ENNEAGRAM -- ONE

"1" by Tom Chou Reformers.
The underlying motivation of the 1 is to be RIGHT, and to avoid being WRONG. Reformers are the most compulsively rational of the types, and the perfectionist is another name for this type. Average 1s are driven by their "inner critic", an inner set of standards that tends to be quite rigorous, and independent of what other people might tell them. Hence, the average 1 is very self-critical, and may also be critical of others when they expect the same high standards of others that they have imposed on themselves. Ones get much of their energy from anger, and at best, this energy is channeled into discipline, organization, a strong work ethic and a love of fairness, justice, and truth. At worst, they become rigid in their thinking, psychologically trapped by their own rules and principles and becoming self-righteous in a way that, although logically correct, is not helpful to themselves or others.
Different 1s may look very different outwardly, even though the underlying motivations are the same. Introverted ones may be extremely well mannered, in their attempt to become the ideal perfect individual. Extroverted ones may be more abrasive if their passions involve social justice or some other cause in which one has to fight to see one's principles turned into reality.

Famous ones: Hillary Clinton is a one who lends solidity and intellectual discipline to her husband's affable but wandering style. Also, Harrison Ford, Ralph Nader, Judith Martin (Ms Manners), Mario Cuomo, William Buckley.

Comparisons with other types: ones share the thinking quality with fives, as well as penchant for detailed information. However, ones think to ensure correctness, while fives think to understand the world and conquer it intellectually. Fives are oriented toward ideas, while ones are oriented toward ideaLs (capital L for emphasis). Ones feel bound by laws, protocols, and principles, while 5s do not. See also eight for another comparison.
"1" by C.Thomson Perfectionists.
Let's look at type One. They seem to know better than reality. By that I mean they have a habit of looking at reality in the light of something better. They look at reality and see what is wrong. They sort for fault, for flaws, for what ought to be there and isn't. They walk around asking themselves, "What's wrong with this picture?" They have high standards to which reality must, but cannot, conform.

They turn the scolding light of faultfinding on themselves first. Often ones grew up in an atmosphere in which they were criticized, perhaps severely and were told that criticism was done in the name of love. "If I didn't love you, I wouldn't correct you. I tell you what is wrong because I love you." Children turn all attention into love anyway, so they interpret criticism as an act of love.

So to be good to themselves, they criticize themselves. This is also a preemptive strike. "You can criticize me, but I've already criticized myself for that very thing so you don't really add much to the conversation." Like all enneagram strategies, it is also a way of controlling their world. If One is hyper critical, One is aware that this is a way of making sure the world is the way it ought to be. Implicit in this approach is a smoldering anger that things are not right.

This anger is part of the 8-9-1 Instinctive or Gut or Anger center. The One's anger is a moral one. They can be pictured as waving their index finger in a scolding manner. This search for rightness and the energy of the anger makes them perfectionists. Ones will work endlessly on a project, making sure everything is perfect. They frequently have trouble with deadlines because almost any project can be improved .

With their intense moral concern and their interpretation of criticism as love, Ones do not want to be loved for their charm or beauty. They want to be appreciated and loved for the good work they do and their moral fiber. Love comes after evaluation, it is not be given for charm without effort.

Some prominent real life ones: Ross Perot (who, while quite effective when he criticizes things, is much less effective in saying what we ought to do). Miss Manners tells us all just how to behave. Like her, many Ones are literary and musical critics. Hilary Clinton campaigned for her health care reform with the central theme, "It's the right thing to do." (Listen to her talk, she frequently searches out the moral high ground). Ralph Nadar, the political reformer is an ascetic one, willing to take on General Motors if they are wrong. And Pope John Paul II is a One. I read one page of his book in which he refuted a dozen heresies and then said what the truth was. Ones have a tendency to think there is only one right way to think or behave. John Paul is no exception.

Oneness can show up in lighthearted situations, too. Remember (or watch again) My Fair Lady. Rex Harrison is a one. He happens to play a sexual subtype with the usual lifework of reforming those they love. The whole movie is about his making Liza Doolittle into a fine lady. Surprise! She resents it. (His picky grammar, his finicky habits, his repression of his own sensuality). He declares love by singing that he's become accustomed to her face etc. That's not exactly unbridled passion.

One's are polarized against their own sensuality because sensuality can easily lead to moral deviance. Passion, impulse, bliss -- these threaten the moral order. So One's have a specific neurotic defense called a reaction formation. A One walks down the street and sees a delicious dessert being served at a sidewalk cafe. They then begin to lecture on how terrible it is that people let themselves get fat! They do this without acknowledging how much they want that dessert.

