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robininthelabyrinth · 6 years ago

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Nocturne (FFXV) - 1/30

Fic: Nocturne (1/30) - Ao3 Link

Fandom: Final Fantasy XV Pairings: Mostly Gen (variety later to come)

Summary: In which Cor Leonis loses his temper, accidentally acquires a kid, and tries to single-handedly dismantle the Lucian immigration system – and that’s before he and his lawyers find out about this Prophecy business. If the Astrals think Cor’s going to let his kid’s best friend die without a fight, they’ve gotten the wrong cheetah ‘taur.

(a young adult novel set in @kickingshoes' 'taur AU)

A/N: Some background almost certainly necessary here for those who aren't yet familiar with @kickingshoes' wonderful 'taur AU:

In this AU, everyone in FFXV is a 'taur of some sort, 'taur being short for "centaur" but not limited to horses: there are cattaurs, dog-taurs, deer-taurs, the traditional horse-taurs, etc. Each 'taur has a human head, arms and torso extending up from the bend in the spine, and the lower half of some sort of animal, including all four legs and tail. See the art for that here!

They've even gone ahead and create anatomical drawings for the 'taurs, including interesting features such as two hearts: one located in the "human" chest (the supernal heart) and one located in the "animal" body (the infernal heart). See the art for that here!

For context: a 'taur baby is called a "kitling" (general term) or after their type (kittens, puppies, etc.), then they grow up into being children, and then teenagers, and then adults.

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A seat on the King’s Council is a rare privilege, typically given to individuals who have given many years of service to the royal family of Lucis. An offer to take a seat at the Council is more than a mere honor – it is a request to share one's wisdom and experience with the King and so, in turn, with Lucis itself. It is a position of both power and influence, and of great prestige, and it is widely coveted by those who would be in the center of the seat of power. Wise kings of the past have sought to protect the Council from those who would befriend young and impressionable Princes in search of a seat at the table, decreeing that only those with a minimum of a decade of extraordinary service to the Crown would be permitted to join the august body.

Unfortunately, they didn’t really account for the problem of prodigies.

After all, if one counts his years first in the Crownsguard, then as part of the personal bodyguard of King Mors, then as the personal bodyguard of Prince, later King, Regis, and now most recently in his appointment as Marshal of the Crownsguard, there is no question that Cor Leonis, nicknamed "The Immortal", has served the throne loyally and with distinction for the required ten year period, despite the fact that he is currently still only twenty-three, and a young-looking twenty-three at that.

Indeed, although there was some grumbling about his age, mostly from the older scions of the nobility, there was widespread approval among the populace when the news spread that their beloved Immortal would be joining the Council: his skill at fighting, now honed by caution and discretion after his experience in the Tempering Grounds; his extraordinary and intuitive grasp of tactics and strategy; and his surprising talents in the management and organization of armies were all considered extremely valuable additions to the Council’s wisdom.

It’s just that Clarus sometimes wishes his young friend had learned a little bit more diplomacy alongside his undeniable martial skills.

“You’ve got me all wrong,” Cor says mildly, his hands laced together in front of him. His manner is easy, his shoulders relaxed, his face habitually stern but almost casually neutral; if Clarus had never seen Cor mid-battle, that same expression of mild concentration on his face as his sword destroyed the enemy, he might even be deluded into thinking that Cor is just making friendly conversation. Unfortunately, Clarus does know better. “Entirely wrong, even. It’s not that I have a problem with taxonomy – after all, as we all know, there are many benefits to classifying species, both sentient and non-sentient, natural and daemonic, by easily identified typological traits –”

The esteemed Councilor Cor is speaking with – Taceo Dovinius, who was appointed in the days of King Mors and who has not ever seen Cor fight – looks pleased by what he mistakenly thinks is acquiescence, smiling condescendingly at his younger colleague across the table.

“– it’s just that I think it’s a crock of shit,” Cor concludes.

The smile vanishes.

“Listen here, young kit,” Taceo snaps, “you might think that you’re some hotshot because you can swing a sword well, but swinging a sword doesn’t change the facts of the world: the people of Lucis are felidaetaurs, or cattaurs, the upright taurus cousins of the family Felidae, while our sworn enemies of Niflheim are canidaetaurs, or dogtaurs, who are more akin to the family Canidae, and as anyone can tell from looking at nature itself –”

“Yes, yes, we’re cats, they’re dogs, ‘fighting like cats and dog’ is axiomatic, I’m familiar,” Cor says, his calm voice cutting through Taceo’s rising voice as sharply as his sword would. “But that’s irrelevant, and not just because the scientific community has largely replaced the Felidae classification with Feliformia and Canidae with Caniformia. It’s irrelevant because it is absolutely useless for making any determinations about sentient individuals such as ‘taurs. A person with the hindquarters of a cat can be a traitor and one with those of a dog a friend, if that’s what they decide to be; that’s what sentience means. And even if you were planning on going entirely by pure animal taxonomy, there’s no system of classification that even makes any rational sense – would you condemn every person with the legs of a fox as an enemy, and accept every hyena as a friend, just because that’s how science has arbitrarily broken them down? Why do we get the mongooses and the civets, and they the weasels and raccoons? And what does any of that say about our ungulaetaur friends from Tenebrae, with their goats and deer and elks? Where do they fall?”

“You’re splitting hairs,” Taceo snaps.

“Hardly,” Cor says. “Since your proposal is that we differentiate our treatment of individuals based on the species they resemble – indeed, not merely their treatment but their access to the very rights to which they are entitled under the Charter of Lucis – and given both the known arbitrariness of nature itself and the historical unreliability of taxonomical science, my question is quite to the point: who, exactly, should be entitled to make so important a decision as to which person is classified as what?”

Taceo has gone pale with rage. “Our taxonomists –”

“Oh, taxonomists,” Cor says, and for the first time his voice is actively scornful. “Yes, they know so much, don’t they, with their always excellent classification that always right on the first try, and never any issues. Is that right? Or need I remind you of my own history with taxonomists?”

Clarus winces, as do many of the others at the table.

It’s all rather notorious now, of course. Being born (or at least, found) within the Crown City, Cor, a foundling orphan left on the doorsteps of the city foster home, had been immediately taken to the nearest hospital to be given the standard taxonomic analysis.

The taxonomic analysis program has its origins in the insurance system, given the fact that different ‘taur breeds often have vastly different medical requirements even within the same family or sub-family. After all, genetic drift and mutations exist: a pair of felidaetaurs would generally have a felidaetaur child, of course, but while it is still common for a two-tiger pair like Clarus and his wife to have another tiger as a child, or two lynxes a lynx, it is perfectly possible for a child of two species-alike parents to come out as a different felideataur species entirely, like a bobcat or a puma. Even if you exclusively married other ‘taurs of the same felidaetaur breed and had for generations, you could end up having a different-breed felidaetaur child, just because of the drift. After all, even the Lucis Caelum line, which is rather famously almost all lions and almost always married other lions, has supposedly sometimes produced a non-lion child that modern genetic tests confirmed to be their own natural child.

The insurance system therefore developed taxonomic analysis as a method of testing for and classifying species at birth. The system became even more popular once the scientists definitively established that ‘taurs are not bound by any cross-species breeding restrictions the way that their animal cousins are, enabling any 'taur of any variety to have children with any other variety of 'taur, and, around the same time, any remaining legal prejudice against mixed-species relationships was definitively eliminated. Of course, in the face of all scientific knowledge, such prejudice hasn’t entirely disappeared as a cultural phenomenon – a lingering bigotry of a less enlightened age, when genetic drift wasn't as well understood and paternity tests were not trusted as much as they should have been, and there were accusations of infidelity every time a ‘taur came out a different type.

Of course, the principles of genetic dominance means that a mixed-species child will look like a single animal species, no matter how mixed, and will generally take wholly after one parent or the other in terms of their appearance, but that just means there is even more of a chance of species variation – Clarus’ own mother was a bear, as it happened, but he himself took after his father the tiger, and he married another tiger in his wife Cyrella, and his son Gladio is also a tiger despite there being a decent chance of him being a bear like his grandmother. While mixed-species relationships are still a minority, they are a sizeable one, and have been for generations and generations, and that means that no matter what you are or who you marry, you could end up with a surprise.

Given that, and given the wide range of medical treatments – not to mention medical insurance requirements – that depended on knowing what your little kitling is from the moment of birth, the taxonomic analysis is therefore considered crucial. Even though the kitlings and, later, children who are so classified run the risk of being stereotyped simply because of their classification, parents regularly opt for analysis in order to better prepare for the future, especially as Insomnia grows increasingly more cosmopolitan.

And so the taxonomic analysis system remains in place, with all of its benefits and drawbacks.

In Cor’s case, of course, it was mostly drawbacks.

At the time of his initial testing, Cor was stamped with the standard Felis catus taurus (domestic housecat 'taur) designation that the majority of the population of Lucis has – out of sheer laziness, Clarus presumes, since well before the time Cor was officially re-tested at age fifteen, it was obvious to everyone with a pair of eyes that he was actually an Acinonyx jubatus taurus, the far rarer (indeed, almost unheard of) cheetah ‘taur.

It might not have been such a big deal if Cor wasn’t quite so famous: the great prodigy of the Crownsguard and, by the age of fifteen, already starting to be widely known as the Immortal for his daring, almost suicidal feats of bravery and his equally amazing ability to survive them. Indeed, if Cor had been any other child, growing up in relative poverty as he had, he likely wouldn’t have had any choice but to take what he was initially offered: his designation quietly changed on the books without anyone in the medical or insurance industries having to admit that they’d made a mistake and thereby open the door to incurring liability.

But Cor was not any other child, and he was not exactly inclined to take insults lying down – especially not at fifteen, mere months before he’d gone to the Tempering Grounds, back when he’d been a regular firecracker, hotheaded and rash and so very, very angry at the world. After all, he’d received years and years of incorrect medical care as a result of his misclassification; worse, his foster parents had turned him out of their house when the expense of his medical requirements turned out to be considerably greater than what was allowed for under his category of insurance, and he’d lived for some months (no one is quite certain as to the exact timeline, and Cor won’t say a word about it) on the streets of Insomnia before he’d forced his way into the Crownsguard by lying about his age and only revealing the (incredibly obvious) truth when he’d already beaten the tests and defeated four current Crownsguard members in one-on-one duels. So instead of simply agreeing to a change of classification, he’d demanded an official recognition of his misclassification.

A court-sanctioned recognition.

The medical and insurance industries had (unwisely) decided that instead of admitting the mistake and opening the door to future suits by misclassified individuals, they would simply refuse to reclassify him, arguing instead that they’d been right the whole time and that he was actually simply a spotted tabby with a peculiar resemblance to a cheetah.

It was a scandal, of course; the entire city was appalled at the obvious untruth being spouted by otherwise respectable doctors, especially with Cor visibly growing into the so-characteristic spots and infamous speed of his species. It didn't help that Cor, being a foundling, was surnamed Leonis, the traditional foundling surname in honor of the royal family of Lucis (all lions, of course).

