Ennagram in Business Kiran Khandare

Background to the Nine Domains

An Objective Measure of Completeness for Systems

The Systems Approach Made Easier

As anyone who works with systems knows, they can be a tricky business. To predict anything useful from a holistic, systems point of view, one needs to know, first, which are the fundamental elements that make up the system as a whole. Second, one needs to know as much as possible about the various states of each of those elements. Third, one needs to know how the elements interact with each other, and fourth, one needs to know as much as possible about the various inputs and outputs from the elements and the system as a whole, as well as, fifth, the larger context that the system is embedded within. Gathering data (either quantified or intuitive) can be daunting, and one never knows if one has missed some important factor or distorted the picture by either overemphasizing or under- emphasizing an element. Such distortions are inevitable due to personal history and unconscious biases. Ideally, the study of systems (especially ones having to do with human beings) has got to be as simple and clear as possible while doing justice to the complexities of what one is studying or attempting to change in some way. Indeed, a main debate in systems theory has to do with whether or not it is even possible to ever obtain all of the data that one would need to be able to predict with a reasonable degree of certitude what a system would do. Since the whole is greater than the sum of its parts (Aristotle), and since even the parts have parts, anything with even a relative degree of complexity is probably impossible to have certitude about. Ironically, to have a full understanding of a system, one would have to know all the possible data about each and every part. To obtain that, one would virtually need to duplicate the system under study, an impossibility. For example, to be able to predict with certainty what an individual will do in a particular circumstance, one would have to know everything there is to know about the person, including all of the influences on him or her at any given moment. In other words, one would have to have more information about the person than the person has about themselves! Prediction with a high degree of certitude about human behavior is, understandably, virtually impossible. Given these problems, those interested in studying systems (especially groups of human beings such as teams and organizations of all sizesas well as their multitudinous activities) are always looking for a way to cut through these thickets of practical and philosophical problems. There must be a way to think comprehensively about systemsthat is, to approach systems from a systems level of analysis rather than from the level of trying to measure the parts that make it up.

The Nine Domains of the Enneagram

The Nine Domains Approach overcomes many of the practical challenges of a systems theory approach to interpersonal problems because it is based on the Enneagram which provides an archetypal organizing structure. The Nine Domains are a further development of the Enneagram by Don Riso based on the observation that the Enneagram itself presents us with the nine necessary and sufficient universal principles (or archetypes) that must be present and operative for any complete, complex system to survive and thrive. Don Riso has developed this material, although, as with many other elements of the Enneagram, Oscar Ichazo was the first to suggest that the nine points (most often equated with the personality types) could be considered as Domains. However, Ichazo took this idea in a very different direction than Don Riso has (for more on this, see the web link and quotation at the end of this paper.1 ) Instead of interpreting each point as indicating one of nine unique personality types of the Enneagram, the nine points can be thought of as a Domain for the action of one of the universal principles needed for a whole system or entity to be present and operational. Understood this way, the Enneagram can reveal the organizing principles of any complex, interdependent system on any scale.

Systems which are weak or lacking in even a few of the Domains are not likely to function well or to survive for long. Those in which all nine Domains are present and functioning well, however, not only have a better chance of surviving, but of growing and becoming better functioning and more robust. Anything (organizations, societies, biological or mechanical systems, groups, individual and social activities literally anything) that is made up of interdependent and interacting parts can be can be studied through the lens of the Nine Domainssm. The specificity offered by this approach enables us to find out to what degree each principle is embodied effectively, or, if a system is distorting or completely lacking the principle (Domain) in some way. Thus, the Domains can be considered necessary components (or conversely, missing pieces) of an organic, fully functioning system, on whatever scale we wish to consider it. To put this in a slightly different way, the Nine Domains can be interpreted as universal archetypes that can be seen in every successful system. Interestingly, one could even say that the nine personality types of the Enneagram are specific examples of the more general Domains. In other words, the types are the Domains on an individual and psychological level. It is the Domains that are fundamental, not the nine personality types of the Enneagram. The Domains operate at a very high level of generalization, and are not traits for each type. The Nine Domains themselves are universal principles that can be easily understood and seen in everyday life. Everyday life presents us with dozens of complex, interdependent systems or organisms that embody the Nine Domains. For example, a Nine Domains analysis can be applied to everything from designing a house, to taking a vacation, to the elements of a good painting, to the faculties of human nature, to the Nine Domains of loveand many hundreds (doubtless, thousands) more. In practical terms, the Domains thus can be used as a cross-check for completeness for a system, organization, or complex activity of any type or scale. The Domains answer such fundamental questions such as: What factors are necessary for achieving a particular goal? What does each Domain contribute to the whole? What is missing from what already exists? What factor is distorted or over-done in some way? And, from the point of view of the Enneagram personality types, What is each type really about? The Nine Domains help us to stay focused on discovering the necessary capacities which each Domain brings to the whole. Without each Domain, the whole would not be whole, well- functioning, and thus not sustainable. All of this might well be more easily understood if we see an example, such as The Domains of Fundamental Human Needs, as follows.