Resources:
Read St. Paul's letter to the Romans. The whole thing is about how we can be righteous. Paul is a one and you'll see how angry he is, and how angry he is at the Law. He is angry at the law because all the law does is show us where we are wrong and doesn't enable us to do what is right. This really bothers a One. Martin Luther and John Calvin are Ones, too and Lutherans often talk about Paul's letters to Romans and Galatians as the "Canon (Standard by which things are measured) within the Canon of scriptures." American Puritanism is quite oneish. Just read Jonathan Edwards as he scolds and scalds his audiences with his sermons. Listen to Richard Rohr's tapes, Enneagram: Naming Our Illusions. Richard is a One and he is eloquent and insightful on his own fixation.

Ones get healthy when they get funny. Treat yourself to some humor.
Questions:
1) Whom do you most disapprove of? What might that tell you? (My pet peeve is...)
2) Ones get healthy when they incorporate the Sevens ability to create options. As an exercise, create three alternatives to do something you think you do well.
3) What do you like about your favorite poet? Tell your group. (You do read poetry, don't you?)
4) Do you have a little voice talking to you, telling you what you're doing wrong? Talk about this voice and what it says. (If this is really severe, you might want to listen to Tom Condon's series, Easy In Your Harness. He has a wonderful exercise for Ones on there.
"1" by MaryBast A case study.
Will Frazier was very idealistic and held high standards for himself, his employees, and the company. When I met him, he was in charge of business expansion at a remote geographical site of his corporation. This job was located far away from his family home, but he had agreed to take it on because it was an experiment that promised to be an inspiration for the parent corporation -- demonstrating the profit potential of functional integration outside of headquarters.

One of Will's innovations was to educate the field salespeople in a dual sales/marketing perspective and to improve their negotiating skills from that larger perspective. Consequently they (and he) had negotiated major contracts that were bringing in millions in revenue beyond business plan projections.

However, Will had occasional outbursts of anger with subordinates and/or sarcasm with peers, which stemmed from his disappointment in the quality of their work. These tirades could be quite scathing, even abusive. A subordinate reported, "The bar definitely got raised when he came in, and we're getting better results, so people respect his capabilities. But he rakes people over the coals in public--when he goes into tirades he's usually right about the issue, but not how he handles it." From a peer: "He projects that he thinks the worst of people on the other side of the table. He conveys 'We don't need you, and this is the way it's going to be!'"

Second, Will had difficulty delegating responsibility to his team--he felt compelled to check in frequently on their progress. And -- no matter how well they did something -- it seemed it was never "quite good enough." "Others find that his people have no autonomy," observed a colleague. "They can't release anything without his approval. He doesn't want anything out of the ordinary to show up and if it does, he's on it."

Our work together focused primarily on engaging the positive aspects of Will's perfectionism -- using his ability to set inspirational goals and standards. But instead of focusing on where people fell short of the standards, Will learned to provide positive reinforce- ment for incremental steps in the direction of those goals. This was especially effective because through this practice he learned to be just as appreciative of his own efforts, instead of constantly berating himself.

EXECUTIVE DEVELOPMENT PLAN for Gayle Smith--Type One

Note to the Reader: What follows is a composite development plan created for a typical Type One executive. While "Gayle" is unique in many ways she also clearly illustrates how some One dynamics play out in the workplace. As you read through this plan, begin to formulate what you would suggest as developmental actions for Gayle (and for Ones in general). Then compare your ideas against her actual development work.)

I. ENNEAGRAM LEADERSHIP STYLE
Sometimes called Perfectionists or Reformers, Ones often feel the obligation to make things better, because things are not as they ought to be. They perceive themselves to be "right", which makes them seem self-confident. To the degree that their ideal is perfection it is, of course, unobtainable. This "Catch-22" is keenly felt, although not always consciously. They carry an internal critical voice which is often projected outward, as well. Ones tend to control their emotions, particularly anger -- and their anger will typically break out when it seems "justified," as either outraged criticism or cold sarcasm, often very much on target. Typically, they recall a parent who forced them to toe the line, though they tried to remain blameless, leading to internalized anger over the burden of perfection. They tend to compare themselves to others (to the others' detriment) and to mistrust authority -- but they don't usually oppose authority openly. (Drawn from Riso/Hudson's Personality Types, Condon's "Easy in Your Harness" tapes series, and Palmer's The Enneagram.)