A cheetah named after a lion being misclassified as a housecat? The political cartoons all but drew themselves.

Realizing belatedly that they had seriously thrown their own credibility into jeopardy, the medical and insurance agencies quickly retracted the argument, but the damage was done and Cor’s lawyers proceeded to definitively rip them apart in court.

All together, that history makes for a pretty strong argument against Taceo’s profiling proposal on Cor’s part, especially given the fact that Cor virtually never makes reference to his past in any context, much less as a rhetorical argument. In fact, Clarus doesn’t think Cor has so much as mentioned the lawsuit since the day he won an unconditional victory in the courthouses.

Taceo seems to realize that he’s losing his audience, as many of the other Councilors are nodding in agreement with Cor, so he quickly says, “You misunderstand the nature of my proposal, young Marshal –”

“Just Marshal is fine,” Cor says, his voice reverting back to pleasant. “You lost all rights to refer to my age when you called me a kitten. But please, do go on.”

“You act as though I were suggesting that we rely exclusively on speciesist assumptions and stereotypes,” Taceo says, pretending as though he hasn’t heard the interruption. “Nothing could be further from the truth! I merely suggest that given the limits of our resources and the well-known fact that our enemy is largely canine, that we focus our security forces on examining individuals with canine characteristics –”

Cor arches his eyebrows. “Still sounds a lot like discriminatory stereotyping to me, oddly enough,” he drawls. “You’re aware, of course, of the large numbers of refugees that have come to our city are canidaetaurs?”

“That’s precisely my point!” Taceo exclaims. “The influx of refugees is a perfect opportunity for a Niflheim spy to –”

“If I were an idiot,” Cor says flatly, “and I assure you I’m not, even then I would still have the bright idea of seeking out my spies via the usual method of recruiting dissatisfied individuals already living here instead of trying to sneak them in as refugees – without money, without food, hurt and alone and having lost everything. Your suggestion is little more than anti-immigrant bigotry dressed up for public consumption.”

“Now listen here, you impertinent little youngster – ” Taceo starts.

“Cor,” Regis says from the head of the table. “That was uncalled for.”

Cor bows his head. “You are correct, of course,” he says. “I spoke too hastily. The fact that the idea is based on no science, no reasonable rationale, and would undoubtedly result in increased internal strife within the city boundaries is obviously no reason why we should not continue to entertain the idea suggested by Councilor Taedeo –”

“Taceo!” Taceo roars, rearing back on his haunches.

“Really?” Cor asks, blinking. “I hadn’t noticed.”

Clarus very nearly chokes trying to keep himself from laughing. The root of Taceo’s name comes from the old word for ‘silent’, while the similar-sounding ‘taedeo’ originates from the word for ‘disgusting’; a fact that Cor is well aware of, given that as a teenager, he briefly all but moved into the library to make up for his missed education, at least whenever he wasn’t on the training field.

“I think that’s enough for today,” Regis says quickly, though Clarus can tell from the way that his lips are pressed together that he’s also having trouble keeping from laughing. He rises, his lion's tail flicking majestically behind him, and everyone automatically rises as well. “Our time is up, and unfortunately I have another appointment following this one. Perhaps we can take up the subject again next week?”

Cor smiles with teeth, his hands behind his back in military style. “Certainly, your Majesty. Anytime.”

Taceo stalks off with stiff legs, his wildcat tail stiff with anger; the other Councilors disperse as well, most of them shaking their heads in amusement or disapproval, depending on where their politics fall. Cor heads off back to the Crownsguard grounds without another word, shrugging off the traditional Council cloak almost before he reaches the door.

Regis nods at Clarus before heading back towards the throne room, an obvious hint, and Clarus falls into step beside his king. They’re of a size – Regis is, of course, a lion, and Clarus a tiger – and it makes it a little easier than it might have otherwise been. Of course, ‘taur physiology means that no matter what species make up their lower halves, people are generally proportionate to their upright humanoid halves, typically ranging between five to six feet tall, but Clarus distinctly remembers how annoying Cid found the casual walk-and-talk style generally prevalent in Insomnia, his jackrabbit stride being totally out of sync with their relaxed feline prowl. While that certainly wasn’t the reason he was no longer really talking with them, Clarus can’t help but think it might have contributed to his decision never to visit, at least a little.

“What do you think?” Regis asks.

“Of Taceo’s proposal to focus our security on profiling canidaetaurs? Absurd, of course; the second Niflheim got wind of any such rule, no matter how secretly implemented, they would double their efforts to conquer territory which is primarily felidaetaur, and we obviously don’t want that. Not to mention the effect it would have on morale in the local non-felidaetaur population –”

“I meant Cor,” Regis says, amused. “I’m aware of the flaws in Taceo’s proposal.”

“What about Cor?”

“He was speaking,” Regis says. “Quite a bit, if you’ve noticed; I think the amount of words he uttered in session today is about equal to everything he said the first month he was assigned to travel with us.”

Clarus doesn’t disagree. Cor tends towards silence, most of the time, whether due to shyness, as it was when he was just a kit of fifteen, following along and trying to protect a group of 'taurs at least ten years his senior, or to sternness, as after his experiences in the Tempering Grounds. The only exception is when he loses that fiery temper of his – rarer after his experience with the Tempering Grounds, but definitely not gone for good.

Still, Clarus isn’t sure what Regis is getting at.

“He has good reason to be especially bothered by proposals that hinge on classification,” Clarus points out.

“Bothered, yes,” Regis says. “But such a proposal has no room in my kingdom and he knows it. There was no reason for such an outsized reaction.”

“You have a theory,” Clarus interprets. He knows his friend well.

“I have a theory,” Regis agrees.

“Would you be interested in sharing that theory?”

Regis snorts. “He’s twenty-three, Clarus.”

“So?”

“Do you remember being twenty-three?” Regis asks. “When all those adolescent hormones have finally started evening out –”

“He would’ve told us if he was going to go into a premature heat,” Clarus hisses, face flushing. “Honestly, Regis!”

“I’m not concerned about his heat schedule,” Regis says dismissively. “Besides, you know for a fact he wouldn’t tell us a thing about it – you remember that time with the mesmenir den in Duscae?”

“Six, do I remember Duscae,” Clarus mutters, conceding the point: Cor had technically been on heat-leave at the time, bedding down in an abandoned mesmenir den while they continued onwards, but that hadn’t stopped him from going straight into battle against the Niflheim forces in the area when they’d ambushed the rest of the party, and never mind that it had made him the target of every single Niflheim soldier out there. Yes, his intervention was likely the only reason they’d survived that particular ambush, but still…“Then what are you suggesting, Regis? Stop pussyfooting around the issue already.”

Regis rolls his eyes at Clarus. “He’s the only one of us without a mate or a child, Clarus. I have Aulea and Noctis, you have your lovely Cyrella and little Gladiolus – Six, Cid has a granddaughter already. And Cor certainly doesn’t mind playing with them when we’re having dinner, for all that he likes to loudly claim an inability to understand how children function.”

“Weskham doesn’t have kids, if I recall,” Clarus grumbles, though now that he thinks about it, Cor has been vaguely antsy recently, in what could be interpreted as a courting-season sort of way but is probably, in Clarus’ view, more of a Cor-sometimes-loses-his-temper sort of way. “I take your point. But I thought that Cor isn’t interested in courting?”

“He’s not yet, according to him,” Regis says dryly. “That doesn’t mean his biological clock hasn’t started in on him – and you know how his anxiety issues act up when he’s dealing with his body doing things he doesn’t agree with.”

Clarus makes a face. Cor is perhaps typical for a cheetah, brutally efficient and terrifyingly fast, but paying the price in heightened perceptiveness that often manifests as severe anxiety. When Cor is anxious, he doesn’t eat; when he doesn’t eat, he's grouchy; when he's grouchy, he snaps at people – much like he did in the Council chamber earlier today.

Damn, it probably is an anxiety issue. And yet the stupid ‘taur refuses to see a regular shrink about a single one of his issues, despite being dragged to a first visit with at least half a dozen in the last few years. Not that Clarus could really blame him, what with his experience with doctors…

It doesn’t mean the rest of them don’t worry about him, as his friends and colleagues. Or, for Regis, as his king.

“He’s too young for baby kitlings, anyway,” Clarus adds, still grumbling and unwilling to admit he missed this. “Not counting Cid, who had kitlings before we ever met him, the oldest one Cor knows is my Gladio, and he’s only two. And we’re both well over ten years older than him!”

“Only twelve years, Clarus; we’re not ancient. Regardless, he’s a cheetah; you know what they say –”

“Fast to grow, fast to bed; fast to run, fast to wed,” Clarus recites the old poem with an eyeroll. “Didn’t we just get out of a meeting discussing why we should not apply traditional species-based stereotypes to people? You just want it to be all about romance, you old tomcat.”

“Says the person who keeps trying to pair him up with company for the Chocobo Festival?”

Clarus coughs. “Enjoying some pleasant company and having a mate are two totally separate things,” he says archly. “A ‘taur’s needs are not all intellectual upper heart, you know; the secondary lower heart, the animal instinct, also needs to be satisfied…have you considered that he may just be lonely, Regis, and not necessarily for want of a mate? There aren’t many other cheetahs in the city – and none quite like him.”

“Perhaps,” Regis concedes. “But at any rate, we need to do something about it. Get him to exercise all that restlessness out, something like that.”

“Exercise,” Clarus says dryly. “The head of the Crownsguard doesn’t get enough exercise.”

Regis makes a face. “Oh, you know what I mean.”

They enter the throne room. Instead of going to the throne, Regis heads towards the windows overlooking the Crownsguard training arena. Clarus joins him and looks down to where Cor is – well, to be frank, where Cor is kicking the ass of ten highly regarded Crownsguard.

At once.

“He’s going to be unpopular if he keeps up with that,” Clarus observes.

“I know,” Regis says with a sigh. “Perhaps some time outside the Wall will do him good.”

“You just named him the Marshal of the Crownsguard,” Clarus reminds Regis. “You can’t just reassign him.”

“Not reassign him, no. Perhaps a covert mission of some variety...?”

Clarus snorts. “That’s a terrible reason to send someone on a covert mission,” he warns, but he can already feel himself giving in. He’s always been protective of Cor, ever since old King Mors had come back from his travels with an overgrown fluffball at his side as his bodyguard, of all preposterous things; Clarus hadn’t believed it until Cor had demonstrated at some length why Clarus ought to let Cor guard him instead of the other way around. Clarus still secretly thought it more than a little ridiculous; ridiculous prodigy or not, best fighter in the kingdom or not, thirteen years old is far too young to be on the front lines of a war. “Very well; we can pick a mission for him to go on, something reasonable…hmm. We did get that one letter from Niflheim, do you recall – the one about the factories?”

“Didn’t we think it was some sort of trap?”

“We thought it was likely a trap of some sort, yes,” Clarus agrees. “But this is Cor we’re talking about. He can be trusted to scout out the situation fully before going in.”

