SOCIONICS: Intertype Relationships
Socionics intertype relations describe relationship between Psychological One partner, called the Supervisor, is always in a more favourable. While your Supervisor has the ability to throw you into great inner turmoil and make you Click here for examples of intertype relation matches. Supervision is, second to conflict the worst intertype relationship. sometimes called relation of social control. It's an asymmetrical relationship.
The Supervisee normally wants to gain recognition and commendation from the Supervisor. However, it may seem like the Supervisor always undervalues the abilities of the Supervisee.
This stimulates the Supervisee into proving their own worthiness with various actions, yet there is little chance that they will succeed. The Supervisor sees the Supervisee as quite interesting and capable, but incomplete and therefore in need of some help and advice.
The Supervisee does not respond to this aid as expected and this will often increase the Supervisor's attempts to change the Supervisee. Because the Supervisee naturally does not understand what it is that the Supervisor wants from them, this may irritate the Supervisor, who thinks that the Supervisee simply does not want to understand. In relations of Supervision it may also appear as if the Supervisor patronises the Supervisee, which can be quite obtrusive for the latter. When there are more than two people present, the Supervisee often attempts to release themselves from the control of the Supervisor by starting arguments for the sake of it or by attempting to manoeuvre themselves into the commanding position.
Unfortunately, these attempts lead nowhere. The Supervisor may think instead that the Supervisee simply requires more attention. Supervision partners often look like good friends. Boiko, "Why Saddam Hussein made a mistake, or what is Socionics" These are also asymmetrical relations, very deceptive and dangerous. One partner is a social supervisor auditor for the other, who is called the controlled audited. These relations are characterized by the fact that the auditor, as a rule, is always dissatisfied with the actions of audited person.
As soon as supervisee shows some initiative or expresses a thought, he may feel bombarded with corrections and criticisms by the supervisor or have them simply dismissed. At the same time, supervisee cannot counter these charges - supervisor suppresses him. From his side, supervisee sees the supervisor as a picky, petty, annoying person who for some inexplicable reason is constantly dissatisfied.
Supervisee gets tired of all this and wants to leave. On the other hand, supervisee thinks that may be supervisor is not such a bad person, and his quirks can be endured.
However, in this the supervisee is profoundly mistaken: As a result of this, supervisee can develop a variety of neuroses and psychosomatic disorders.
Very often there is willful retreat into disease; the body finds a way out - when you are sick, you will not be criticized. There are cases where supervisee picks up such illnesses as asthma.
At the same time, even though the supervisor criticizes his partner, he feels some pity for him, believing that supervisee will not be able to function without him. These relationships are dangerous by the fact that unlike conflict relations, it is very difficult to break them, but their effects on the person can be deleterious. Gulenko "Criteria of reciprocity" Direct revision - fear of disorientation Communication is attractive in that it gives you [as a supervisor] a sense of own value based on feeling of a certain superiority over the partner.
Unjustified actions or statements on his part get involuntarily repressed by you, as they seem to be unacceptable deviations from the main goal. However, you also fear that the partner will be offended, so you may try to restrain yourself. There is a desire to help him, to take care of him. If your partner understands that your actions are not caused by personal hostility, but by fear of disorientation, then he will change his behavior in your desired direction.
If not, then relations may end. Reverse revision - disorienting intervention Partner is very appealing to their way of thinking and style of behavior. From him comes information that is interesting and valuable to you, but it seems incomplete and in need of clarification. When you relay your corrections to the partner, a dispute usually starts, as a result of which your criticisms will be taken into consideration, though not immediately.
If the partner is trying to shamelessly impose their opinion on you, the relations can come to an end. However, if relations have been established, partner develops a habit to contact you for advice on matters in which you have demonstrated your competence. The reader, perhaps, is surprised to see new types of intertype relations - reverse order [benefit] and reverse supervision. Two reasons substantiate their existence. First, there should be sixteen types of intertype relations, not fourteen as with Aushra order-contract as audit-report are two sides of the same relation.
It is only then that the educational effect, the impact of auditor on internal world of the audited to change it, can be achieved. Intervention from outside makes these relations simply intolerable. In a well-functioning audit pair, neither the auditor nor the audited make any sudden, unpredictable actions that can annul mutual agreements. Opposite behavior is very destructive as it leads to mutual distrust. Relations of revision promote discussions of issues over which there has been disagreement, otherwise there is internal accumulation of problems.
When the problem is felt but ignored, this is the first sign of a future outbreak of emotions.Socionics: Intertype Relations
Revision-minus strengthens the logical direction of thinking: All illogical statements and actions do not slip by his attention. Revisee may feel the need to expose inconsistencies of the auditor, to identify errors in his reasoning. Revision-plus is relations of hidden, internal feelings.
Intertype Relations discussion: Relations of Supervision, Supervisor-Supervisee
Despite the negative assessment of behavior of the partner, the revisor frequently forgives his revisee, hoping to eventually "re-educate" him. Sudden rebuff to actions of revisee is given only when he loses all shame and behaves in unscrupulous manner. Auditor feels pity and sympathy for the revisee. He alternates encouragement and suppression of revisee's weak function but without any thought-out system.
Revision-minus intensifies attentiveness and thoroughness. Revisee pays a lot of attention to the details in the behavior of his auditor, watches his almost every step, collects accurate information about him. This revision disciplines a person, but at the same time narrows his view. Revision-plus is intuitive relations. Auditor is not able to control the behavior of the audited in particular situations. He exerts effect on the inner world of the audited only over long stretches of time, changing his system of beliefs and common perceptions.