II. MYERS-BRIGGS TYPE INDICATOR (MBTI)
Found in about 1% of the general population, INTJ's (Introverted Intuition with Thinking) trust their own insights regardless of others' beliefs. Such faith in their inner vision can move mountains, but they are very independent, sometimes to the point of being stubborn. They prefer work environments with decisive, effective, productive, and intellectually challenging people focused on implementing clearly specified, long-range goals. INTJ's may neglect the feeling dimension to the point of ignoring what is important to others, which can invoke bitter opposition. Because they ignore their own feelings as well, these may build up pressure and become expressed in inappropriate ways. They place a high value on competence, their own and others', and will drive subordinates as well as themselves. Fellow workers often feel as if they are found wanting; INTJ's seem demanding and difficult to satisfy. Typically tough-minded with people, they need to focus more on the impact of their ideas on others and how to show appreciation. (Excerpted from Introduction to Type, by Isabel Briggs Myers and Please Understand Me, by David Keirsey & Marilyn Bates.)

III. KEY STRENGTHS AND DEVELOPMENT OPPORTUNITIES
Gayle, you have gotten a lot of feedback in the last few months, so you are aware that your boss and others would like to see significant development on your part. The intent here is to clarify the ways in which you are respected, how some of the criticism of you plays out, and ideas for changing your behavior and self-concept.

Technical Ability/Customer Service
You are seen by sources of input to your development plan as outstanding in your technical ability. One person said, "When Gayle does a project, it's perfect." You are a good negotiator, who can "smooth things out." You have tended, however, to isolate yourself from your constituency: you have not taken full advantage of going out and learning directly from line managers, and you also need to develop better rapport with key internal resources.

Ted Salvatore, who is pretty blunt, described your nonverbal message as, "This will never work and you're a dumb SOB for suggesting it!" He sees you in more recent months as becoming more helpful, flexible, and positive. It will be to your benefit to continue building this relationship. Your teamwork with Bill Harrison and Salvatore is a positive factor at this point, but Harrison's facilitation is still seen as necessary in working with Salvatore's group -- ideally, you will develop that capacity yourself.

Janet Doolittle is also a key player and yet you have not taken the initiative to go to her office to build a better relationship. Perhaps it is your introversion that makes you prefer that she make the first move; or perhaps it is your perfectionism that sees her as the one with the problem when she doesn't use your services.

At any rate, you are a skillful enough negotiator to develop these relationships -- using the "common-sense" principles you and I have discussed in order to build common ground.

Problem-Solving/Conceptual Style
You described one of your strengths as your organization/analytical skills in dealing with problems. As you said, you can generally scope out a problem and find solutions and, in most cases, mutual solutions. You also see yourself as creative in general, but especially in solving problems. This self-concept is borne out by others' opinions. They see you as very intelligent and someone who can be innovative and forward-thinking, yet also a good tactician -- able to analyze situations and devise solutions which are usually correct.

Even where you acknowledge the valid opinions of others, however, you convey the importance to you of being "right." You acknowledged the paradox that your "biggest strength" is your ability to convince others while negotiating, yet your "biggest weakness" is your lack of ability to convince yourself and others that you have strengths. This is the plight of the perfectionist: whether you are "right" is such a core issue for you that you turn people off by your insistence that they acknowledge your "correctness".

Management/Leadership
One person mentioned, "There wouldn't be conflict in her department if Gayle had stronger people working for her -- Gene Archer lets her run all over him." This can be interpreted in two ways: (1) When people stand up to you, you back off, and (2) you get frustrated primarily with people who don't live up to your standards. You are described as a manager who "occasionally" praises and who gives good suggestions and constructive criticism. One person said, "I never worked for anybody I liked better," and another, "She's always helpful to me." These, of course, are your high performers.

But you are also described as "hands-on," and as someone who "has to show who's boss." In particular, you are seen by everyone as embarrassing, undermining, and scapegoating Gene. Your interactions with him in front of peers affect his credibility (and yours). This sometimes occurs through sarcasm or attempted jokes -- and he certainly plays a role by failing to assert himself with you -- but you must find a way to manage him with more humanity and respect, or get him transferred if there is no way you can trust him in his role or anticipate his meeting your standards.

Communication
You have told me that your inspection of mail in the mail room and in peoples' offices stems from your time sensitivity and sense of responsibility for mail addressed to you on issues delegated to subordinates. This intention has had a negative interpretation by others as "controlling" and "snooping in our offices." Clearly, you need to find a more direct and mutually-agreed upon method to meet your objectives for staying up-to-date and being timely.

Interpersonal Skills
While you sometimes turn your back on conflict, you are also seen as over - reactive to stress, sometimes surprisingly, "blowing up" if something doesn't go just right. This is one of the most identifiable syndromes for a One. It stems from a life-long struggle to constrain the anger constantly generated by having to be "perfect" or "correct;" and this gets projected outward as the internal pressure becomes unbearable.