“And very likely to survive coming out,” Regis says wryly. “If anyone ever finds out we sent him on another death-defying, impossible-to-survive mission, he’ll never get that Immortal nickname off of him.”

“He’s never getting rid of that nickname anyway. If we send him solo with - at most - some back-up within radio distance, he’ll at least avoid being afraid that everyone around him will die,” Clarus says. “Again.”

“It’s not his fault he’s so much faster than everyone around him,” Regis sighs. “It’s just the way he was born, and how talented he is; anyone else would have died along with their squad. He’s not somehow to blame because he survived where they didn’t, no matter what he might think. Do check with the Crownsguard that he’s been eating enough, will you?”

“You already know he won’t be,” Clarus says gently. “But I’ll tell him he can’t ship out unless he eats a full meal.”

“That’ll be something, at least,” Regis says. He shakes his head and pads up onto the throne, settling in for his next meeting. “Very well, we're agreed; let's send him out. Do remind him to be cautious about it, will you?”

“Don’t worry,” Clarus says firmly. “He won’t do anything rash.”

#final fantasy xv #cor leonis #regis lucis caelum #clarus amicitia #nocturne #my fic #I hope people enjoy this!

33 notes · View notes

designjams · 4 years ago

Text

Summary of Notes

What’s expected?

Requirements Filled in and signed cover page uploaded to Turnitin. Attendance. Final presentation uploaded to your Tumblr blog.

Learning Outcomes On successful completion of this paper students will be able to:

1. Demonstrate knowledge of fundamental interaction design principles and concepts.

2. Analyse digital user interface (UI) problems, then undertake user research and evaluation.

3. Explore, experiment and analyse a range of creative ideas and concepts.

4. Prototype, further analyse, refine and communicate concepts.

5. Reflect on design processes and learning.

Siobhan’s Notes

Week 1.2

First assignment is a infographic of what you've learnt.

Taxonomy/diagram/infographic

Put it all together in the last week

Section 2

making - based on systems - grids, typography etc.

design system (music app)

do it with prototyping software

hand in design system, asset library, all the icons, all stages, plan for colours, typography, artwork

Taxonomy (general) is the practice and science of classification of things or concepts, including the principles that underlie such classification. Originally used only about biological classification, taxonomy has developed to be a synonym for classification (see Classification (general theory)).

Design for finding

Design for understanding

The hamburger menu, or the hamburger icon, is the button in websites and apps that typically opens up into a side menu or navigation drawer. It was created by interaction designer Norm Cox for the Xerox Star personal workstation in 1981 as an easy way to communicate to users that the button contained a list of items.

The Power of Design Jams (And How They Can Help Your Startup)

we work for findability.

classify things

basically organise our places of information - we are placemakers

we make online environments structured in such a way so that people understand

the understanding is driven from context, content and user.

Design for Understanding

Some organising principles that carry over to information environments from physical environments include: structure and order, rhythm, typologies and modularity and extensibility.

We experience information environments as places where we go to transact, learn and connect with other people, among many other activities.

How people make sense of where they are and what they can do there

Placemaking in the physical world and in information environments

Design for Finding.

Information needs are like fishing: sometimes people know exactly what they're looking for, but often they're casting a wider net.

Everything (exhaustive research)

A few Good things (exploratory seeking)

The right-thing (known item seeking)

Need it again (re-finding)

IA starts with people and the reason they use your product or service: they have an information need.

Three circles of information architecture

We need to understand the business goals behind the project and the resources available for design and implementation.

Context | Business goals, funding, politics, culture, technology, resources and constraints. We’re looking to understand goals, budgets, schedules, technology infrastructure, human resources, corporate culture, and politics.

Content | Document/data types, content objects, volume, existing structure. We’re looking to understand “the stuff in the information environment”.

Users | Audience, tasks, needs, information-seeking behaviour, experience. We’re looking to understand the people – real, living human beings – who will be using the information environment.

Finding and managing

The organisations and people who manage information are important, too. An information architecture must balance the needs of users with the goals of the business. Efficient content management and clear policies and procedures are essential.

Findability is a critical success factor for overall usability. If users can't find what they need through some combination of browsing, searching, and asking, then the system fails. But designing for the needs of the user isn't enough.

Structuring, organising and labelling.

Labelling means figuring out what to call those categories and the navigation structure elements that lead to them.

Organising involves grouping those components into meaningful and distinctive categories, creating the right contexts for users to understand the environment they are in and what they're looking at.

Structuring involves determining the appropriate levels of granularity for the information "atoms" in your product or service and deciding how to relate them to one another.

Information

We are concerned with information of all shapes and sizes: websites, documents, software applications, images, and more. We are also concerned with metadata: terms used to describe and represent content objects such as documents, people, processes, and organisations.

Knowledge managers develop tools, processes, and incentives to encourage people to share that stuff. Information exists in the messy middle. With information systems, there's often no single "right" answer to a given question.

We use the term "information" to distinguish information architecture from data and knowledge management. Data is facts and figure. Relational databases are highly structured and produce specific answers to specific questions. Knowledge is the stuff in people's head.

Information Architecture

The art and science of shaping information products and experiences to support usability, findability, and understanding.

The synthesis of organisation, labelling, search, and navigation systems within digital, physical, and cross-channel ecosystems.

The structural design of shared information environments.

It does this by asking the designer to think about problems through two important perspectives: that our products and services are perceived as places made of information, and that they function as ecosystems that can be designed for maximum effectiveness.

Information architecture is focused on making information findable and understandable. Because of this, it is uniquely well suited to address these issues.

This has had two important effects in our time: information is more abundant that ever before, and we have more ways of interacting with it than ever before.

Historically, information has shown a tendency to dematerialise, going from having one-to-one relationship with its containers to being completely detached from its containers.

Week 2.1

The Anatomy of Information Architecture

Organisation systems present the site’s information to us in a variety of ways, such as contect categories, or to specific audiences.

Navigation systems help users move through the content, such as with the custom organisation of the individual drop-down menus in the main navigation bar.

the only thing is sometimes organising info can hide info.

Search systems allow users to search the content; when the user starts typing in the site’s search bar, a list of suggestions is shown with potential matches for the user’s search term.

Labelling systems describe categories, options, and links in language that (hopefully) is meaningful to users; you will see examples throughout the page.

Top-Down Information Architecture

In top-down info architecture, the environment's designers posit a structure that aims to answer users' questions such as these.

The form that the environment takes – its content, page layout, etc. - is designed and produced to support this structure that has been centrally defined “from above”.

Categories are used to group pages and applications throughout the site.

Labels systematically stand for the site’s content.

Navigation systems and a search system can be used to move through the site

Questions users will ask from a top-down perspective.

Where am I? I know what I am looking for; how do I search for it? How do I get around this site? What’s important and unique? What’s available on this site? What’s happening there? How do I engage with them via various other popular digital channels? How can I contact a human? What’s their address? How can I access my account?

Bottom-Up Information Architecture

Instead of being dictated from above, bottom-up info arch is suggested by and inherent in the systems content (e.g., Netflix as it’s Based on what you've been watching/ Spotify is a mixture of top-down and bottom-up)

It’s important because users are increasingly likely to bypass your system’s top-down information architecture; instead, they’re using webwide search tools like google search, clicking through ad, while reading your content vis social media to find themselves deep in your site.

UNDERSTAND: Top-down vs Bottom Up - Initially I didn't really grasp what this meant

Week 2.2

DEFINE High-fidelity prototype?

Organising information then visualising information

Grid systems

Slides readable

Make sure you can communicate your research to your team and stakeholders

Fruit stall - hands on card game.

Assumptions VS. Facts

Week 3.1 | INRD | Card Sorting

Top-Down Information Architecture

LABELS systematically represent the site’s content.

We label things all the time.

Labelling is the most obvious way to show our organisation schemes across multiple systems and contexts.

We must try to design labels that speak the same language as our environment’s users, while also reflecting its content.

Textual labels are the most common type we encounter in our work; they include contextual links, headings, navigation system options, and index terms.

Iconic labels are less common, but the widespread adoption of devices with less screen real estate means that they are an important component of many information environments.

Designing labels is one of the most difficult aspects of information architecture.

TEXTUAL LABEL TYPES:

Contextual Links

Hyperlinks to chunks of information on other pages or to other locations on the same page

Headings

Keywords, tags, and subject headings that represent content for searching or browsing.

Labels that simply describe the content that follows them, just as print headings do.

Navigation system choices

Labels representing the options in navigation systems.

Index terms

Content, users, and context affect all aspects of an information architecture, and this is particularly true with labels. Any of the variables attached to users, content, and context can drag a label into the land of ambiguity.

Presentation

Similarly, consistent application of fonts, font sizes, colours, whitespace, and grouping can help visually reinforce the systematic nature of a group of labels.

Syntax

It not uncommon to find the following mixed together.

Verb-based labels (e.g., “Grooming Your Dog)

Noun-based labels (e.g. Diets for Dogs)

Question-Based Labels (e.g. How do you paper train your dog?)

Within a specific labelling system, consider choosing a single syntactical approach and

sticking with it.

Granularity

Within a labelling system, it can be helpful to present labels that are roughly equal in their specificity. Exceptions (such as site indexes) aside, it’s confusing o encounter a set of labels that cover differing levels of granularity – for example “chinese restaurants,” “restaurants,” “taquerias” “fast food franchises” “burger king”

Comprehensiveness

People can be tripped up by noticeable gaps in a labelling system. Aside from improving consistency, a comprehensive scope also helps people do a better job of quickly scanning and inferring the environment’s content.

Audience

Consider the languages of your environment's major audiences. If each audience uses a very different terminology, you may have to develop a separate labelling system for each audience, even if these systems are describing the same content.

Open Card Sorts vs. Closed Card Sorts vs. Hybrid Card Sorts

Open card sorts allow participant to cluster labels for existing content into their own categories and then label those categories (and clearly, card sorting is useful when designing organisation systems as well as labelling systems.

Closed card sorts provide participants with existing categories and ask them to sort content into those categories. At the start of a closed card sort, you can ask users to explain what they think each category label represents and compare these definitions to your own.

Hybrid card sort use elements of both

Week 3.2

Recap card sorting

Good research means asking the right questions, and choosing the right questions requires a conceptual framework of the broader environment.

We use our Content/Context/Users conceptual framework as the basis of our research.

Diagramming Information Architecture

Provide multiple ‘views’ of your information architecture.

Information environments are too complex to show all at once; a diagram that tries to be all things to all people is destined to fail.

Instead consider using a variety of techniques to display different aspects of the architecture.

No single view takes in the whole picture, but the combination of multiple diagrams might come close.

Develop those views for a specific audience and needs.

You might find that a visually stunning diagram is compelling to client prospects, therefore justifying its expense.

However, it probably requires too many resources to use in a production environment, where diagrams may change multiple times per day.

Whenever possible, determine what others need from your diagrams before creating them.

You may need very different diagrams for communicating “upstream” with stakeholders and executives than for communicating “downstream” with designers and developers.

Content components.

What constitutes a unit of content, and how those components should be grouped and sequenced.

