Page 274 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Make Optimal Decisions 249

ical cues that let them know that they are experiencing distress,
which in turn keeps them out of touch with other useful informa-
tion from their Body Center.
Nines’ tendency to avoid conflict also affects their decision mak-
ing. Nine leaders may prolong the decision-making process as a
way of avoiding tension, disagreement, or anger, or they may
become confused about what course of action to take. In addition,
many Nines are more cognizant of what they don’t want to do than
they are of the action that they do want to take.
Finally, because many Nines generally prefer making decisions
with a great deal of input, they can be challenged if the organiza-
tional culture or a particular decision requires a more authorita-
tive style. In addition, there are some instances in which Nines
prefer to make a unilateral decision, especially when they believe
that they know far more about the subject than anyone else and
when they feel that they have the authority to do so. On these
occasions, when someone seriously disagrees with them or tells
them that they need to involve others more, Nines can become
livid, feeling that their ideas and authority are being dismissed or
undermined.
Here’s an example of the Nines’ difficulties with decision
making:

For the task of selecting new computer software for the
redesigned help desk, Brandon created a committee, but he
did most of the investigatory work himself. He did so in part
because he was familiar with the software and in part
because he felt frustrated with the committee members’ lack
of expertise and impatient with the time it would take to
educate them. Although he kept the members informed of
his findings via e-mail and conference calls, in the end,
Brandon chose a system that his committee felt was too
complex for the help desk personnel to use.