The Domains in Practice

Domains Of Fundamental Human Needs Domain 1 Need for Principles, Order, and Ethics Domain 2 Need for Personal Caring, and Connections with others Domain 3 Need for Self-Improvement and Advancement and Recognition Domain 4 Need for Personal Meaning and the Ability to find Aesthetic Satisfaction Domain 5 Need for Knowledge and InDepth Exploration of Reality The need to feel good, blameless, in right relations, and balanced with the universe, the self, and others leads seeking to act according to objective principles, logic, fairness and justice, and a respect for order and objectivity. The need to feel loved, appreciated, and cared for by others leads to seeking making connection with others, having warm and personal relationships with them, and feeling that one is making a significant contribution to their welfare. The need to feel good about oneself, to like and esteem oneself and to feel that others admire and value one leads to seeking to make the most of ones potentials,to develop ones talents and become outstanding in some real and valuable way. The need to understand oneself and ones feelings and motivations and to take in the beautiful and transient nature of reality leads to seeking personal meaning, purpose, and beauty in ones lifeas well as the ability to do something per-sonally meaningful during ones life and work. The need to understand how the world works, its laws and principles, which are expressed in seemingly infinite complex ways in Nature as well as human products leads to seeking knowledge, understanding, expertise, and the time to study reality

in depth without interference or prejudice for the objective truth. Domain 6 Need for Belonging and to Give and Receive Group Support Domain 7 Need for Variety, Freedom for Experimentation, and Change Domain 8 Need for Self-Assertion, Independence of DecisionMaking and Action Domain 9 Need for Stability, Harmony, and Effortless Flow The need to be part of a whole larger than oneself (whether a family, clan, team, community, or country) so that one feels both the security and the joy of being supported by others leads to seeking situations that foster a sense of belonging, of home, and of finding and supporting ones like-minded comrades. The need for change, variety, and stimulation in ones environment as well as in ones mental and emotional worlds leads to seeking change, variety, and stimulation in the world of experience and ideas, of having an appetite for life, and a sense of enjoyment and gratitude for the vast multiplicity of reality. The need for strength, grounded power, and the ability to both defend and assert oneself even against others, if the situation demands it, leads to seeking ways of not depending on others, of taking initiatives and of acting on ones own selfinterest for the benefit of oneself and of achieving ones goals. The need for peace of mind, groundedness, and steadiness amid the many changes and losses in life, as well as a sense of connection with the universe as a whole leads to seeking to understand connections and thus resolve conflicts and tensions, and to detoxify the environment in whatever ways one can.

Three of the Domains have to do with the individual (Two, Three, and Four), three with the other (Five, Six, and Seven), and three with relating to the world (Eight, Nine, and One). All are necessary!

The Nine Domains in the Business World

In the business world, the Nine Domains provide a way to measure how complete or comprehensive a team, group, or organization is at any given timeand therefore to see how well it is functioning. Naturally, a Domains analysis provides us with a snap shot of what a system is like at only a specific, given time, although since most large and small groups tend not to change quickly in fundamental ways, a Domains analysis is relevant for a significant period of timegiving consultants and management substantial, specific guidance to help bring about positive change in a reasonable amount of time. The Nine Domains Approach is especially valuable in business because results can be applied objectively and quickly, across the range of an entire group of any size, and solutions to problems can be designed which are highly specific for the group(s) involved. The hope is that with insight and understanding, and with the proper application of missing or weak or distorted Domains, the group or team can improve in specific, testable, and valuable ways. This approach therefore does not focus on quick fixes but on perceiving and understanding the fundamental elements of the system being studied so that improvements are real and can be maintained for the long-term. Further, the Nine Domains Approach focuses on the elements that need changing objectively (for example, not because of the subjective bias of a consultant or manager). Change also happens for the long-term because elements that are working well are also identified and reinforced. Once strengths are identified and reinforced, weaknesses can be addressed in a more beneficial, less threatening way. This also increases the likelihood of benefits being sustained over a longer time-frame. Thus, the Nine Domains Approach emphasizes systems thinking and holistic insightalways approaching problems from the point of view of the whole. We find that with clarity and precision, many problems that had been considered intractable or insoluble can be solved, or at least greatly ameliorated. It is worth noting that even though the Nine Domains are related to the Enneagram personality types, the Domains are more easily applied in the business world than the personality types. The Domains are not based on identifying the personality types of the individuals in a team (which often causes problems such as pigeon-holing people, thinking in stereotypes, creating self-fulfilling prophesizes, arousing biases, and so forthto name just a few of the problems of the personality type approach). Instead, the Domains are about the team itself, not about individuals. This Approach works by taking all of the highest, archetypal qualities of the types into account simultaneously so that we can see how the team as a whole is embodying all significant capacities and values at any given time.