Connections between content components

How content components are linked to enable actions such as navigating between them

Sitemaps show the relationships between information elements such as pages and other content components, and can be used to portray organisation, navigation, and labelling systems.

Both the diagram and the navigation system display the ‘shape’ of the information space in overview, functioning as a condensed map for site developers and users, respectively.

As you create sitemaps, it’s important to avoid getting locked into a particular type of layout. Instead, let form follow function.

Keeping sitemaps simple.

As a project moves from strategy to design to implementation, sitemaps become more utilitarian.

At this stage, they are focused more on communicating the information architecture to others involved in design and development, and less on strategy and product.

Bring detail to your sitemaps.

As you move deeper into the implementation stage, your focus naturally shifts from external to internal.

Rather than communicating high-level architectural concepts to the client, your job is now to communicate detailed organisation, labelling, and navigation decisions to your colleagues on the development team.

Modularise your sitemap.

The top-level sitemap links to subsidiary sitemaps, and so on. These diagrams are tied together through a scheme of unique IDs.

UNDERSTAND upstream and downstream communication

Content Components

How they are being grouped or sequenced - their relationships to each other

Let form follow function - don't get locked down into a particular type of layout. Don't force it into a certain shape

Sitemaps become more utilitarian as a project strategy moves form design to implementation.

You may need a second site map to explain smaller - itemised components from the bigger picture of the first sitemap.

top-level sitemaps links to subsidiary sitemaps, and so on, and so on. These diagrams are tied together through a scheme of unique IDs e.g. colour, how components are related to each other - keep people interested and make it so that understanding is easy. e.g. certain colours refer to certain level, if you were to zoom in on the sitemap you'd know exactly where you are on the sitemap. e.g. keep it organised and easy to understand

interaction-design.org

informationisbeautiful.net

Week 4.1

Wireframes

Consistency is key, especially when presenting multiple wireframes.

More importantly, colleagues take wireframes quite literally, so consistency makes their design and production work go more smoothly.

Callouts – small notes placed around and over your wireframes – are an effective way to provide details about the functionality of page elements. Be sure to leave room for them at the sides and top of your wireframes.

Like any other deliverable, wireframes should be usable and professionally developed. So, tie your collection of wireframes together with page numbers, page titles, project titles, and last revision dates.

When more than one team member is creating a project’s wireframes, be sure to establish procedures for developing, sharing, and maintaining common templates and components.

Schedule time in your project plan for synchronising the team’s wireframes to ensure consistent appearance, and for confirming that these discrete sdocuments do indeed fit together functionally.

In this design phase, the emphasis of the project moves from process to deliverables – it's where the information architecture starts to become manifest.

These deliverables aren’t the whole story – process is as important during this phase as it is during research and strategy.

Make sure your team are all working in up-to-date version, be clear to title your work so it's clear which is which. Establish procedures for developing, sharing and maintaining common templates and components. It's about how to design the design. You will never work by yourself in the real world - you will always work in a team.

Schedule time in your project plan for synchronising the team's wireframes to ensure consistent appearance, and for confirming that these discrete documents do indeed fit together functionally.

Make sure there is consistency in your work.

In your wireframe you can show your mistakes or opportunities for improvement in your sitemap. The process is still a way to figure things out.

Information Architecture diagrams define content components and the connections between them.

Sitemaps show the relationships between information elements such as pages and other content components, and can be used to portray organisation, navigation, and labelling systems.

Wireframes depict how an individual page or template should look from an architectural perspective. (Wireframes are working documents.)

A2 diagram/infographic of everything you've learnt so far.

Peer session with post it notes to comment on people's work.

You learn by giving feedback.

A2 poster

Choose a visual language - decide how you want.

Wireframes - how are you going to link your map to the wireframe.

Wed: wireframe to a prototype on Wednesday

Do this in Xd or Figma?

A2 examples of other's work will be shown.

Wireframes

Grid system - the easiest way to find out grid system for the website you're looking for - it's almost never touching content - there will always be margins and gutters, etc. go deeper into grid systems in Project 2, but it's important to keep in mind here.

Each website will have a grid system - examine them and get your head around.

Never try and make a grid system where one row interacts with the other.

#project 1

0 notes

ratiram · 5 years ago

Link

“Listing of REIT’s in Saudi Arabia’s Stock Market coupled with Revision in Mortgage Law in which Loan to Value Ratio increased to 90.0% have driven the Saudi Arabia Real Estate Market”

Revival of Cinemas in the region: AMC Entertainment in collaboration with The Development and Entertainment Investment Company (DEIC) launched the Kingdom’s first cinema in 2018. Operators such as Cinépolis will open 6 movie theaters in country, with first in Lulu Mall, Dammam, in 2019, four scheduled for 2020 and the sixth for 2021, other operators including VOX Cinemas and Next Generation are also opening movie theaters in the region. This has motivated several other local developers to sign agreements with cinema operators from across the region to open cinema multiplexes and offer a diverse selection of entertainment outlets to customers. This has led to huge opportunities especially in the retail sector with development of shopping entertainment or “shoppertainment”.

Boosting of the New Industries: In December 2018, King Salman Energy Park (Spark) a project developed by Saudi Aramco in partnership with the Saudi Authority for Industrial Cities and Technology Zones, located in the Eastern Province was inaugurated. This park has five main regions that focus on general manufacturing, liquids and chemicals, metal formation and industrial services. It is expected that this park will make a contribution of SAR 22 Billion by 2035 in the GDP. This will fuel the demand for commercial and industrial real estate with increase in foreign investment and private sector participation.

Improving House Ownership Scenario: Government is working on tackling the housing gap in the Saudi region. For this they have launched several initiatives, for instance in 2018, The Ministry of Housing in partnership with the Real Estate Development Fund (REDF) funded ‘Sakani’ program with the aim to provide 300,000 residential support units throughout the region. The ministry signed five agreements with four property developers to set up the villas and townhouses.

The report titled “Saudi Arabia Real Estate Market Outlook to 2025 – By Retail Real Estate Market (Super-Regional Malls, Regional Malls and Community Centre), By Hotel Real Estate Market (3 Star, 4 Star, 5 Star and Other Hotels),By Office Real Estate (Premium Offices Grade A and Grade B) and Residential Real Estate Market (Apartment, Villas, Traditional Houses and Others)" by Ken Research suggested that the Saudi Arabia Real Estate market has been increasing due to government initiatives to increase the contribution from non oil sectors in economy. Moreover, various construction activities will take place by public and private partnership; foreign investors will enter the market as it is one of the most growing countries in the GCC and Middle East region. The maximum growth will happen in supply of hotel rooms which are expected to witness a seven year CAGR of 10.0% during the forecasted period 2019-2025.

Key Segments Covered

Saudi Arabia Retail Real Estate Market

By Type:

Super-Regional Malls

Regional Malls

Community Centers

By Geography:

Riyadh

Jeddah

DMA

Makkah

Saudi Arabia Hotel Real Estate Market

By Type:

3 Star Hotels

4 Star Hotels

5 Star Hotels

Others (Less than 3 Star Hotels)

By Geography:

Riyadh

Jeddah

DMA

Makkah

Saudi Arabia Office Real Estate Market

By Type:

Premium Office

Grade A Office

Grade B Office

By Geography:

Riyadh

Jeddah

DMA

Saudi Arabia Residential Real Estate Market

By Type:

Apartments

Villas

Traditional Houses

Floor in a Villa

Others (Floor in a Traditional House)

By Geography:

Riyadh

Jeddah

DMA

Makkah

Key Target Audience

Real Estate Developers

Independent Investors

Real Estate Consulting Companies

Third Party Real Estate Companies

Independent Architects

Government Associations

Government Agencies

Time Period Captured in the Report:

Historical Period - 2013-2018

Forecast Period - 2019-2025

Companies Covered:

Property Finder (Including JRD Group)

Emerging Market Property Group (Bayut.SA)

Aqarmap

Dar Alarkan Real Estate Development Co.

Taiba Investment Company

Jabal Omar Development Company

Kingdom Holding Company

Saudi Real Estate Company (Al-Akaria)

Arriyadh Development Co

Ewaan Global Residential Company

Al Saedan Real Estate Company

Key Topics Covered in the Report

Executive Summary

Research Methodology

Real Estate Market Scenario in Saudi Arabia, 2013-2018

Macro Economic Overview of Saudi Arabia

Overview of Retail in Saudi Arabia

Factors Inflecting Retail Real Estate Sector in Saudi Arabia

Current and Future Retail Demand and Supply, 2013-2025F

Supply and Demand Gap, 2013-2025F

Saudi Arabia Retail Real Estate Market Regional Landscape

Retail Market Outlook, Opportunities and Future Development Trends

Saudi Arabia Retail Market Future Outlook

Saudi Arabia Key Upcoming Malls

Future Trends in Retail Market

Saudi Arabia Retail Market Success Factors Recommendations

Saudi Arabia Retail Space Key Features and Characteristics

Saudi Arabia Case Studies of Major Retail Centers

Saudi Arabia Hotel Real Estate Market Overview

Factors Influencing Hotel Sector in Saudi Arabia

Saudi Arabia Current and Future Hotel Supply and Demand, 2013-2025F

Supply and Demand Gap, 2013-2025F

Saudi Arabia Hotel Real Estate Market Regional Landscape

Saudi Arabia Hotel Market Outlook, Opportunities and Future Development Trends

Key Features and Characteristics of Hotels in Saudi Arabia

Saudi Arabia Key Expected Hotel Projects

Saudi Arabia Hotel Market Potential Gaps

Saudi Arabia Recommendations Regarding Success Factors of Developing Hotels

Saudi Arabia Case Study of Major Hotels

Saudi Arabia Office Real Estate Market Overview

Factors Influencing Office Sector in Saudi Arabia

Saudi Arabia Current and Future Office Supply and Demand, 2013-2025F

Supply and Demand Gap, 2013-2025F

Saudi Arabia Office Real Estate Market Regional Landscape

Saudi Arabia Offices Key Features and Characteristics

Saudi Arabia Key Expected Upcoming Office Projects

Saudi Arabia Office Market Gap Analysis

Saudi Arabia Office Market Recommendations Regarding Success

Saudi Arabia Office Market Future Outlook, Opportunities and Development Trends

Saudi Arabia Co-Working Office Space Snapshot

Saudi Arabia Case Studies of Major Office Complexes

Factors Influencing Residential Sector in Saudi Arabia

Supply-Demand Gap, 2018

Saudi Arabia Residential Real Estate Market Regional Landscape

Saudi Arabia Residential Real Estate Market Gap Analysis

Saudi Arabia Recommendation Regarding Success Factors of Developing Residential Market

Saudi Arabia Residential Market Future Outlook, Opportunities and Development Trends

Saudi Arabia Key Upcoming Residential Projects

Key Features and Characteristics of Residential Sector in Saudi Arabia

Existing Housing Typologies in Saudi Arabia

Saudi Arabia Construction Costs, 2018

Saudi Arabia Online Real Estate Market Snapshot

Saudi Arabia Real Estate Online Portals Business Model

Saudi Arabia Online Real Estate Major Players ( Property Finder (Including JRD Group, Emerging Market Property Group (Bayut.SA) and Aqarmap)

