When we describe the temperament of nations, we tend to say that the French are arrogant, elegant, lovers of good food and chauvinistic, that Germans are hardworking and organised and lovers of culture although square, that Spaniards are unruly, joyful, moaners and creative, that the English are reserved, intimate, sober and isolationists and that the Dutch are humanists, welcoming and cordial. One could say that we easily see, as soon as we become familiar with MAT, that France is Legislator, Germany Constructor, Spain Revealer, and Holland Reactivator. And if we start analysing those countries by comparing our first impression with the details of the MAT portrait of these typologies, we will ratify these diagnoses and even manage to detect the phase of typological evolution in which each of the abovementioned countries is.
Diagnosing the typology of a country follows the same guidelines as diagnosing that of a person: first we need to detect what structure is most active. Secondly, we need to confirm that the dominant emotion is the one that normally energises the detected inflated structure. We will not have the help, at least at first sight, of confirming our visual, auditory, olfactory, taste, tactile and sexual perceptions with a standard portrait, but if we delve slightly deeper into the culture, cuisine, aesthetic, landscape, history, philosophy and linguistics or philology of each country, we will verify many times over that these first perceptions are confirmed and we will detect the national typology and phase of evolution in all ease.
Analysis of the structure of organisations:
A Rector that functions well will give:
– Correct and complete regulations aimed at the safety of the organisation and its population.
– Knowledge of the exact limits that nobody can or must violate.
– Subtlety and delicacy in dealing with people.
– Respect for the selected system of values in order to develop in peace.
– Safety of the people and of the organisation.
– Selection of people based on clear and ethical values.
– Upright conscience and sense of honour.
– Fulfilment of obligations.
– Ethics, elegance, firmness and reliability.
– Rigour in the selection of directors, users and clients.
– Profound and objective knowledge of own and others’ personality features.
– Sanctions against abuses, manipulations, clashes, lies and all types of failures.
With regards to the Rector functioning poorly, we will observe:
– Excessive and inadequate regulations, which impede organic flow.
– Timidity and cowardice of the population, favouring safety and routine over veracity.
– Bureaucracy and excessive paperwork.
– Lack of creativity.
– Heaviness and pomposity.
– Organisation stratified according to time of service and age
– Systematic control a priori.
– Mistrust among the population and towards strangers.
– Rigid result-oriented leadership.
– Multitude of archetypal ideologies and cult for ideologies.
– Personality cult.
– Intimidation and manipulation through fear.
– Distance in personal treatment.
– Few rewards and many sanctions.
An organisation with a Dominant Rector will display, in its best moments, a suitable Rector, and will also be characterised by a dominant pathology of that structure: we will have an organisation of the Fortifier typology. The corresponding inflated emotion will be fear transformed into cowardice.
A suitable Protector structure is characterised by:
– A vocation to serve.
– Care for the population, whether or not they are nationals.
– Sense of belonging based on positive and creating values: based on genuine worth.
– Different treatment according to the real value of people and things.
– After-sales service.
– Validity and reliability.
– Complete and tailored communication system.
– Solidarity with the environment.
– Recognition of personal performance.
– Integral development programs for people.
– Social programs.
– Multiplicity of aid and solidarity associations.
– Humanist culture.
– Magazines and publications specialised in bonding between people.
– Integration programs.
– Avant-garde sales and communication system.
– Conceptual skill.
– Friendship, loyalty, hospitality.
A Protector in bad condition will display:
– Overprotection of the organisation’s members.
– Lack of respect of underlings for their bosses.
– Upwards delegation.
– Fear of not pleasing.
– Guilt if thinking about changing country or company.
– Subordination of the task to people’s frame of mind.
– Compulsion to please.
– Continuous changes in pace based on needs beyond the general interest.
– Lack of sanctions.
– Attention and time for the worst.
– Reluctance to throw out undesirables.
– Waste of time.
– Reasoning that lacks rigour and is very subjective.
An organisation with a dominant protector will have a Reactivator typology with dominant love transformed into recklessness and a compulsion to save.
A Synthesiser is good condition will express itself through:
– State-of-the-art technology.
– Updated and innovative systems.
– Work organisation.
– Good administration, very transparent.
– Organisation of leaders.
– Habit of informing and dialogue.
– Clear and group decision making.
– Updating of knowledge.
– Careful and mass training.
– Data processing.
– Order and savings.
– Multiplicity of options.
– Making the most of every opportunity.
– Control and efficient use of time in activities of permanent development.
– Youthfulness, vigour, candour.
An inadequate Synthesiser will have:
– Endless meetings with no punctuality.
– Cold uniform information.
– Robotised tasks.
– Excess of information.
– Cult towards the computer and work robotisation.
– Conventional seriousness of the dress code.
– A taste for presentations that favour form over content.
– Aseptic, functional and banal decoration.
– Excessively baroque and overloaded decoration.
– Lack of taste and vulgarity.
– Mistrust disguised as pragmatism in the face of what is creating and innovative.
– Sterilisation of creativity.
– Scorn for “immature” people who express rage.
– Undervaluing creators, who are seen as crazy and neurotic.
– Excessive organisation and weight of the non-productive structure.
– Opaque management and lack of administrative transparency.
An organisation with a dominant Synthesiser will be of the Constructor typology. The dominant emotion will be sadness, often transformed into amputating defeatism.