An Example of the Domains in Practice

An example that pertains to the business world is the following Domains Chart for an Ideal Organization. If one were given the assignment of generating a checklist of qualities that must be present in an ideal organization, one would doubtless come up with several of the following qualities. But it is likely that, because of ones personal biases and unique experiences, some of the Domains would be completely overlooked. In other words, a comprehensive, balanced checklist of the elements needed for an ideal organization might be more difficult to generate than one would thinkunless one is guided by a set of objective principles, such as those provided by the Nine Domains. Naturally, it is difficult for any company or organization to provide all of the following Domains to form an ideal workplace. However, the more it does soproviding the following Domains at a high level of quality simultaneouslyan ideal work environment can be created and sustained. This would result in employee satisfaction and retention, productivity and profitability, among other benefits. (An ideal CEO would, of course, embody and promote as many of these qualities as well, and is the subject of another Domains Chart which will be offered at the Nine Domains Facilitators Training.)

The Domains of an Ideal Organization (Ideal Org.) The Ideal Org. provides clear and reasonable expectations and keeps explicit and implicit agreements. Employees are encouraged to be responsible, self-disciplined, and conscientious and to work with a minimum of supervision. Work is clearly for a higher good, or is at least something employees personally believe in and respect. Key values: truthfulness, fairness. The Ideal Org. instills a palpable sense that employees and clients are cared for and nurtured appropriately and consistently. The workplace is emotionally nurturing, warm, sympathetic, and encouraging, interested in helping others. Key values: thoughtfulness, emotional connection. The Ideal Org. encourages employees to improve themselves and their skills, acknowledging hard work and personal excellence, allowing employees to feel valued and valuable. Contributions are noticed regularly and rewarded in concrete ways. Key values: self-improvement, competency. The Ideal Org. allows personal freedom of expression, verbally and non-verbally, so that employees feel free to bring something personal and meaningful to their work. Expressions reflect human diversity and the need to be an individual within a larger group. Key values: creativity, emotional authenticity. The Ideal Org. supports free-ranging thought and experimentation, including time and resources which may not pay off pragmatically in the short term. It encourages innovation and the questioning of old approaches, thereby staying ahead of the curve of ever-changing external conditions. The Ideal Org does not rely on old answers to new problems. Key values: originality, curiosity. The Ideal Org. maintains a reliable feeling of support for employees, management, and clients proof (in tangible ways) that people are not alone, and that they are supported by the strength and assets of the organization itself. There is a feeling of trust and commitment both horizontally and vertically in the organization. Key values: reliability, faithfulness to others. The Ideal Org. is a place of positive energy, enthusiasm for the work one is doing, and for the pleasure of interacting with ones co-workers. The organization encourages meaningful, wellthought out change and the creation of new products. Employees do not feel boxed in in any way. Key values: productivity, the enjoyment of ones work. The Ideal Org. encourages the empowerment of individuals, teams, and of everyone in the workplace as a whole. Hence, it also expects that everyone act responsibly and will accept the consequences of their actions. Independence, self-assertion, and the willingness to fight for what one believes in is essential in an ideal workplace. Key values: decisiveness, self-assertiveness. The Ideal Org. is able to resolve tensions created by conflicts between employees, teams, and changing market conditions. An Ideal Org. is able to neutralize anxieties by creating and sustaining an atmosphere of stability, openness, transparency, and reassurance for everyone. It is peaceful but engaged, dynamic but not frantic or imbalanced in any way. Key values: patience and harmony.

Domain 1 Idealism

Domain 2 Personal Concern Domain 3 SelfImprovement Domain 4 SelfExpression

Domain 5 Knowledge

Domain 6 Social Support

Domain 7 Enthusiasm

Domain 8 Authority

Domain 9 Stability

A full discussion of the theory and application of the Nine Domains will be presented at the Nine Domains Facilitators Training where, among other new, unpublished materials, participants will be given the Full Spectrum of Being grid of the Nine Domains Key Terms. But this is too much information for this brief introduction about why the Nine Domains is so practical, useful, and beneficial in the business world.

One last point: the new tests, the TOLAT (Team and Organizational Assessment Tool), and the 9DAT (Nine Domains Assessment Tool) are the basic assessments that will enable 9D Facilitators to measure the Level by Domain of a group or teams functioning and to obtain a coherent picture of degree of functioning of all Nine Domains. In short, the issues and ideas briefly discussed in this paper are not abstract considerations about what needs to happen to use the Enneagram more effectively in business as well as in other practical ways. These tests already exist and have been field-tested (and are in the process of being continually tested in real world circumstances). The Nine Domains Group has moved from theory to practice, from the idea of the Domains to an explicit working out of what they are and how they operate together. This not only breaks new ground for the Enneagram but for organizational development, systems theory, psychology, and other areas of keen interest around the world in a wide variety of situationspersonal, communal, organizational, and academicto name just a few that will likely be interested in the Nine Domains.

1. For more about the Ichazo-Arica presentation of what Ichazo calls the Domains of Consciousness, see Unveiling the Enneagram. The Nine Domains of Consciousness according to Ichazo's Arica Theory are the following: 1. Sentiments 2. Health and Security 3. Creativity 4. Intellectual 5. Social Interaction 6. Work and Activities 7. Position and Authority 8. Laws and Moral 9. Spiritual As the reader can see, the language and interpretation of Ichazos Domains of Consciousness are different from what Don Riso has developed and is presenting here.