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Fieldmarshal
The Portrait of a Fieldmarshal (eNTj) Copyrighted ©
1996-2001 Prometheus Nemesis Book Company. Of the four
aspects of strategic analysis and definition it is
marshalling or situational organizing role that reaches the
highest development in Fieldmarsals. As this kind of role is
practiced some contingency organizing is necessary, so that
the second suit of the Fieldmarshal's intellect is devising
contingency plans. Structural and functional engineering,
though practiced in some degree in the course of
organizational operations, tend to be not nearly as well
developed and are soon outstripped by the rapidly growing
skills in organizing. But it must be said that any kind of
strategic exercize tends to bring added strength to
engineering as well as organizing skills.
     
As the organizing capabilities the Fieldmarshal increase so
does their desire to let others know about whatever has come
of their organizational efforts. So they tend to take up a
directive role in their social exchanges. On the other hand
they have less and less desire, if they ever had any, to
inform others.
Hardly more than two percent of the total population, the
Fieldmarshals are bound to lead others, and from an early
age they can be observed taking command of groups. In some
cases, Fieldmarshals simply find themselves in charge of
groups, and are mystified as to how this happened. But the
reason is that Fieldmarshals have a strong natural urge to
give structure and direction wherever they are -- to harness
people in the field and to direct them to achieve distant
goals. They resemble Supervisors in their tendency to
establish plans for a task, enterprise, or organization, but
Fieldmarshals search more for policy and goals than for
regulations and procedures.
They cannot not build organizations, and cannot not push to
implement their goals. When in charge of an organization,
whether in the military, business, education, or government,
Fieldmarshals more than any other type desire (and generally
have the ability) to visualize where the organization is
going, and they seem able to communicate that vision to
others. Their organizational and coordinating skills tends
to be highly developed, which means that they are likely to
be good at systematizing, ordering priorities, generalizing,
summarizing, at marshalling evidence, and at demonstrating
their ideas. Their ability to organize, however, may be more
highly developed than their ability to analyze, and the
Fieldmarshal leader may need to turn to an Inventor or
Architect to provide this kind of input.
Fieldmarshals will usually rise to positions of
responsibility and enjoy being executives. They are tireless
in their devotion to their jobs and can easily block out
other areas of life for the sake of their work. Superb
administrators in any field -- medicine, law, business,
education, government, the military -- Fieldmarshals
organize their units into smooth-functioning systems,
planning in advance, keeping both short-term and long-range
objectives well in mind. For the Fieldmarshals, there must
always be a goal-directed reason for doing anything, and
people's feelings usually are not sufficient reason. They
prefer decisions to be based on impersonal data, want to
work from well thought-out plans, like to use engineered
operations -- and they expect others to follow suit. They
are ever intent on reducing bureaucratic red tape, task
redundancy, and aimless confusion in the workplace, and they
are willing to dismiss employees who cannot get with the
program and increase their efficiency. Although
Fieldmarshals are tolerant of established procedures, they
can and will abandon any procedure when it can be shown to
be ineffective in accomplishing its goal. Fieldmarshals root
out and reject ineffectiveness and inefficiency, and are
impatient with repetition of error.
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