Saudi Arabia Real Estate Market Competition Scenario

Saudi Arabia Real Estate Market Major Real Estate Developers Profiles (Dar Alarkan Real Estate Development Co., Taiba Investment Company, Jabal Omar Development Company, Kingdom Holding Company, Makkah Construction and Development Co)

For more information on the research report, refer to below link:

Saudi Arabia Real Estate Market

Related Reports

Australia Real Estate Market Outlook To 2023 – By Residential (Apartment & Villas), By Retail (Regional, Sub-Regional, Neighborhood, CBD, Large Format Retail And Others), By Office (Grade A, Grade B And Premium Offices) And By Hotel (3 Star, 4 Star, 5 Star And Other Hotels)

Singapore Real Estate Market Outlook to 2023 - By Residential Market (New Sales, Re-Sales and Sub-Sales), By Retail Market (Private and Public Retail Space), By Office Market (Private and Public Office Space) and By Hotel Market (Gazetted and Non-Gazetted Hotels)

Hungary Real Estate Market Outlook to 2022 - by Residential (Dwellings Constructed by Regions, by Builders Type, Holiday Units Constructed by region, Dwellings Leased by Regions, Dwellings Sold by Regions), by Commercial, Retail and Hotel

Ken Research

Ankur Gupta, Head Marketing & Communications

[email protected]

+91-9015378249

#نمو سوق العقارات في المملكة العربية السعودية

0 notes

kendrixtermina · 8 years ago

Text

Extra Typology Vol #3 - 0. System Overview - What is this?

As this system is still relatively unknown and not as intuitive as the Essence Types, I wanted to give everyone a quick 101 on the system so we’re all on the same page, basically the same very primer I had from internet research which lead me to be so very interested in buying the book - perhaps it will make you interested in buying it, too.

Also, a thanks to @jerdle for making me aware that this stuff exists in the first place.

The Idea

Apart from his one foray into typology, the author of the book has mostly worked in the field of psychiatry and the treatment of personality disorders in particular, and that’s kind of where his concept here comes from, basically the idea that some disorders are “malfunctions”/ “corruptions” of normal functions (or perhaps the other way around, that when people develop in a disordered way due to abuse or simple wiring errors, they manifest symptoms in ways characteristic to their traits)

There’s a lots of traits here that were once considered full-blown personality disorders but have been relegated to “traits” or whole other classes of dysfunctional tendencies. - And of course, these days, psychiatrists have mostly switched to diagnosing based on a multidimensional measure of functionality (ability to control emotions, recognize reality, distinguish between self & other) rather than fixed categories exactly because of the problems that not all patients can be neatly grouped into just one box, but also because a lot of the criteria read like a list of slanted descriptions of regular, even potentially helpful traits with a handul of actual glaring dysfunctionalities at the bottom, with those being what makes it an actual serious illness that greatly impacts one’s functionality and quality of life.

There’s something slightly problematic in discribing an illness with a list like “not good at socializing”, “dresses oddly” and “believes they have special powers”, because you could fit a substantial amount of it without being actually abnormal (Not everyone who isn’t good at socializing & dresses oddly believes they have special powers - and in specific context even non-disordered people can be capable of believing in unusual things, for example in religion or conspiracy theories.)

So for the same reasons that when it comes to diagnosing & treating disorders a functionality based system with few categories is probably better, these commonly described “traits” might merit a further look, and that’s possibly how this book and the typology system started therein came to be.

Disclaimer: That said, I will try to avoid or skim over the subject of psychiatry in my further review, analysis & summary because that is a delicate can of worms and I don’t know fuck about it; I don’t wish to end up ruining the day of people who already have more than enough on their plates or give the impression that I’m romanticising anything I have no clue about; I only wish to describe & popularize the typology system as a tool for self-improvement, mutual understanding and the creation and analysis of fictional characters.

The System

As explained in the masterpost, this is more of a multidimensionl trait-based system in which you don’t necessarily have one particular type, but there’s a list of traits that you either have or don’t, and both the convernation & gradation in how pronounced they are would vary by person (though one could theoretically imagine a person who would be pretty close to a “pure” representative of a type)

The traits themselves strike me as fairly specific in that at least I personally could fairly quickly sort them into “hell yes/ hell no/ maybe”.

For example, I’d be “Idiosyncratic-Solitary-Artistic-Serious-Leisurely” (perhaps with ‘Vigilant’ tacked on at the end instead if you exclude ‘artistic’ but I don’t really identify with it that much) and your type would be described by listing 3-5 of your most pronounced traits.

The specific mixture probably matters & creates a great deal of your uniqueness (for example, in my case the ‘artistic’ trait somewhat softens the ‘solitary’ in that I’m not that unflappable, let alone unexpressive (heaven forbid!), though I’m very distinctly a hardcore introvert (to the point that I barely have any desire for friends, communicate mostly over technology and sometimes find it hard to cope with my live-in boyriend) whereas the ‘solitary’ trait’s need for clarity & a detached POV thankfully puts a regulatory valve on the ‘idiosyncratic’ trait’s “inner woo-woo” )

This can also be responsible for a person’s “hidden dephts” - One illustrative example I read was of a radio host who had a lot of traits you’d expect in this occupation - High on Self-Confident, and Dramatic, midrange Agressive - but also scored pretty high on Devoted, surprising the tester at first, but then, it turned out that he had a huge reputation for loyalty in both his current and former workplaces.

In the case of my boyfriend (1w9 INTJ) I’d say he’s very high in both ‘conscientious’ and ‘self-confident’. The result is an individual who is not very flashy at all but very commited to doing exceptional work and feels compelled to contribute to “the saving of the world”

Though the book (which originated the system) “starts out” with 14 original traits (which will be therefore be the ones that get covered in depht in this series) Like with the temperaments (Supine) and Essence Type (Solar), later users of the system have added some additional traits, also based on psychological concepts/dysfunctions that could be considered their unhealthy extremes or perhaps rather what happens when the associated “software” has “glitches”.

The Traits (Basic Rundown)

(title cursive if not included in the book)

Conscientious

Dedicated to hard work

Strong principles and values; Always want to do the right thing

Might insist that things be done “properly” according to their idea of “done right”

Would like all tasks & projects tobe complete to the final detail and without flaws

Tends to stick with their convictions and opinions

Thrifty, careful and cautious in all areas of life

Saves & Collects things

Mantains order & organization; Tries to save money

Loyal to causes, families & superiors

Perfectionistic & Preseverant

Comparable to Enneagram 1 and/or lower Fi

Extrapolated from Obsessive-Compulsive Personality Disorder (not to be confused with OCD which is a whole different animal and commonly misrepresented)

Sensitive

Prefer the known to the unknown; Comfortable with habit, repetition and routine

Cares deeply about what others think of them; Wants to be liked & accepted

Behave with deliberate discretion in their dealings with others; Not likely to make hasty jumps or take action before they know what is appropiate

Take care to mantain a courteous, self-restrained demeanor

Function best in settings where they know what their role is supposed to be

May be reluctant to share inner thoughts or feelings with others

Tend to prefer living in a small world & knowing the people in it; Being nestled in a close knit, emotionaly secure environment of a few friends & family - the sort to prefer a few good friends over a large circle of many acquaintances

Don’t like being the center of attention, but do want to be recognized for their creativity

Find freedom in their mind, feelings and fantasies

Comparable to Si-using introverts, sp 6 or the supine temperament

Mari, I believe this would be you

Extrapolated from Avoidant Personality Disorder

Vigilant

Independent; Keep their own counsel

Require little reassurance or advice, easily make their own decision & take care of themselves

Cautious in their dealings with others

Good & careful listener - aware of mixed messages, hidden motivations, evasions and distortions of the true

Don’t hesitate to stand up for themselves

Take criticism serious without being intimidated by it

Highly value Fidelity or Loyalty

“Survivor” - Value being aware of their surroundings and let nothing escape their notice

Often found in the role of the social critic, watchdog or crusader (Politics!)

Sounds roughly like counterphobic six or xSTP though there’s some incongruencies

Extrapolated from Paranoid Personality Disorder

Dramatic

Sensation oriented, emotionally demonstrative & physically affectionate

Experiences life vividly and expansively

Likes to be seen and noticed

Pays a lot of attention to grooming and enjoys fashion & shopping as a hobby?

Enjoys their sexuality

Easily puts trust in others

Responds well to new ideas and suggestions from others

Comparable to ESFx or 2w3

Extrapolated from Histrionic Personality Disorder

Aggressive

Comfortable with power, authority & responsibility - Natural top dog who works well in hierarchical organizations with clearly defined roles

Highly disciplined & capable of enforcing said discipline onto others; Run a tight ship

Highly goal-oriented; Practical, pragmatic approach to getting the job done

undertake huge responsibilities

Functions well & bravely in difficult or dangerous situations

Likes Action and Adventure

Usually physically assertive as well - may enjoy competitive and/or contact sports

May be traditional or conservative

in general, confident competitors who never back down from a fight

Comparable to choleric temperament, it’s not quite Se or Te nor 8 or cp6 but there’s probably overlap. Mars type is probably the closest analogue.

Extrapolated from Sadistic Disorder

Idiosyncratic

Tuned into and sustained by their own feelings and belief system

Self-directed and independent, requiring few close relationships

Ignores convention; Aspires to stand out from the crowd

Often somewhat eccentric

Open to anything; May be interested in esoterics

Often engages in abstract, speculative thinking

Keen observer of others, particularly of how they react to you; May be sensitive to that

Tends to follow their own heart and mind

This is basically 4, though one might also draw parallels to high Ne users.

Extrapolated from Shizotypal Disorder

Self-Confident

Believe in themselves and their abilities; See what is unique and special about them

Expect others to treat them with respect at all times

Able to make use of the strenghts and abilities of other people; Shrewd in their dealings with others, good at grasping the ‘politics’ of a situation

Open about their aspirations and possibilities

Able competitor, focussed on getting to the top

Identifies with people of high rank and status

Able to visualize self as a hero, star, millionaire, best in the field etc.

