Of the four aspects of strategic analysis and definition it is the marshaling or situational organizing
role that reaches the highest development in the Fieldmarshal.
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 exercise tends to
bring added strength to engineering as well as organizing skills.
Hardly more than two percent of the total population, Fieldmarshals are bound to lead others,
and from an early age they can be observed taking command of groups. In some cases, they simply
find themselves in charge of groups, and are mystified as to how this happened. But the reason is that
they 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, marshaling 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 Fieldmarshal, 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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