A case in point was the recent situation where you felt irritated because you were left out of the loop with Harrison and Becker, and then called in to help fix a problem you "had no part in creating." Instead of being open and direct with your reaction, your negative feelings were threaded indirectly through your choice of words. In cases like this, others are quite clear that you are being critical, while you may remain somewhat innocent of the effects of your comments. This complex of behaviors in you has been variously described as "negativism like a cloud," "a chip on the shoulder," "bitching," "bulliness," "irritability," and "insecurity." It also comes across as "sarcastic" or "condescending." For example, you once belittled Mary Sawyer for her absence with a migraine headache, in front of her boss.

On the other hand, you have been described as being very sensitive to criticism yourself. I would warrant that this is so because your ever-present internal judge is already self-critical, although possibly unconscious: this "bleeds" out in your lack of tolerance for others, especially when they appear to be breaking "rules" or lowering standards that are implicit requirements for you.

There is great urgency for change in this area, Gayle. While you have great potential and are seen as "one of the most valuable players" with "irreplaceable expertise," your interpersonal style could put your career at risk.

IV. DESIRED OUTCOMES
The people interviewed know that you are making a serious effort to change, catching yourself more and more, modifying how you frame criticism. But further change is still necessary to consolidate the gains you've made. When asked how they picture you behaving ideally, they painted the following portrait:

You have a generous, caring, sensitive side that they want to see more of -- more compassion (even when you are legitimately critical); treating people with dignity and respect; being more objective, tolerant, fair. They want to hear shared accountability for problems (instead of blaming), more interdependence with others and respect for what others bring (even if they are not perfect), and more commitment to helping make your boss's group a team.
* * * * *
(Note to the Reader: Before you continue, review the feedback above and think about what steps Gayle could take for her own development. Then compare your ideas to the action steps in her actual development plan.)

Style One--The Idealist
Will Frazier was very idealistic and held high standards for himself, his employees, and the company. When I met him, he was in charge of business expansion at a remote geographical site of his corporation. This job was located far away from his family home, but he had agreed to take it on because it was an experiment that promised to be an inspiration for the parent corporation -- demonstrating the profit potential of functional integration outside of headquarters.

One of Will's innovations was to educate the field salespeople in a dual sales/marketing perspective and to improve their negotiating skills from that larger perspective. Consequently they (and he) had negotiated major contracts that were bringing in millions in revenue beyond business plan projections.

However, Will had occasional outbursts of anger with subordinates and/or sarcasm with peers, which stemmed from his disappointment in the quality of their work. These tirades could be quite scathing, even abusive. A subordinate reported, "The bar definitely got raised when he came in, and we're getting better results, so people respect his capabilities. But he rakes people over the coals in public--when he goes into tirades he's usually right about the issue, but not how he handles it." From a peer: "He projects that he thinks the worst of people on the other side of the table. He conveys 'We don't need you, and this is the way it's going to be!'"

Second, Will had difficulty delegating responsibility to his team--he felt compelled to check in frequently on their progress. And -- no matter how well they did something -- it seemed it was never "quite good enough." "Others find that his people have no autonomy," observed a colleague. "They can't release anything without his approval. He doesn't want anything out of the ordinary to show up and if it does, he's on it."

Our work together focused primarily on engaging the positive aspects of Will's perfectionism -- using his ability to set inspirational goals and standards. But instead of focusing on where people fell short of the standards, Will learned to provide positive reinforcement for incremental steps in the direction of those goals. This was especially effective because through this practice he learned to be just as appreciative of his own efforts, instead of constantly berating himself.
"1" by Tom Condom Ones
People who compare reality to a set of standards. May be objective, balanced and morally heroic or repressive, critical and perfectionistic.

At the core of Enneagram style number One is a strong unconscious tendency to compare reality with what should be. Ones generally have a set of standards by which they evaluate themselves, the behavior of others, and the world around them.

These ideals differ from person to person. Some Ones are preoccupied with spiritual standards while others, like advice columnists, might be focused on good manners. Others might be social reformers of some kind while others still might simply be intent on living an upright life or doing a good job at work.
Healthy Ones specialize in accurate moral perception and objective evaluation. More than other Enneagram styles, Ones can be ethically discerning, dispassionate and fair. They can make great priests and judges, for instance, or constructive social commentators.

Awakened Ones can be selfless and morally heroic, willing to sacrifice a great deal for principle. If they have a cause or mission, they might work hard and responsibly towards its fulfillment. Ethics and personal integrity are put above expediency, profit or easy solutions. An awakened One might display a balanced, cheerful perfectionism that is tempered by forgiveness and compassion.

For Ones who are more defensive or entranced, the preoccupation with principles and high ideals might degenerate into a mundane concern with the rules. The person might still be crusading for a cause but have more ego-involvement than they realize. Higher morality gets confused with moralism, discernment changes into judgment.