Keen Awareness of one’s own thoughts and feelings

Can accept praise & admiration gracefully & with self-possesion; Dignified, ‘aristocratic’ presence

Know how to work, motivate and lead the crowd & attract others to your goal

Comparable to 3 (especially 3w4), ExxJ

Extrapolated from Narcissistic disorder

Solitary

Little need of Companionship; Doesn’t require much interaction with others

Most comfortable alone

Dispassionate; Indifferent to pain or pleasure and unswayed by either praise or criticism

Can come to terms with their behavior in spite of other’s reactions

Want to be free of the need to impress & please

Prefer clarity of vision to sentiment or intimacy

Not very driven by sexual needs; Some may well enjoy it but it’s not a big priority & they do not suffer in its absense

Long to discover & record facts of existence

Roughly like an extreme case xITx or sp 5 but seems far closer to your archetypical hermit

Extrapolated from Shizoid Personality Disorder

Leisurely

Believe they have the right to enjoy themselves on their own terms in their own time

Play by the rules & deliver what is expected of them

Resist being exploited

Relaxed about time

Not overly awed by authority

want to be accepted and appreciated by others without having to submit to demands or expectations

Believe that they are just as good as everyone else and entitled to the best things in life; Don’t let anybody desprive them of their pursuit of happiness

Don’t like to risk important relationships, yet feel the need to be free

Defend their right to do their “own thing”; Find happiness through creative pursuits

Comparable to: Se or Ne, Lunar type, 9w8

Extrapolated from Passive-Agressive Disorder

Serious

Usually mantains a sober demeanor

Realistically aware of their own capacities and limitations

Holds themselves responsible for their actions

Always plays things out in their mind before acting

Able to critique others and evaluate themselves; Not tempted by vanity or self-importance

Able to anticipate problems and prepare for them; Able to carry on even in the worst of circumstances

Suffers greatly when they realize they’ve been thoughtless or impolite to others

Suffers no illusions, tries to see things as they are; Doesn’t expect to be popular

Thinker, analyzer, evaluator

Possibly analogous to Saturn type or Melancholic Temperament

Extrapolated from Depressive Personality

Self-Sacrificing

Generous to people in need of something they have

Always considerate in their dealings with others

Aims to be helpful & giving; Doesn’t wait to be asked

Nonjugmental & tolerant of other’s foibles, never harshly reprobing

Don’t like being the center of attention; Noncompetitive and unambitious.

Ethical, humble, honest and thrustworthy

Stick with you through thick and thin, sometimes to the point of being long-suffering. Very Patient.

Prefer to shoulder their own burdens themselves & uncomfortable being fussed over; High tolerance for personal discomfort

Naive and Innocent; Tend not to suspect underhanded motivations

Comparable to 2w1, Fe dom or certain aspects of Jupiter Type

Extrapolated from Masochistic/ Self-Defeating Personality Disorder

Devoted

Thoroughly dedicated to the relationships in their lives

Prefers the company to one or more people to being alone

Tends to follow rather than lead - happy to seek out other’s opinions and follow their advice

Careful to promote good feelings between themselves and the important people in their lives

Thoughtful of others and good at pleasing them

Able to form new meaningful bonds, even after the loss of someone around whom their life centered

Loyal, considerate & helpful team player

Respectful of authority and institutions; Believe in comitment and work hard to sustain their relationships

Promotes harmony; Polite, agreeable and tactful

Tends to rely on the judgement of the important people in their lives

Roughly like sx Nine or phobic six? Venus Type?

Extrapolated from Dependent Personality Disorder

Adventurous

Live by their own internal code of values - not strongly influenced by other people or the norms of society

Love the thrill of risk-taking

Do not worry too much about others; Not inclined to worry about the future or regrets about the past

Good at winning friends and influencing people

Love to keep moving and exploring; Go boldly where most fear to tread

Tends to challenge boundaries and restrictions

Stands up to anyone who’d dare to take advantage of them

Tends to be a mischief maker as a kid

Lives in the present; Doesn’t worry much about finding work etc. - Lives by their talents, ingenuity and wit

Extroverted Sensing. Also comparable to Mercury type or 7w8/8w7

Extrapolated from Antisocial Personality Disorder

Mercurial

Prefers to always be involved in a romantic relationship

Tends to experience passionate, focussed attachments in all their relationships

Emotionally active and reactive; Puts their heart into everything they do

Uninhibited, spontaneous, fun-loving and undaunted by risk

lively, creative, busy & engaging

Open-minded; Willing to experience and experiment with other cultures, roles and value systems and follow new paths

Imaginative and curious

Enthusiastic; Show initiave and can stir others into activity

Escapistic; Good at distancing themselves from reality when it gets too harsh

Years for experience and insists that others come along for the ride; Ardent in their desire to connect with both life and other people

This description makes it sound rather solar-y/pixie-dream-ish(That’s probably closer to ‘Artistic’ or ‘Exuberant’) or like simple ol’ fi but in the actual book this comes across as vastly more tempestous, like, an “intense art critic”, fire & ice, lots of love & lots of hate type of person or sx/sp four, but not quite -

Extrapolated from Borderline Personality Disorder

Inventive

Idealized self-image - see self as superior individual of high worth

Strives for recognition & approval; Desires to be the object of attention and admiration

Cares about out-archieving others; Aspires to honors and fame

People-pleaser, especially toward wealthy and prominent people

proves worth by exercising their charm

After social status, material security & the affections of their desired sex

Sensitive about how others react to them; Long to be highly esteemed

Entertain fantasies of greatness or stardom - great need for immediate sucess

Subdued demeanor - energetic but phlegmatic, your basic “peach” type of person with an acessible exterior but a hidden core of privateness & possibly artistic sensibilities

Open to culture; Wide range of interests

Avoids situations where they could be criticed, slighted, humiliated or shamed like the plague; Very conscious of how others treat them

Comparable to 3w2 or sx 3; Probably a lot more likely to be xxFx than Self-Confident

Extrapolated from Compensatory Narciscism

Artistic

Tendency toward mood swings, can go from upbeat, excitable & productive to sullen and withdrawn - these shifts tend to be due to the person’s internal processes rather than external triggers

Artistic inclinations, as the title suggests. Productivity ebbs and flows,depending on mood & inspiration, may have periods of frantic activity alternating with apathy and “writer’s block”

Unpredictability - may take up new jobs, hobbies, ouses etc. out of impulse, despises routine & likes varied, stimulating experiece & improvisation

Tend to have a grasp on many different corners of the human experience & therefore have a gift for nuanced understanding of different viewpoints

Feeling-oriented - decisions are usually based on current mood, feelings & impulses more than systematic approaches

May have issues with commitment and/or self-control

Fluctuating self-confidence - may seem grandiose one moment & beat themselves up in the next

as likely to be 7 or 4; Lunar or Solar ... Fi?

Extrapolated from Cyclothymic Disorder

Exuberant

Highly values pleasurable and intense experiences

Enjoys being active

Gragarious and disinhibited, but also independent workers; Tendentially Ambiverts

Seeks out others as romantic or sexual partners, but they can end up playing second fiddle to their work

Tendency to splurge

Enjoys recreational substances such as booze, but may fall into a tedency to overdo it

Holds friends & loved ones to a high standard

Enjoys traveling or moving to new location

Values being knowledgeable or skillfull

Though they may adopt a tough demeanor, they can be remarkably kind underneath

Often Comitted to creative Work & high Productivity

Bit like ENxP, Sanguine temperapent or sx-first

Extrapolated from Hypomanic disorder

Carefree

charming, spontaneous & refreshing - don’t necessarily feel the need to eventually aquiesce to conventional ideas of maturity or conformity

Sexually unabashed and generally non-repressed

may enjoy being pampered but also long to retain a certain freedom, sort of ambivalent about depending on others

Takes a simple, uncomplicated view of friendships & relationships & things in general

May be scattered & not the sort who copes well with too much responsibility & tendency to be pouty or stubborn in such stress situations (as opposed to the more mature or at least pseudo-mature reaction of a Dramatic or the angry intensity of a Mercurial) -

Though not always capable of following through with actual help or giving, they’ll usually be well-wishing or sympathetic

Kinda like a sp 2 or lunar-venus

Extrapolated from what was once categorized as Infantile Personality Disorder

Further Reading/ Your Type

Take this test (only the original 14 types), or try this or this checklist

And of course, the following writeups of this series will hopefully go on to serve as even further reading beyond anything else I could find.

#oldham #personality types #typology #oldham personality #extraTypology

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contentbew4re · 6 years ago

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Horizontal and Vertical Image Axis

One great thing about using the work of Penelope Umbirco as a reference is that as well as producing work that has been a big influence on my own, she also works as an academic and therefore is able to talk about her work and the theoretical and conceptual ideas behind it, and how they engage with developments in the wider world. Of particular note recently was a talk I found on Youtube given at Parsons New School of Design in New York (entitled ‘The Photographic Universe: Umbrico and Goodyear’).

In this particular talk she raises a couple of points that have really stuck with me recently. The first is a concept she discusses of ideas existing on a vertical and horizontal access. While by no means intending to be a hierarchal system, it loosely groups those that exist on the horizontal axis as being day to day images, images that effectively assimilate with existing photographic tropes - eg birthday photos, holiday photos but could also be broadened to incorporate memes etc, things we consume passively as part of our every day online data flow - media that communicates with each other, that builds on existing dialogues and conventions. She sees those on the vertical axis as striving to be deliberately unique and singular - standing out from, rather than fitting in with more digestible forms of visual media. I think its quite a nice analogy. Although I have no data to base this on, when we talk about the growth and proliferation of user generated visual media online I would suggest that this relates almost entirely to the type of images that she places on the horizontal images, while those that exist on the vertical axis have, in relative terms at least, only increased incrementally.

It also made me draw comparisons between her work and that of Richard Prince and Sherry Levine - artists that all use appropriated images as the basis for their work. In Penelope Umbirco’s pieces the media she uses is undoubtedly drawn from the Horizontal axis - images of broken TV’s from eBay, Sunsets on Flickr etc, while Sherry Levine and Richard Prince usually take from images on the vertical axis, established works from Walker Evans for example in the case of Sherry Levine, or Patrick Carious ‘Yes, Rasta’ Book as one example of many appropriations of Richard Prince. It’s interesting how despite having a similar process, the nature of the source material has greatly impacted the way the each artists works are received and the ways in which they are discussed. Prince and Levine’s work for example is discussed (ie written about, theorised etc) almost entirely within the context of Fine Art theory, with little discussion of the work taking place within the canon of photographic practice and history. Penelope Umbirco’s work however has a very different presence, widely acknowledged and being very engaged theoretically with discussions around photography, photographic practice and post-photography, while the works themselves are are owned and collected by more general american art institutions (notably also, both Prince and Levine’s work has been the subject of various legal disputes while Ubircos has avoided such attention).

The differences between these two approaches are fairly indicative of how my own approach to my work has shifted throughout the course so far, initially thinking of appropriation in fine art terms and taking from and subverting perhaps slightly more obvious ‘vertical axist’ visual material, to thinking more within the language of photography (or rather the developing language of post-photography) and drawing instead from the horizontal axis.

Another interesting line from the talk is Umbrico’s description of ‘Scripted Images’ which serves as a nice analogy for the type of images I have been using within my work, as well as a neat summary of the user generated, networked typological images we see online (the selfie being perhaps the most obvious example) which is something I’m increasingly feeling I want to orientate my research towards exploring.

