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The same concerns types of the person with reference to command job. The command can effectively operate in certain areas and not to realise at all thus, how much unsuccessfully it works in others, — until will receive a telling blow in the form of decline of productivity and profits. And occurs to some succeeding organisations — they become "one-armed". In a case with large corporations the preferences, able to conduct to conservatism, stagnancy and inability to correspond changing market requirements, usually are it, logic and rationality. As to not so considerable independent enterprises for them the problem, as a rule, consists in an overabundance logic it (both touch, and intuitive sense) which can give the companies a certain impulse and to risk, but more often appear are blind to first signs of danger which will reject the company back.One of the reasons of why so many companies pass in the category "typologically one-armed", consists in the following: people can surround themselves similar. For example, the logician-ratsional as the engineer-head will pick up to itself as the entrusted assistants to colleagues for engineering shop (more often in this area there are logicians-ratsionaly) more likely. So company creation a basis for which becomes logiko-rational (TJ) behaviour type begins.
However the second precept it («Being it is excessively developed, advantage turns to a lack») will prompt to you that development of such structure will occur within the limits of rigid restrictions. Besides «white stains», already described above, there will be a following difficulty: it will be difficult to find choice variants in crisis situations of such company. For example, the organisation with prevalence it with their aspiration to completeness, having faced a problem or crisis, will be guided by decision-making and if First Ratsional will offer the decision which will not coincide with the decision of Second Ratsionala, the situation will be at a deadlock, as each of them will be assured of own correctness. It will be not more difficult to lose the way at all (and moreover to spray forces on a choice of variants of the decision) to collective it, among which the erroneous and disastrous opinion will prevail as if to embody their ideas for them there is someone another. We take the organisation from one extroverts: The problem will sink in noise of discussions where nobody will want to listen attentively to another's offers. As to the company of introverts having faced the crisis, each of them will search for the decision alone, and to communicate with each other concerning an exit from this crisis will think nobody.
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