partner. What he chooses depends on his previous experience, his preferences or even his hobbies.

Perhaps he suffered as a child from his parents’ arguments and later from his own failed relationships. In psychoanalysis, he has learned that more than 90% of bad arguments with his life partner are based on narcissistic transference, which is easy for a coach to recognize and communicate. Now our innovator has the idea of creating an AI-based relationship app that is able to act as a relationship coach or mediator to help partners understand each other and thus ensure peace in their relationship.

With this first idea, the clarification in the inner team begins (usually unconsciously). Enforcement: Yes. It is something new and an exciting challenge. Recognition: Yes. I am creating something unique and important. Rationality: Yes. The logic for this arises from the typical patterns with which the amygdala processes emotional situations. Empathy: Yes. It could be an important contribution to more humanity, especially in close relationships. Belonging: Yes. Because then you would have to work closely wit…