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typologycentral · 6 years ago

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Authentic Leadership

Does typology help leaders to develop greater authenticity, or does it get in the way? Over the last decade or so, those working in organizational development have taken an increasing interest in the topic of authentic leadership. The concept focuses on personal ethical values, integrity in relationships, and building trust and support. When we view authentic leadership from the perspectives of typology and depth psychology, however, it raises difficult questions. Does being an authentic leader mean being true to our type? This might feel authentic, but it can create problems for the leader in communication, relationships, and problem-solving when other people or situations expect the leader to use a different style. Does authentic leadership involve developing and using skills in non-preferences? This might enhance the performance of the leader, but it can feel inauthentic and potentially lead to stress or executive burnout due to spending a lot of time using non-preferences. Does authentic leadership involve finding a role that values the leader’s type so there is congruence between personal preference and demands for performance? That might give the impression of authenticity but it is superficial. It may succeed for a while but it can lead to rigidity in our use of type preferences, making it more difficult to adapt when circumstances change. Does authentic leadership involve laying aside our preferences to manage the polarities that exist in the world around us? Again, this might enhance the leader’s performance but it is not clear how this relates to authenticity. It can seem as if we are achieving something significant but it can also seem that we are sacrificing our own character and authenticity for the greater good. Each of the main four topics involved in this debate—authenticity, typology, depth psychology, and leadership—has been looked at separately and sometimes two or three have been found to be related. Among the contributors to this debate are Andrew Samuels (2001), William “Bill” George (2003), Barr and Barr (1989), and John Beebe (1992)—see figure 1. There are two other perspectives that can help bring these topics together into a coherent whole. The first is the overlooked and most important message in Psychological Types—that is, to use Jung’s words from a letter of 1935, ‘the gravamen [that] most readers have not noticed’ (1973, p. 186). This gravamen views typology not as the defining structure of the personality but as a stepping stone towards the transformation of it (Myers, in press). The second perspective is the well-established theory of transformational leadership, which has the potential to reconcile the conflicts and contradictions that arise from the four topics listed above. When we take account of these additional perspectives, they suggest that the authenticity of a leader lies not in typology, which aligns the leader’s personality with one side of a pair of psychological opposites. Rather, authenticity emerges from between the opposites when the leader looks beyond type to develop greater awareness of the collective unconscious. Leadership The Jungian analyst Andrew Samuels (2001) has related leadership to depth psychology in a chapter of Politics on the Couch. In setting the scene, he proscribes several subjects from his discussion, such as crowd psychology, group dynamics, or the analysis of individual leaders. He shows how to apply Winnicott’s concept of good-enough parenting to leadership by focusing on the value of non-heroic leadership and failure. Samuels describes three forms of leadership—erotic, trickster, and sibling—the last of which is “a psychological way to deconstruct the notion of leadership altogether” (p. 96). He does this against the “background of transformative politics” (p. 100), so the concept of transformation is an important part of his argument. Authenticity has been related to leadership in an influential book by Bill George (2003), a former CEO and professor of management practice at Harvard whose focus is on “greater shareholder value.” His theory is not as commercial or as oriented towards the external world as this phrase implies, because George shifts the emphasis in leadership theory onto the relationship between the inner personality and outer organizational domains. He raises important psychological questions by trying to reconcile the leader’s personality, values, and beliefs with the competing needs of various stakeholders. George’s solution to the various personality and organizational conflicts is to develop the leader in five dimensions—purpose, values, heart, relationships, and self–discipline. Barr and Barr (1989) related leadership to typology in The Leadership Equation. They advocate that the leader should develop awareness and skills associated with the non-preferred functions. They recognize that this is a difficult task but view it as necessary in order to maximize performance in the role. They close their book with a succinct summary: “The leadership equation involves balancing style for leadership enhancement” (p. 173). This approach has some similarity to George’s because it describes a set of personality dimensions on which the leader needs to develop. However, while for George these dimensions are the same for all leaders, Barr and Barr prioritize them according to our typological structure. Both approaches develop authenticity because they try to align our external role with our internal nature, albeit in slightly different ways. Authenticity The purpose of analytical psychology is adaptation in two directions: “to external life—profession, family, society—and secondly to the vital demands of [our] own nature” (Jung, 1926/1946, ¶ 172). However, the “own nature” that Jung refers to here is neither the personal values discussed by George nor the typology discussed by Barr and Barr. This “own nature” is much deeper. Jung placed the typological functions in the “ectopsychic system” (Jung, 1935/1976, ¶¶ 88-89 ), which is that part of the psyche used for adaptation to the outer world. He defined extraversion and introversion as ways of reacting to the outer object—extraversion invests libido in it (Jung, 1921/1971, ¶ 710) and introversion withdraws libido from it (). Also, Jung associated the typological functions with the persona (Jung, 1916/1966, ¶ 505) which is a “segment of the collective psyche” (Jung, 1928/1966, p. 156). Typological functions do not represent our authentic individuality, they are a collective psychology. Jung explained the close relation of typology to collectivity in chapter II of Psychological Types. He cited the writings of Schiller to show how developing a dominant function and becoming a type makes us collective. Through our use of the functions, we serve society at the expense of our authentic individual self: “The superior function is as detrimental to the individual as it is valuable to society” (Jung, 1921/1971, ¶ 109). Jung summarized the problem by quoting Jean-Jacques Rousseau: “You must choose between making a man or a citizen, you cannot make both at once” (¶ 134). In other words, you can either be authentic or a leader; you cannot be both. Having described the “type problem,” primarily in chapter II, Jung goes on to outline his solution in chapter V. Although these are long and difficult chapters, Jung became increasingly frustrated that most readers overlooked them. For example, he cited the fact that “not even the elements have been properly understood” (Jung, 1937/1971, p. xii) as one of the reasons for not revising Psychological Types. And he eventually gave up on laypeople being able to make use of his typological theory (Shamdasani, 2003, p. 87). What Jung wrote in those chapters is radical. His book is not about the classification or description of a personality but the transformation of it. He suggested this in several places, including the subtitle of the first English translation: “a psychology of individuation” (1921/1923). Psychological Types describes how the personality is transformed so that its structure is no longer defined by typology but by a new function and attitude that appears from between the opposites, from the unconscious. This new and emergent individuality, which is much deeper than typological preference, has its roots in the archetype of the self. Typology is only a stepping stone or gateway on the way to its discovery. Although Jung discussed how to assess whether someone’s type is authentic (1923/1971, ¶ 891), the goal of his theory is a deeper and more unique authenticity. The purpose of individuation is to develop “the psychological individual as a being distinct from the general, collective psychology” (1921/1971, ¶ 757). John Beebe (1992) examined this deeper form of authenticity more than a quarter of a century ago. Although his book uses a different word in the title—Integrity in Depth—he makes clear at the outset that the inspiration for the book is the subject of “authenticity” (p. xix). Beebe’s decision to switch to the word “integrity” points to a depth psychological meaning of authenticity. Using the writings of Cicero as a springboard for his argument, he quoted the contemporary philosopher Robert Grudin to show that authenticity/integrity has three main components: inner harmony, alignment of the inner and outer self; and continuity over time. Beebe suggested that integrity is not about expressing type preferences, because “a psychologically developed individual will have … all four kinds of intelligence—a feeling, a thinking, an intuitive, and a sensation awareness” (p. 22). Rather, it is the dialectic between opposites that leads to integrity (pp. 27–32). Beebe quotes Edinger (1972) to suggest the primary basis for authenticity is in the dialectic between the ego and the self: Edinger … describes an “ego-Self axis” as the “vital connecting link between ego and Self that ensures the integrity of the ego” (p. 6). It is along this axis that I locate the deeper integrity that I am discussing throughout this book. (Beebe, 1992, p. 137, n. 4)The Personality Spine(s) From the perspective of typological theory, the spine of the personality is the relationship between the dominant and inferior functions. Some type theorists regard this spine as virtually the same as the ego-self axis (e.g., Corlett & Millner, 1993, p. 51). However, other writers make a distinction between the two. Angelo Spoto, for example, relates the typological functions primarily to the ego rather than the self (1989, p. 128). When there is development of the dominant and inferior functions, their relationship is the “spine of consciousness” (Beebe, 2017, p. 130)—at least, it can be for a period—but the ego-self axis is the spine of the whole personality. The latter brings the ego into relationship with the total psyche, including all aspects of the unconscious (Edinger, 1972, pp. 3-4). There can be a stage of development when the dominant-inferior spine and the ego-self axis appear to be the same. At this stage, we can gain “access to the deep integrity of personality [via the] inferior function” (Beebe, 1992, p. 106). However, differentiation or integration of the inferior function does not represent the culmination of the individuation process; it is only the beginning. Individuation starts with the attempt to differentiate the inferior function (Fordham, 1953, pp. 45-46). Differentiating the inferior function has a radical transformative effect on the personality and makes our earlier typological structure irrelevant: When the fourth function comes up … the whole [conscious] structure collapses … This, then, produces a stage … where everything is neither thinking nor feeling nor sensation nor intuition. Something new comes up, namely, a completely different and new attitude toward life in which one uses all and none of the functions all the time. (von Franz, 1971/1986, pp. 27-28)After this transformation has taken place, we continue to develop through the dialectic that takes place between the ego and the self. The spine of the personality is no longer seen as the dominant-inferior relationship but the ego-self axis. Jung illustrated this restructuring of the personality in chapter V of Psychological Types. He saw Spitteler’s 1881 epic poem Prometheus and Epimetheus as being visionary (inspired from the collective unconscious) and as revealing how the Western mind can overcome the conflict of opposites and develop the unique individual. Jung drew several parallels between the poem’s story and the process of psychological transformation. For example, Epimetheus becoming king and Prometheus going into exile stands for (among other things) a typological function becoming dominant and repressing its opposite. By the end of the story, which contains many twists and turns, there has been a significant transformation. Messias, a son of the Angel of the Lord, has become king, Prometheus and Epimetheus have restored their relationship, but the brothers no longer have any position of power. Messias stands for a new function and a new attitude (Jung, 1921/1971, ¶ 459). He is not only sovereign but, because of his divinity, he also acts as a bridge between consciousness and the unconscious. Chapter V of Psychological Types uses typology as an important example of how the problem of opposites can lead to the transformation of the personality, but it is only one example. There are many other opposites in Spitteler’s poem, including conscience and soul, society and the individual, the profane and sacred, good and evil, and others. Spitteler’s story reconciles some of these, through a series of events, but not all of them. The recognition and reconciliation of opposites is an ongoing and never-ending process. In the rest of chapter V, Jung shows how the process of transformation is relevant to an even wider range of opposites. He considers how some forms of religion and poetry try to reconcile and overcome these conflicts through a dialectic that gives both sides parity. Jung intended Psychological Types to be the layperson’s introduction to the process of transformation through the experience of opposites. However, as a result of readers overlooking the book’s gravamen, by 1935 he had concluded that “lay people could not use [typology] correctly” (Shamdasani, 2003, p. 87). Nevertheless, the theory of transformation it contains is still relevant to many of the conflicts and problems we face today. Psychological Types suggests that we do not become authentic by being true to our type or our values, but that our authentic individuality emerges from between the typological opposites, in