An entranced One might still sacrifice for the rules but a level of resentment begins to emerge. Ones can become openly critical, angry when their reforming zeal isn't shared by the world at large. They might still work hard and hold themselves to strict standards of behavior but their speech could be punctuated by sharp-tongued remarks, as anger breaks through. Their calm, ethical perspective gives way to dualistic thinking - "either/or" propositions, right/wrong dilemmas that reduce complex situations down into black and white choices.

A One's attempt to be good is a tense enterprise, sometimes leading to rigid behavior and a tendency to obsessive worry. A lot of entranced Ones fight their desires, especially the "bad" ones. These are often sensual but, otherwise, "bad" impulses are the opposite of whatever the One considers good and virtuous behavior.

Social problems can emerge because Ones have trouble knowing when they are angry and don't realize how scolding or repressive they can sound to others. When insecure or feeling criticized, a One's defensive reaction is to start judging. They don't accept reality as it is and don't think you should either.

When deeply entranced, people with this style can grow obsessive, paranoid and zealous. They may be capable of profound cruelty in the service of "goodness." Moral vanity and hypocrisy are likely, and unhealthy Ones can also grow obsessed with the fulfillment of insane missions.

Whatever a One disapproves of within their own behavior is what they will condemn in others. They may not allow themselves to act out "badly" but that doesn't mean they don't want to. Ones in this state tend to beat down or contain their desires and then project them outward.

So a One might see an inviting place to swim on a summer's day and suddenly begin to talk about the evils of laziness and the skimpy bathing suits people wear nowadays. The One's sensual desire to swim is "reverse projected" onto the environment and then a case is built against it. This case-building is called "reaction formation" and it's a defense mechnism for this style. Ones share an emotional tendency towards anger with Eights and Nines.

FAMOUS ONES
Actress Jane Alexander, the culture of the Amish, Julie Andrews, Arthur Ashe, Hanan Ashrawi, St. Augustine, Author William Bennett, Father Phillip Berrigan, Ambrose Bierce, Psychologist John Bradshaw, Lloyd Bridges, NBC's Tom Brokaw, Sierra Club founder David Brower, Feminist author Susan Brownmiller, William F. Buckley, Dr. Helen Caldicott, John Calvin, Mona Charen, Cesar Chavez, Singapore President Ong Teng Cheong, Hillary Clinton, Confucius, Actress Jane Curtin, Michael Dukakis, Christian Scientist Mary Baker Eddy, Activist Daniel Ellsworth, Harrison Ford, Jodie Foster, Barry Goldwater, Author Lillian Hellman, Katharine Hepburn, Charlton Heston, St. Ignatius, Glenda Jackson, Peter Jennings, Author Samuel Johnson, CNN's Myron Kandel, John Kasich, U.S. Senator John Kerry, Dr. Jack Kevorkian, C. Everett Koop, Ted Koppel, NRA Vice President Wayne LaPierre, Martin Luther, Nelson Mandela, Miss Manners, Thurgood Marshall, George McGovern, Michael Medved, Playright Arthur Miller, Author Jessica Mitford, Sir Thomas More, Kate Mulgrew, Ralph Nader, the cultural aura of New Zealand, Leonard Nimoy, the NRA, John Cardinal O'Connor, Pope John Paul II, Gregory Peck, H. Ross Perot, Sidney Poitier, Emily Post, Colin Powell, the culture of the Puritans, Marilyn Quayle, Yitzak Rabin, Tony Randall, James (The Amazing) Randi, Actress/Activist Vanessa Redgrave, Dale Evans Rogers, Actor Cliff Robertson, Satirist Mark Russell, Carl Sagan, Conservative author Phyllis Schlafly, George Bernard Shaw, CNNís Bernard Shaw, the cultural aura of Singapore, Film critic Gene Siskel, Maggie Smith, Alexander Solzhenitsyn, Dr. Benjamin Spock, Martha Stewart, Actor Peter Strauss, Meryl Streep, the cultural aura of Switzerland, Margaret Thatcher, Fred Dalton Thompson, Emma Thompson, Harry Truman, Mark Twain, Abigail Van Buren, Greta Van Sustern, Father Terry Waite, Dragnet's Jack Webb, James Whitmore, George Will, Myrlie Evers-Williams, John Wooden, Joanne Woodward, Actress Jane Wyman, Efrem Zimbalist, Jr.
Fine Distinctions One With a 9 Wing
Ones with this wing can have an aura of 9-like calm although eruptions of temper are possible. Often have a detached quality and can be mistaken for Fives. Tendency to formulate and embrace principles that have little human content, but this is also their strength. When awakened, may be objective and balanced, cool and moderate in their evaluations. More entranced, might have perfectionistic expectations that are not humanly possible to meet. May hold social or political opinions that are supremely logical but ultimately heartless and draconian. The rules come first no matter what. Can be merciless or unwittingly cruel.

