The Why
Temperament theory describes four organizing patterns of personality and is based in descriptions of behavior that go back over twenty-five centuries. It tells us the "why" of behavior, our motivators, and sources of deep psychological stress. Knowing our temperament patterns tells us our core needs and values as well as the talents we are more likely to be drawn to develop.

Temperament Theory
Adapted from Linda V. Berens, Understanding Yourself and OthersĘ: An Introduction to the 4 Temperaments-3.0 (Telos Publications, 2006) *Used with permission.

Temperament theory describes four organizing patterns of personality and is based in descriptions of behavior that go back over twenty-five centuries. It tells us the "why" of behavior, our motivators, and sources of deep psychological stress. Knowing our temperament patterns tells us our core needs and values as well as the talents we are more likely to be drawn to develop.

Brief History of the Four Temperaments
The human community can be regarded as a system, holistic in nature, seeking survival. Throughout the ages, observers of human behavior have repeatedly identified four major patterns or configurations of behavior. Such holistic sorting of behavior patterns has been recorded for at least twenty-five centuries.

In 450 b.c., Hippocrates described four such dispositions he called temperaments—a choleric temperament with an ease of emotional arousal and sensitivity; a phlegmatic temperament with cool detachment and impassivity; a melancholic temperament with a very serious, dour, and downcast nature; and a sanguine temperament full of impulsivity, excitability, and quick reactivity. During the Middle Ages, Philippus Paracelsus described four natures whose behaviors were said to be influenced by four kinds of spirits: nymphs, sylphs, gnomes, and salamanders.

Most twentieth-century psychologists abandoned holistic observation of human behavior for a microscopic examination of parts, fragments, traits, and so on. To them, all human beings were basically alike, and individual differences were due to chance or conditioning.

Two German psychologists, Ernst Kretschmer and Eduard Spränger, were among the few to continue to view individuals holistically in terms of patterns. Inspired by their work, a modern psychologist, David Keirsey, noted common themes in the various observations and the consistent tendency of human behavior to sort itself into four similar patterns. Linda Berens continues to expand our understanding of the four temperaments through the unique contributions; including the core needs, values, talents, and behaviors of the four temperament patterns--as illustrated by The Temperament Targets™. These four major patterns are referred to as temperaments. They describe the ways human personality interacts with the environment to satisfy its needs.

The Four Temperament Patterns
Adapted from Linda V. Berens, Understanding Yourself and OthersĘ: An Introduction to the 4 Temperaments-3.0 (Telos Publications, 2006) *Used with permission.

Catalyst™ (Diplomatic Skill Set) The core needs for the Catalyst™ are for the meaning and significance that come from having a sense of purpose and working toward some greater good. They need to have a sense of unique identity. They value unity, self-actualization, and authenticity. They prefer cooperative interactions with a focus on ethics and morality. They tend to be gifted at unifying diverse peoples and helping individuals realize their potential. They build bridges between people through empathy and clarification of deeper issues.

Stabilizer™ (Logistical Skill Set) The core needs for the Stabilizer™ are for group membership and responsibility. They need to know they are doing the responsible thing. They value stability, security and a sense of community. They trust hierarchy and authority and may be surprised when others go against these social structures. They know how things have always been done, and so they anticipate where things can go wrong. They have a knack for attending to rules, procedures, and protocol.

Theorist™ (Strategic Skill Set) The core needs for the Theorist™ are for mastery of concepts, knowledge, and competence. They want to understand the operating principles of the universe and to learn or even develop theories for everything. They value expertise, logical consistency, concepts and ideas, and seek progress. They abstractly analyze a situation and consider previously un-thought-of possibilities. Research, analysis, searching for patterns, and developing hypotheses are quite likely to be their natural modus operandi.

Improviser™ (Tactical Skill Set) The core needs for the Improviser™ are to have the freedom to act without hindrance and to see a marked result from action. They highly value aesthetics, whether in nature or art. Their energies are focused on skillful performance, variety, and stimulation. They tend to be gifted at employing the available means to accomplish an end. Their creativity is revealed by the variety of solutions they come up with. They are talented at using tools, whether the tool be language, theories, a paint brush, or a computer.

Things-in-Common
Adapted from Linda V. Berens, Understanding Yourself and Others®: An Introduction to the 4 Temperaments-3.0 (Telos Publications, 2006) *Used with permission.