the form of a symbol that stands for and becomes a new function and attitude. And that deeper authenticity continues to emerge as we encounter a wide range of other opposites in the same way. In practical terms, it involves withdrawing projections and desisting from exercising preference, to learn to value the opposites within ourselves. In leadership terms, it means adopting an attitude that acknowledges the potential for transformation within the leader and through the relationship between leader and follower. The theory that is closest to Jung in this respect is not George’s concept of authentic leadership but James MacGregor Burns’ transformational leadership. Transformational Leadership and Analytical Psychology Burns developed his theory of leadership in the 1970s, and he considered how leadership relates to the topics of authenticity (under the guise of morality) and depth psychology. He rejected psychoanalysis and only looked fleetingly at analytical psychology—citing Jung only to support his rejection of Oedipal theory (Burns, 1978, p. 35). However, Burns had a lot in common with Jung. For example, Jung rejected Freud’s psychoanalysis for the same reason as Burns (its emphasis on Oedipal conflict). Also, Burns saw “Maslow’s theory of motivation [as the best] psychological grounding for a satisfactory theory of leadership” (Seligman, 1980, p. 154). This could have led to common ground between Burns and Jung because Maslow’s self-actualization has significant similarities with the self-realization that comes through individuation. And, like Burns, Jung was “absorbed by the question of leadership” (Samuels, 1993, p. 287). Both theorists wrote a great deal about the relationship between leadership and morality, which they saw rooted in the transformation of personality and relationships. For example, both Burns and Jung rejected the idea that power involves one person acting upon another. They placed more modern conceptions of power—based on motivation and relationship—at the foundation of a transformative process that is interactive and shared. In analytical psychology, you “can exert no influence if you are not susceptible to influence” (Jung, 1929/1966, ¶ 163) and the psychotherapeutic process that leads to transformation is a dialectical process between therapist and client (Samuels, Shorter, & Plaut, 1986, pp. 18-19). There is a similar principle in transformational leadership because Burns regarded power in leadership as being based on a “relationship … in which two or more persons tap motivational bases in one another … drawing a vast range of human behaviour into its orbit” (Burns, 1978, p. 15). This enables a mutual transformation to take place between leader and follower: “Transforming … leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p. 20, original emphasis). Another similarity is that the hero myth influenced both Jung’s and Burns’ theories, although they both see the myth as incomplete or inadequate in some way. Burns’ interest in the hero arose through the historical development of the concept of charismatic leadership, for example in work such as that of the sociologist Max Weber. But Burns rejected heroic leadership and turned instead to ideological leadership, where the “leaders embody and personify collective goals … the purposes of the movement” (Burns, 1978, p. 248). Within analytical psychology, Jung’s interest in the hero stemmed from his research into mythology, relating it to both academic study of the human psyche and his own inner hero journey of the creative illness he suffered around the time of the First World War. Jung reinterpreted the hero as having an inner psychic significance and being part of an overall teleological drive towards wholeness and self-realization (Samuels et al., 1986, pp. 66–67). However, in individuation, the hero myth turns into the transformation myth, which is the last stage in his model of development (Neumann, 1954). Differences There are a couple of significant differences between the two theories. One difference is the importance of consciousness, though the starting point for their understanding of this topic appears to be the same. Both men value consciousness because, for Burns, “transformational leadership … is grounded in conscious choice among real alternatives” (1978, p. 36, original emphasis) and for Jung, a leader needs to be “conscious and responsible” (1949/1977, p. 197). However, in analytical psychology, one of the pillars of consciousness is the quality and nature of its relationship with the unconscious. Although Burns recognized the role of the unconscious in shaping relationships, he did not integrate the concept into his theory. He dismissed consciousness-raising activities as “something of a fad” (1978, p. 41). The second key difference, related to the first, is the definition of authenticity. Beebe has shown that the deepest form of authenticity in analytical psychology is based on the relationship between the ego and the self within the individual. The criteria to determine whether something is moral or authentic is internal: Morality is not society’s invention but inherent in the laws of life. It is man acting with awareness of his own moral responsibility to himself that creates culture rather than the other way around. [This principle] may appear to have little or no bearing upon the standards of the collective [yet it can] maintain an equilibrium in society. (Samuels et al., 1986, p. 94)Burns, however, took an external view, basing his definition of authenticity on an objective view of universal values to which he assumed everyone could subscribe. Burns distinguished authentic from pseudo-transformational leadership by the impact it has on the well-being of the people it affects (1978, p. 426). As a result, “a crucial element for … Burns’ conception of transformational leadership was his firm belief that to be transforming leaders had to be morally uplifting” (Bass & Riggio, 2006, p. 12). This definition is problematic, as people within the field of transformational leadership have acknowledged (p. 233). We can see one of these difficulties in Burns’ and Jung’s analyses of Hitler. Burns suggested that Hitler transformed Germany, but it was pseudo-transformational because “he failed—utterly—to create for the people of Germany lasting, meaningful opportunities for the pursuit of happiness. … Hitler ruled the German people, but he did not lead them” (1978, p. 29). For Jung, however, Hitler was neither transformational nor pseudo-transformational because, from the perspective of analytical psychology, transformation involves developing deeper self-knowledge through the relation of the ego to the self. There is no evidence of this in Hitler. Rather, his actions and attitudes were characterized by intense projection rather than introspection. In Jung’s view, Hitler did not even rule Germany, he was “simply the exponent of the trend of things” (1938/1977, p. 129). He was a symptom of the movements in the cultural layers of the collective unconscious. This is akin to a tidal bore, which appears to be leading the incoming tide but is merely the product of deeper underlying forces. Just as we must look at the undercurrents to understand the tidal bore, so too we must look at the collective unconscious to understand leaders such as Hitler. This focus on the unconscious leads into another difference between Burns and Jung, which is how they each view regressive behavior. Jung’s process of individuation consists of cycles involving two movements: progression and regression (Stein, 2006, pp. 1-28). Regression brings primitive and undeveloped instincts into consciousness. For Jung, if this material is viewed subjectively and symbolically, it contains the seeds for transformation and further progression. Regression is therefore an important part of authentic transformation. In Burns’ theory, however, regression is pseudo-transformational because (for a time at least) it produces an effect that is not morally uplifting. Conclusions The term “authenticity” will mean different things to different people, depending on their knowledge and attitude. For Bill George, whose primary focus is organizational performance, authenticity is based on the character of the leader and its alignment with the conflicting needs of various shareholders. While this seems to align the inner and outer domains, this understanding of character is relatively superficial when viewed from a depth psychology perspective. Barr and Barr have a similar focus on leadership effectiveness, but they expand the understanding of character to include typology. There are such things as authentic and falsified types, but they are only relevant at a certain stage of development. This form of authenticity is based on the dominant-inferior relationship, which lies within the ectopsychic sphere. It can become obsolete when the deeper level of authenticity that John Beebe identified in 1992 starts to emerge. Andrew Samuels offers a different angle on the subject by considering how to integrate the trickster and failure into leadership. Beebe’s and Samuels’ writings are built on a similar foundation—the deep relation between the ego and the self. Focusing on the deeper level does not mean that the leader should discard the other aspects of personality. Differing values and typologies are psychological components to consider in both personal and organizational development. But if they become the destination rather than the staging post, it can create problems for both the individual and society. We can see this in Spitteler’s Prometheus and Epimetheus where, for most of the story, King Epimetheus was successful and happy. He and the society he led felt secure because they were guided by social conscience in everything they did. But this conscience led to their eventual downfall because it was one-sided. They had lost contact with soul—the seat of authenticity—and did not realize it. When the first symbol of soul (Pandora’s jewel) appeared to the king, and to the leaders in commerce, education, and religion, they rejected it because they viewed it as abhorrent, disgusting, worthless, and repugnant. Epimetheus was a leader who was too embedded in his culture to recognize and deal with the opposites. Social conscience and the affirmation of the people sustained and emboldened him, so he did not recognize his one-sidedness and that of the society he led. The people rejected Prometheus as a misfit but, in the final act, it was his leadership that saved the people from total disaster. Jung’s analysis does not extol a Promethean leadership over an Epimethean one. Rather, he uses the story to show the dangers of one-sidedness. In this particular story, the error was in overvaluing social conscience, collective processes, and conscious thinking at the expense of their opposites. But we can overvalue any opposite, as individuals or as a society. This not only leads to one-sidedness but also stops us from recognizing the value of symbols that can help transform our personality and develop our authentic individuality. Just as authenticity for the individual emerges from the dialectic between the ego and the self, so too authentic leadership depends on deep self-knowledge. Authentic leadership is not a static state, nor development towards a set of values. It involves being continually transformed by one’s inner and outer relations, which we can illustrate by applying Jung’s diagram of psychic interactions (Jung, 1946/1966, ¶ 422) to leadership (see figure 2). Authentic leadership involves coming to terms with the complex relations within and between both the leader and the followers. The diagram does not tell the whole story, however, because there is an important hidden assumption. In many organizations, 360º feedback mechanisms help to raise awareness of the leader’s personal unconscious. This might seem a wholly good thing but, from a depth psychology perspective, the unconscious goes much deeper than the personal unconscious, to the collective unconscious. Becoming aware of the collective unconscious is not simply a matter of degree of self-knowledge. There comes a point when a rubicon is crossed, so that awareness of the collective layer leads to radically different consequences, when compared to becoming aware of the personal unconscious alone. Although it may seem counter-intuitive, raising awareness of the personal unconscious makes us more collective. It is only through raising awareness of the collective unconscious that we become more individual and unique (Jung, 1928/1966, ¶ 236). Raising awareness of the personal unconscious may therefore lead to greater harmony within society in the short term. However, as Epimetheus and his people discovered, ignoring the symbols from the collective unconscious runs the risk that culture becomes one-sided, and it could lead to disaster. To avoid that situation, and to develop our authentic individual self, we need to go deeper, into the cultural and phylogenetic layers of the collective unconscious. This involves developing a more symbolic mode of thought and realizing the unique potential that is within each of us. Importantly, from a leadership point of view, we become more aware of what our culture is repressing. This level of awareness enables us to become cultural critics, aware of the unintended consequences of the culture even though we are participating in it. This enables us to bring new material to collective consciousness so that we can progress, as individuals and as a society. This means, in broad terms, a leader has the choice between two paths of development, depending on how deeply the unconscious is explored. One is to establish a clear set of values through investigation of the personal layer of the unconscious. The other is to look more deeply and symbolically into the layers of the collective unconscious differentiating the self from the typological and other opposites, recognizing and withdrawing projections of archetypes, paying attention to dreams, taking a more symbolic rather than literal attitude, and seeing the influence of psyche in shaping the world around us. This form of dialectic between ego and self can lead to a transformational self-knowledge. The deepest form of authentic individuality is not typological, it is the one that emerges from between the opposites. 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(1946). Ulysses and the Sirens. Retrieved from wikiart.org The post Authentic Leadership appeared first on Personality Type in Depth. RSS Feed - Link To Personality Type In Depth Article https://www.typologycentral.com/forums/showthread.php?t=98127&goto=newpost&utm_source=dlvr.it&utm_medium=tumblr

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