Often a little colorless in their personal appearance. Many Ones with this wing are plain dressers, preferring functional clothing that is appropriate to context but not flashy. The emphasis on function may extend to their general lifestyle. Practicality is highly valued.

Real-Life Ones With a 9 Wing: The culture of the Amish, David Brower, Angela Davis, Michael Dukakis, Harrison Ford, Ralph Nader, John Cardinal O'Connor, Colin Powell, the culture of the Puritans, Yitzhak Rabin, Vanessa Redgrave, Bernard Shaw.

Movie Ones With a 9 Wing: Henry Fonda, On Golden Pond; Harrison Ford, The Mosquito Coast; Alec Guinness, The Bridge On The River Kwai; Katharine Hepburn, Rooster Cogburn; Anthony Hopkins, The Remains Of The Day; Jack Lemmon, Missing; Lilia Skala, Lillies Of The Field; Tom Skerritt, A River Runs Through It.

One With a 2 Wing
This wing generally brings more interpersonal warmth. High standards are tempered by humanism. May understand and partly forgive humanity for not doing its best. Work hard to improve the conditions of others, sacrificing time and energy to do good works.

When more entranced, can be volatile and self-righteous. Authoritarian inflation and moral vanity on the low side. Can give scolding lectures or display a kind of touchy emotionalism. "Do as I say, not as I do" attitudes possible. Hypocrisy likely because the person is so convinced they have moral good intentions. Overlook inconsistencies in their own behavior. Dependency in relationships. Far more likely to be a jealous intimate subtype than Ones with a 9 wing.

Real-Life Ones With a 2 Wing: Jane Alexander, William Bennett, John Bradshaw, Susan Brownmiller, Hillary Clinton, Barry Goldwater, Lillian Hellman, Glenda Jackson, Miss Manners, Gregory Peck, H. Ross Perot, Sidney Poitier, Marilyn Quayle, Meryl Streep, Joanne Woodward.

Movie Ones With a 2 Wing: Norma Aleandro, The Official Story; Glenn Close, The World According To Garp; Katharine Hepburn, Summertime; Glenda Jackson, House Calls; Gregory Peck, To Kill A Mockingbird; Joan Plowright, Enchanted April; Sam Waterston, The Killing Fields.

CONNECTING POINTS (Stress and Security)
One's Connection to 7
Healthy connection to 7 supports qualities like playfulness, flexibility and good cheer. Ones relax their judgmental stances, let themselves play. Sensuality can emerge plus an improved sense of humor. Creative imagination is enhanced, an appreciation of paradox develops. Begin to enjoy life, loosen the rules and look for what's going right.

When more entranced, Ones fight their Sevenish feelings. May feel a desire for freedom which they squelch in the service of being good. "Illegal" impulses come through anyway. Ones having this struggle become less reliable, more hypocritical and escapist. Addictive appetite a factor, could drink alcohol to relax, for instance. Extreme version is episodic escapes, breaking completely free of the rules to go on illicit adventures. Called "trapdoor Ones."

Movie Ones who demonstrate this connection: Julie Andrews, Mary Poppins; Harrison Ford, The Mosquito Coast; Anthony Hopkins, The Bounty; Glenda Jackson, House Calls; Jack Lemmon, Missing; Fredric March, Dr. Jekyll And Mr. Hyde; Michael O'Keefe, Nate And Hayes; Joan Plowright, Enchanted April; Paul Scofield, A Man For All Seasons; Kiefer Sutherland, Flashback.

One's Connection to 4
Healthy connection to 4 brings Ones access to inner feelings and a romantic, sometimes poetic streak. Experience soulful, sometimes contradictory, feeling states. Discover how they really feel in contrast to the way they "should" feel. Creative artistic imagination combines with playful high side of 7. Attraction to art, however latent. Make place for the aesthetic and spiritual in their lives.

Downside can reinforce dissatisfaction with reality. Ones can get morose and feel sadly alone in their efforts to reform others. Fourish yearning to live in a better, more ideal society. Sense of defect that may sink into self-loathing and self-indictment. Turn their standards violently against themselves. May remorsefully vow to suppress their flaws which sets up the next episode of "bad" behavior. Self-indulgent Fourish sense of being exempt from normal consequences reinforces "trapdoor" syndrome mentioned earlier.

