The Researcher

We know that different areas are active simultaneously in the unconscious areas of our brain. They have different physical and mental tasks, some of which are of a contradictory nature, such as past and future orientation. We cannot look forwards and backwards at the same time. These competing systems allow for self-control. We have the freedom to choose a direction.

In order to be able to live, we have to fulfill certain conditions that are also of a contradictory nature. In deep motivation we call them ’the basic needs'.

We have the choice between these extremes:

• Either we have a secure hold on our safety: We need to sense and react to danger in time.

• or we strive forward in haste, for enforcement: We want to grow, adventure and develop our skills.

• Either we seek belonging in a circle of fellow human beings: We cannot and do not want to live alone.

• or we keep our distance so that we are respected as individuals and find recognition.

• Either we are cool and curious about rationality: If want to recognize reality.

• or we use empathy to empathize warmly with those closest to us.

Every personality sets its own priorities, usually from birth. In our dreams and mental images, we can sensing these opposing forces as persons or personality traits. C.G. Jung described them as archetypes, which have been sensed by people across cultures at all times. For example, the type responsible for communication in Greek mythology is Hermes, the messenger of the gods, in Norse myths it is Loki and the Romans knew Mercury, the bearer of news. In deep motivation, we find the communicative side of the personality as the basic needs for belonging. Another example is Thor, Mars or, among the Greeks, Ares, who as gods of war represent the sometimes quick-tempered assertive side. Translated into an easy-to-understand scenario, we can imagine the most important gods as an inner team and talk about the basic needs that can come together there when we need to make important decisions.

For the researcher, recognition and rationality have the highest priority. We can sketch the inner team like this:

At one table, recognition and realization would preside. Next to recognition sits safety, because we want to ensure that we are appreciated by our fellow human beings and by ourselves in the long term. Next to rationality sits enforcement. Researchers will know that in order to achieve the truth, we sometimes have to insist powerfully. The opposing poles of safety and force sit opposite each other and watch out for each other in order to avoid possible damage to safety - or, from the point of view of enforcement, unnecessary blockages. The opposite poles of the two team leaders, empathy and belonging, sit diametrically opposed to recognition and acknowledgment. They also have a balancing function.

The researcher’s task is to lead this inner team and moderate it when necessary.

This only works if there is a goal or a task in which all forces and thus all competencies can come together. If the researcher succeeds in convincing all personality traits of their intentions, there is a peaceful atmosphere in the inner team and all forces can unfold. It is in the sense of all basic needs if they are integrated and contribute to the common work. This could happen like this:

• Rationality (black) analyzes the situations and ongoing change processes and researches alternative solutions.

• Recognition (blue) compares the alternatives. It is looking for the best option.

• Safety (green) is an attentive observer and ensures order and reliability.

• Enforcement (red) has a desire to actively participate in certain situations and to fight for what is important if necessary.

• Empathy (white) wants to empathize. She has a nose for certain consequences and doesn’t like some things.

• Belonging (yellow) wants to hear opinions and cares about communication with those involved.

Because these personality traits stand for different and opposing needs, they need a common orientation. As long as we are not consciously clear about how we want to live, what is meaningful to us and how we can confidently go our own way, the members of the inner team turn to consciousness with dreams, thoughts and feelings.

The inner team demands alignment, order and a holistic concept.

What is sought is a future scenario that satisfies all six opposing basic needs and fits the researcher’s personality. The better we succeed in incorporating all emotional aspects, i.e. all opposing basic needs, into our plans, the more we feel the energy for a task that really satisfies us. …