This kind of audit is felt on psychological rather than physical level. Its educational effect - positive or negative - is realized only over long period of time. Revision is a process of painful jumps from one stable state to another. Auditor is constantly imposing the same system of values and behaviors on the audited, while the latter stubbornly resists.
The ways he counters the auditor remain virtually unchanged: These relations require maximum tolerance and humanity towards one another. The auditor acting on and influencing the audited person, molds his inner world to his own image. The audited while highly albeit critically valuing the auditor seeks to attain similar inner qualities as him. In the process of mutual control partners hone out an acceptable pattern of behavior. Tensions of supervision relations reach a high point, waver for a while, and then markedly diminish, which is indicative that relations have entered the final phase - completed their educational mission and lost their energy saturation.
Supervision – Active apperception
Advice on getting along These relations can progress in two ways. If the auditor is more active and the audited is subordinate to him, then they assume an instructive, educational character. If the audited is resisting the auditor, then relations assume the character of criticism and control.
These relations are stable only if interactions are calm and balanced. Avoid surprises, jointly plan your day, warn each other about any changes in your plans. Any problems should be clarified directly and in private, without eruptions of emotions. The auditor must patiently relay the information to the audited, so that the audited can calmly analyze it and make conclusions.
If the audited refers to the auditor with his personal problems, the auditor should graciously comfort him and justify his behavior in difficult situations. The auditor should try to defend him against outside attacks, take care of him, to help him build relationships in the sphere where the auditor is influential. Take into account the critical attitude towards each other. The audited criticizes the auditor not as a whole, but his specific action, while forgiving him as a whole.
The auditor, to the contrary, forgives the audited specific flaws and actions, but criticizes his position or beliefs as a whole. Molodtsov, "Introduction to socionics" This is a second type of asymmetric relations in the socion. Auditor as if constantly monitors revisee, drawing attention to his weak spot. The impression is that the auditor constantly wants to figure out what revisee is doing and how he is doing it.
Revisee often gets the impression that he is being watched all the time alike a guinea pig. However, this does not mean that the auditor always verbally points out perceived shortcomings of revisee.
Revisee internally feels that the auditor can do so at any time and, therefore, initially in his presence revisee exists in a state of tension. Auditor seems like a significant person; how he acts deserves attention. Revisee wants to earn recognition of the auditor, his praise is much appreciated.
However, the auditor always underestimates the revisee, and perceives his thoughts and actions as insignificant, which incites resentment in revisee. At first, revisee may be encouraged by this and want to prove his usefulness to the auditor, but all attempts are unsuccessful.
Auditor seems smug and petty, he finds faults, tries to teach and re-educate the revisee. Revisee seems interesting and capable, but he is missing something. He requires help and suggestions, but all advice proves useless. Revisee does not accept them, which further increases the desire of auditor to re-audit.
Revisee seems stupid not because he is unable which is how it actually isbut simply because it's as if he does not want to listen. This periodically causes frustration for the auditor. These relations may be re-named to "guardianship" of auditor over the audited, which can be very annoying for the later. Sensing his vulnerability, revisee is inclined to make attempts to escape this control, especially around other people: However, such attempts are fruitless.
Auditor, as a rule, does not take offense but continues with his re-education attempts. These relationships are well illustrated by an analogy "mother-naughty child". This is because both people can feel their social significance: In relations of benefit, this feeling is much less expressed, because the benefactor does not make attempts to re-educate his beneficiary.
Wikisocion Supervision is an asymmetric relation like relations of benefit in which one partner, the supervisor, is in a more powerful position psychologically than the other, the supervisee. This is due to the correlation of partners' functions, which allows the supervisor to put more psychological pressure on the supervisee through his leading function than vice versa.
Typically, the supervisee feels somewhat wary or careful about his words when approaching a supervisor. This innate wariness can develop into a full-fledged supervision "syndrome" if given the right conditions, or it can remain at a manageable level if neither person is in a position of power over the other, and partners do not overstep the natural bounds of the relationship.
Common ground between supervision partners is usually attained by the supervisor resonating with the leading function of the supervisee which is his creative function. The attitudes expressed as absolute values by the supervisee are worthwhile to the supervisor, but are seen as a by-product of more important pursuits.
Common ground can also be reached through the suggestive function of the supervisee, which is the valued mobilizing function of the supervisor. However, both are weak in this area and tend to only discuss their pursuits rather than actually doing them together. The supervisor is usually interested in what the supervisee does and says, but at the same time feels like it is often in need of modification or reformulation from the point of view of his leading function.
Because this reframing of issues corresponds to their vulnerable function, the supervisee may often feel frustrated with the supervisor's statements. If the supervisee begins to argue with the supervisor, the differences of viewpoint may quickly become more personal when the supervisor points out perceived 'flaws' in the supervisee's thinking style or way of doing things.
Such comments are usually not intended to be damning criticism from the supervisor's point of view, but may well be interpreted as such by the supervisee, due to the inherent sensitivity of the vulnerable function. If they live together, the supervisee may find he can never live up to the supervisor's expectations or achieve his genuine appreciation. For a working relationship or friendship to work, the supervisor must exercise discipline and avoid commenting on the supervisee's weak points as he sees them.
Though the supervisee's discomfort can become quite intense, it is often not evident at first glance. He will usually only talk about it with closer friends, finding it difficult to express to the supervisor without sounding childish.
To the supervisor it will appear that the supervisee is overreacting.