Movie Ones who demonstrate this connection: Katharine Hepburn, Summertime; Anthony Hopkins, The Remains Of The Day; Raul Julia, Kiss Of The Spider Woman; Fredric March, Dr. Jekyll And Mr. Hyde; Paul Newman, Mr. And Mrs. Bridge; Gregory Peck, Old Gringo; Joan Plowright, Enchanted April; Rosalind Russell, Picnic; Tom Skerritt, A River Runs Through It.

SUBTYPE THEMES
Self-Preservation
Characterized by a tendency towards worry and negative anticipation, especially as it relates to material well-being. Can seem a little like Sixes. They fret about how to avoid making mistakes that could jeopardize survival. Petty, finicky quality; could seem "penny-wise and pound-foolish." Sense of being undeserving or inadequate - try to compensate with worry. As a parent or friend, they might be critical and nurturing by turns, wanting to protect you from the same negative consequences they worry about.

Self-preservation Ones are not plentiful in movies, but some good examples are Hector Alterio in The Official Story, Melvyn Douglas in I Never Sang For My Father, Joel McCrea in Ride The High Country, and Jessica Tandy in Driving Miss Daisy.

Intimate
May be preoccupied with their romantic partner. Have high expectations based on having idealized their beloved. Their partner is supposed to be perfect man or woman. One's reaction is jealous judgment if their beloved acts in less-than-ideal ways. Jealous Ones may drive partners away with endless criticism.
Can have a dependent tendency related to the low side of 2. Most intimate Ones have a 2 wing. Also there's a melancholy yearning and fear of abandonment fueling the One's criticism. Connection to the low side of 4.

I found very few intimate Ones in movies but Geraldine Page in The Beguiled displays some of this theme. In The Official Story, Hector Alterio's basic subtype is self-preservation but he has eruptions of jealousy that are based on his high expectations of his wife. Also Cliff Robertson shows this theme to a degree in the movie Picnic.

Social
Social subtype Ones are everywhere in the movies, probably because they create dramatic friction. Characterized by a preoccupation with rules and how they should apply to (other) people's behavior. Tend to moralize and apply old standards inflexibly to each new situation.

Believe they are representatives of a larger social order or tradition. They're not, of course - acting as if they represent the rules is their psychological defense. Usually had great uncertainty in childhood, at least one undependable parent. Made themselves rigid to feel strong, aligned with the rules to contain their anxiety. Tend to depersonalize their own feelings, hope to be above criticism.

Social Ones can have either wing, though a 9 wing brings rules that are more abstract and inhuman-sounding. Examples in the movies include Glenn Close in The World According To Garp, Louise Fletcher in One Flew Over The Cuckoo's Nest, Alec Guinness in The Bridge On The River Kwai, Raul Julia in Kiss Of The Spider Woman, Joan Plowright in Enchanted April, Jack Lemmon in Missing, Katharine Hepburn in Rooster Cogburn.
QUOTES :
"If one is to love oneself one must behave in ways that one can admire." - Irvin Yalom
"Laughter does not seem to be a sin, but it leads to sin." - St. John Chrysostom
"The forgiveness of the world can only be accomplished by the judgment of the world." - Ralph W. Sockman
"As a man gets angry, he falls into error." - Talmud
"He who is too busy doing good finds no time to be good." - Rabindranath Tagore
"It's better to go out burnished from use than rusty from principle."-Garrison Keillor
"Our senses don't deceive us: our judgment does." - Goethe
"Logic is one thing and commonsense another." - Elbert Hubbard
"It is not reason that gives us our moral orientation, it is sensitivity." - Maurice Barres
"If it be maintained that a man's judgments are themselves completely determined, that he cannot help making the judgments he makes, the answer is that this makes nonsense of all knowledge." - Morris Ginsberg
"Reason cannot save us. Nothing can; but reason can mitigate the cruelty of living." - Philip Rieff
"How dreadful it is when the right judge judges wrong." - Sophocles
"The last function of reason is to recognize that there are an infinity of things which surpass it." - Pascal
"Abstainer, n. A weak person who yields to the temptation of denying himself a pleasure." - Ambrose Bierce, The Devil's Dictionary
"There may be said to be two classes of people in the world: those who divide the people of the world into two classes and those who don't." - Robert Benchley
"1" by Don Riso The Rational, Idealistic Type: Principled, Orderly, Perfectionistic, and Self-Righteous

Basic Fear: Of being corrupt/evil, defective
Basic Desire: To be good, to have integrity, to be balanced
The One with a Nine-Wing: "The Idealist"
The One with a Two-Wing: "The Advocate"
Potential Neuroses: Obsessive-Compulsive and Depressive Personality Disorders

Key Motivations: Want to be right, to strive higher and improve everything, to be consistent with their ideals, to justify themselves, to be beyond criticism so as not to be condemned by anyone.