• Abstract versus Concrete language—The way we tend to think about things and the way we use words
• Affiliative versus Pragmatic roles—The way we prefer to interact with others
• Structure versus Motive focus—Where we focus our attention when interacting

These dynamics are always operating in a situation, and if we become polarized along these dimensions as we interact with others, communication can become extremely difficult. However, we need to remember that we have at least one thing in common with every temperament.

Catalyst™ & Theorist™ have in common Abstract/Idealistic - Symbolic awareness, The mind's eye	Stabilizer™ & Improviser™ have in common Concrete/Realistic - Experiential awareness, The body's eye
Catalyst™ & Stabilizer™ have in common Affiliation/Sanction - Want everyone to work within the norms or values of the	Theorist™ & Improviser™ have in common Autonomy/Pragmatism - Want to control own actions to meet goals
Catalyst™ & Improviser™ have in common Motive - Focus on why people do things.	Theorist™ & Stabilizer™ have in common Structure - Focus on order and organization.

Temperament and the 16 Personality Types

Applications of Temperament

• Change
  Change is a broad term we use when anything becomes different or is replaced. Considering change has such a sweeping definition, it is not surprising that change is all around us. Any workday may bring a number of changes, which can range from fairly minor details such as the type of coffee available to major modifications in policy and procedure....Read more...
  
  
• Creativity
  Management expert Peter Drucker calls innovation, “change that creates a new dimension of performance” (Hesselbein, et al 2002). Innovation could not exist without creativity. To create new dimensions of performance, we need new ideas and new criteria. And we need to be personally involved, working from our restlessness with integrity....Read more...
  
  
• Learning
  As well as knowing how you prefer to learn, you need to have a strategy for how to learn. A learning strategy will confirm specifically what is to be learned and why. When making a learning strategy, focus on and attend to the details of your learning, ensure that all the resources you need are available, schedule your time and resource use, and set specific goals and deadlines to work toward....Read more...
  
  
• Intelligence
  What comes to mind when you hear that someone is “intelligent”? Many people think of a person who is “smart” or “brainy.” Very quickly, however, they add that the person can’t be just book smart; he or she also has to be “sensible,” “productive,” or “insightful.” Humans can be intelligent in many ways: creative, ingenious, perceptive, original, organized and responsible, impactful and skillful, witty, smooth and persuasive, self-reflective, and self-aware....Read more...
  
  
• Networking
  Networking has become the single most important life skill in determining business and personal success. Your ability to be connected within your organization and externally with your network will determine your next promotion, sale, or job offer. Sadly, most people practice transactional networking and network only with those they think they have to in order to complete a transaction....Read more...
  
  
• Peak Performance
  “Peak performance” is a term that most of us associate more with athletics than with work. Yet workplace excellence, what I call peak performance, has never been more important than it is today for individuals at all levels within an organization....Read more...
  
  
• Project Management
  Imagine you are going to shoot a rocket to the moon. You don’t simply point a rocket in the general direction of the moon and blast off, hoping for the best. Yet that is exactly how many projects are launched, with great surprise and amazement—and finger-pointing—when the target is missed....Read more...
  
  
• Relationship Success
  All interpersonal relationships face similar challenges. It is how you respond that makes or breaks the bond. Relationships should be about two people. There must be a match somewhere–something to relate around–whether the commonality is values, life-theme, career, shared history, type, chemistry, or philosophy of life....Read more...
  
  
• Sales
  Think of it—you have an opportunity to go past the standard demographic data and peer into the core needs of the individual client. The information contained within this book will allow you not to simply guess at what the person across the table is seeking but to make a significantly educated guess—one whose chances of being successful are quite good....Read more...
  
  
• Self-Leadership
  A conscious systems mode gives us versatility in learning. What we perceive from one perspective can be applied in another. We can experiment to discover which states produce the best outcomes in a given area for us. And in our imagination, we can review the past or envision the future or try out novel combinations to produce what is fun or ingenious....Read more...
  
  
• Stress
  Temperament-related stress is not the same as the everyday stress of overwork, overindulgence, and worries over money, relationships, and so on. It results from the core needs and values of the temperament pattern not being met. As with most stress, it is worse when it is unconscious. Knowledge of one’s own temperament pattern can help manage and even prevent such stress....Read more...
  
  
• Teams (Forming)
  It’s early in the life of the team and some of the members are looking to the team leader to provide the guidance and structure needed to get started. In order to satisfy all members, the team leader must make sure the following tasks are accomplished for each temperament....Read more...