Participation is the best motivator.

A person who is self-referencing and also interested in group activity from a feeling perspective is a good motivator. As a feeler this person is very responsive to others and because the focus of the feeling is participatory. This means either that the person is actively engaged in monitoring his or her own personal feelings or is actively facilitating group interaction. In both cases this person is working to improve either their own attitude or the social acceptance of others withing their chosen groups.

This focus also relates to Deming’s principle to “breakdown of divisions between departments, lessening the effect of silo mentality on the organization.” Silos are necessary for the execution of specific functions within an organization, but carried to extreme cut off communications between departments. An extra effort is necessary to monitor the functioning of interdepartmental contact points to assure that the overall interests of the organization are collectively being met with the least effort within all departments.

This personality type, The Motivator is best at understanding the need for easy and regular communication. This type is essentially using his or her emotional or feeling awareness to sense when purposes between departments are working at cross purposes or when individual workers have lost their sense of purpose. This archetype may rarely have the specific solution to the dysfunction but unerringly is able to recognize where value is being compromised by key functions missing opportunities to add value at critical hand-off situations or individual’s becoming disconnected from the common activity of the organization.

The dysfunction may take many forms: departments or people doing too much, assuming too much control or not providing critical feedback to others that would greatly simplify the work of other departments and workers. The goal is to maximize the overall effectiveness of the entire organization.

The Motivator is able to do this because of his or her participatory stance. Issues get resolved when the participants communicate with each other. Silos have a tendency minimize communications, which allows for differing functions to get out of sync with each other. The motivation offered by this type keeps people in relationship to each other. Progress is a step by step process, and keeping lines of communication open helps to keep things moving forward without surprises.

The Motivator is an Archetype formed by the connection of two simpler but different capacities. Although both capacities incorporate an awareness of how feelings affect performance, the Motivator is particularly tuned into areas where value is being sacrificed or lost and is simultaneously aware of where lines of communication have broken down. This second feeling capacity is very concerned that all parties are treated fairly. As a result when a person or department is getting left out of the communications loop the Motivator has a knee jerk response to go out and bring them back into the mainstream, it might be said that it is a shepherding sensibility. So, the Motivator adds energy back into the system first by paying attention to areas of dysfunction that are losing value or potentially could be losing value for the organization. The solution always attempted first by this type is energize others to appreciate the value of resuming communication in areas of conflict.

This is a natural response of this type to issues that arise organizationally. However, Deming goes a step further, saying that the biggest advances and creative potential for the organization lies in the white spaces between things, processes, departments, etc. To get at these advances, Deming proposes to actively form cross-functional problem-solving teams with the purpose of locating hidden sources of improvement hiding in the cracks of the organization. Rather than tear down the silos and risk losing focused attention on critical areas of the organizations work, Deming suggests regular efforts to seek waste reduction that separate work centers naturally produce.