A healthy organisational Vitaliser will have:
– Liveliness and capacity to react immediately.
– Passion for movement and sports.
– A just temperament.
– Permanent generation of culture.
– Defence against abuses.
– Fight against manipulations and lies. Taste for exploration and the discovery of new things.
– Iconoclastic talent that ridicules what is pompous.
– Agility and flexibility.
– Relaxed, fun and informal atmosphere.
– Control of tasks a posteriori.
– Defence of the individual.
– Fight against corporatism and caliphates.
– Presence in the environment.
– Great mobility within the environment.
– Boldness and non-conformism.
– Love for the truth.
A Vitaliser in poor condition will be characterised by:
– A couldn’t-care-less attitude.
– Obstructionist corporatism.
– Apparent dynamism and speed that disguises a great resistance to change.
– Everyone trying to prove that others’ ideas don’t work, finding “buts” to all of them.
– Resentment and vengefulness.
– Climate of horizontal and adolescent camaraderie.
– Putting the best and kindest who are seen as unwary to the test.
– Vague sense of impotence and injustice.
– Partisan claims.
– Taste for going outside with any pretext.
– Unexpressed sadness deviated towards irritation.
– Caricaturing of misfortunes and pain.
– Apparent cynicism.
– Bad treatment towards users and clients.
– Paranoia with the environment.
– Downtrodden pride.
– Admiration for the picaresque.
– Removing seriousness and transcendence from everything.
An organisation with a dominant vitaliser will have the Revealer typology with inflated rage transformed into vengeful resentment.
A Transformer in good condition will have:
– Avant-garde research and innovation.
– Creating transformation of reality.
– Flourishing of art and discoveries.
– Firm audacity.
– Avant-garde people-oriented leadership.
– Faculty of being ahead of changes.
– State-of-the-art technology.
– Avant-garde leadership oriented at personal growth and transformation.
– Taste for philosophy.
– Rich language and oratory skill.
– Skill to negotiate.
– Valuation and status of the best.
– Love for geniuses.
– Penalisation of envy.
– Permanent self-improvement.
– Phobia of the personality cult.
– Ridiculing of narcissism.
– Rejection and scorn towards social climbers.
– Respect for other people’s creations and discoveries.
– Scrupulous respect for the payment of royalties.
– Flexible remuneration system that favours creation over time with the organisation.
A defective Transformer will have:
– Manipulation of people and of public opinion.
– Bribes and unfulfilled promises.
– Cult for the social climber and the rogue.
– Replacement of what is creating for preposterous and dull improvisations.
– Childlike whimsical leaders.
– Priority of form and of opportunistic added value.
– Lack of scruples.
– Cult of the showcase.
– Snobbery in the dress code.
– Formalist and superficial status very attached to outward signs.
– Servility and the patronage system.
– Habit of considering people to be replaceable items of equipment.
– Envies and resentments arising from inequalities.
– A culture that rewards social climbers and punishes loyalty.
– Taste for businesses that are not very clear and that give immediate results.
– A short-sighted and very short-term vision that considers tomorrow to be an extension of today.
– Contact with venal politicians.
– Defeatism and fatalism that chooses clichés.
An organisation with a dominant Transformer will be Legislator with inflated pride that is transformed into dogmatism and idolatry.
An adequate Orienter will be expressed through:
– Strategic planning that is ahead of the changes in the environment.
– Tenacity that does not abdicate in the face of adversities or tests.
– Optimism and faith in the human being.
– Valuation of what is universal and authentically sacred.
– Privileged spiritual development.
– Joy in the face of any certainty.
– Search for truth and joy when it is found.
– Excellent orientation in its sectors of activity and research.
– Respect for what is biological and human.
– Valour and heroism.
– Incorruptible temperament.
– Great curiosity and respect for the unconscious.
– Confident optimism.
– Peace and serenity.
– Sense of humour.
– Vocation of happiness.
– Loving contact with past and future generations.
– Sense of continuity.
– Unfaltering prioritisation that does not abandon what is essential.
– Love for God above all things.
An Orienter in bad condition will have:
– Incoherence in the strategic planning.
– Taste for gurus and what is magical.
– Cyclothymic enthusiasms and depressions.
– Idolatrised fashionable cultural values.
– Prostitution of profound ideals in favour of fashions.
– Manipulating personality-oriented leadership.
– Admiration for charisma.
– Admiration for success.
– Cynical use of others.
– Corporatist ideal between social “elites” (beauty people, jet set).
– Post-modern and decadent art foundations with minimalist pretensions.
– Scorn for politeness and great vulgarity and coarseness.
– Male chauvinism in men and queen bee syndrome in women.
– Inversion of sexual patterns and transvestism.
– Taste for disguise.
– Unisex dress code.
– Taste for mergers and gigantism that hide a real ostracism.
– Drug addiction, gambling addiction and all types of addictions.
– Fear of the environment, which is seen as a jungle.
– Messianism in leaders and infantilism in followers.
– Fabrication of idols emerged from marketing.
– Childish narcissism and flattery.
– Lack of limits.
– Overfamiliar attitude.
– Nobody says what they think if it’s not in their interest.
– Immediate expulsion of those who dare to question what is idolatrised.
An organisation with a dominant Orienter will have a Promoter typology with inflated joy that is transformed into subjugation and a self-seeking attitude.