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very different based on factors such as self-mastery level, empathy, use of wings and arrows, subtype, experience, age, gender, and culture
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Head Center Challenge: The What if Question What if challenges work well in situations in which the learner makes assumptions that something is important and inviolate that is, a mental model These assumptions are part of the learner s unchallenged beliefs and paradigms After hearing the Seven learner express an explicit or implicit assumption, the developer poses a relevant What if question to the Seven The following chart lists three common mental models for Sevens, the question the developer should ask to challenge each assumption, and the ways in which the developer should respond once the Seven has answered the developer s challenge Developers should be aware that some Sevens may appear to like the What if challenge but respond to it as if it is a game in which they can demonstrate their mental agility A telltale sign of this is refusal to engage in a coaching conversation that pursues the implications of the mental model being discussed Should this occur, developers need to redirect Sevens to refocus on the original mental model or assumption being challenged
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What if Challenges for Sevens
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Common Assumption No 1
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This is a very big problem; it will all work out just ne
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Developer s challenge What if it doesn t work out just ne Developer s follow-on response If the Seven says, It will, respond by saying: So, everything in your life has always worked out with no problems whatsoever If the Seven continues to say there have never been problems, say: You d be the rst person I ve ever met who could realistically say this Then be silent When the Seven can say what would happen if the problem doesn t work out ne, say: Good Now let s discuss what you can do to increase the chances of a positive outcome, but also what you can do if it doesn t work out ne
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Common Assumption No 2
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Developer s challenge What if it truly was your fault Developer s follow-on response If the Seven cannot accept any fault or responsibility, tell a relevant compelling story, then say: Let s reexamine the situation to determine what was your responsibility
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Coaching Enneagram Style Seven
When the Seven can articulate his or her responsibility, ask questions to elicit more depth and insight, as well as discussion of how this information can be useful going forward
Common Assumption No 3
This person has no right to restrict me or tell me how to do my work
Developer s challenge What if this person does have the right to tell you what to do Developer s follow-on response If the Seven can t think of any reason why the person has the right to direct his or her work, ask: Do you ever have the right to direct someone else s work Does anyone at work have the right to direct your work When the Seven gives a concrete and positive response, say: Let s look at different ways to name this; you initially said restrict, which implies limit What are some other words that would describe the same thing but be neutral or even positive Hint: manage, oversee, guide, support, request
Heart Center Challenge: Explore the Learner s Defense Mechanism
The Seven s Primary Defense Mechanism: Rationalization
Rationalization is a defense mechanism by which individuals explain unacceptable thoughts, feelings, and behaviors in a way that entirely avoids or obscures their true motivations, intentions, or the effects of the behavior When Sevens rationalize, they do so by positive reframing, justifying their behavior by explaining it in highly positive terms Sevens use reframing to avoid pain, discomfort, sadness, guilt, and anxiety, as well as to avoid taking personal responsibility for what has occurred Sevens rationalize by reframing primarily when they feel or anticipate feeling distressed They also reframe ideas as part of the way they think; this can be an asset when they generate new ways of doing things or engage in creative problem solving In these positive instances, Sevens may take an issue such as an impending reorganization about which people are anxious and say, Yes, but the reorganization also provides us with the opportunity to reexamine how we do things and to create enormous improvements However, when Sevens rationalize their own unacceptable behavior, it becomes a problem both for them and for the organization Examples of this include excusing their lateness in delivering quality work on time for example, by stating that there were three new ideas in the work that would not have been there had it been delivered on time or by explaining a verbal outburst at a meeting by saying, Yes, but I saved others who felt the same way from having to say anything These two examples are actually symptoms or manifestations
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