Healthy
Conscientious with strong personal convictions: they have an intense sense of right and wrong, personal religious and moral values. Wish to be rational, reasonable, self-disciplined, mature, moderate in all things. Extremely principled, always want to be fair, objective, and ethical: truth and justice primary values. Sense of responsibility, personal integrity, and of having a higher purpose often make them teachers and witnesses to the truth. At Their Best: Become extraordinarily wise and discerning. By accepting what is, they become transcendentally realistic, knowing the best action to take in each moment. Humane, inspiring, and hopeful: the truth will be heard.

Average
Dissatisfied with reality, they become high-minded idealists, feeling that it is up to them to improve everything: crusaders, advocates, critics. Into "causes" and explaining to others how things "ought" to be. Afraid of making a mistake: everything must be consistent with their ideals. Become orderly and well-organized, but impersonal, puritanical, emotionally constricted, rigidly keeping their feelings and impulses in check. Often workaholics, "anal-compulsive", punctual, pedantic, and fastidious. Highly critical both of self and others: picky, judgmental, perfectionistic. Very opinionated about everything: correcting people and badgering them to "do the right thing"—as they see it. Impatient, never satisfied with anything unless it is done according to their prescriptions. Moralizing, scolding, abrasive, and indignantly angry.

Unhealthy
Can be highly dogmatic, self-righteous, intolerant, and inflexible. Begin dealing in absolutes: they alone know "The Truth". Everyone else is wrong: very severe in judgments, while rationalizing own actions. Become obsessive about imperfection and the wrong-doing of others, although they may fall into contradictory actions, hypocritically doing the opposite of what they preach. Become condemnatory toward others, punitive and cruel to rid themselves of "wrong-doers". Severe depressions, nervous breakdowns, and suicide attempts are likely.

"1" by Don Fowke
The core of One is a striving to do things right. This focus of attention represents a strategy to avoid criticism and punishment for being wrong. The attention to correctness is supported by a range of tactics which give the One its distinguishing characteristics: perfectionistic, detail-oriented, critical of self and others, continuously striving for improvement, moral, honest and truthful.
Tactics supporting the drive to get things right include comparative thinking, comparing One's own actions and thoughts with those of others; continuous evaluation of One's own position against that of others, which is sometimes described as criticality -- a sharply critical view of both self and others. Driven by "shoulds" Ones are seen to be uncompromising about standards of behavior and contrary patterns of behavior are seen to be wrong. Ones are rigid about standards and rigid about correctness. Frustration and pressure leading to anger can build when correct standards exceed the resources available to achieve them. This pressure may surface visibly in anger which is outside a One's awareness. All these tactics are in support of getting something done right and the need to be right.
As leaders, Ones establish a strong ethical basis for action. They organize in ways which ensure that thorough review of decisions is made before they are taken to minimize the possibility of error. They operate with a style that favors a place for everything and everything in its place, sometimes with an aesthetic quality to the neatness which results. Ones can be loyal workers and team players where group effort is devoted to appropriate goals and correct action. Their focus on correctness ensures a constant search for improvement, much in line with the drive to improve quality in modern organizations. As both leader, co-worker and employee, the One's drive to get things right results in loyalty, persistence, determination and drive. While Ones value structure, order and precision, they are capable of flexibility, sharp changes in direction, and compromise where such is consistent with achieving a superordinate goal which is "right". The same attention to right action can lead to agonizing over decisions where the correct path is not clear. This picture of One is more or less shared by Enneagram students.

In organizations, Ones are valued recruits. Discerning managers recognize that the One point of view propels a natural motivation in the search for continuous improvement. He or she will take pleasure in doing good work, and assuring the highest quality. The One is also independent, relying on internal judgments of performance. This orientation supports today's management emphasis on quality circles, self directed work groups and empowered teams. Indeed, savvy managers are learning to salt work groups with Ones, who work well in a collegial environment and inspire co-workers to strive for perfection in output. The One employee can be relied upon to be responsible and to work diligently and tirelessly in pursuit of organizational goals which are shared by the One employee.

Indeed the One will put aside his or her own needs in striving to meet the demands of the common objectives. This pattern of denial of own needs can lead to smoldering resentment and outbursts of anger, apparently unrelated to the triggering provocation. Managers who understand Enneagram dynamics will look through the anger, coaching the One employee to identify and attend to unmet personal needs.

As managers, Ones are rational and reasonable. They value an environment which is just and fair, and will take a balanced view in mediating conflicts. Highly principled, the One manager will support a "values-based" environment, ensuring an ethical approach to employees, customers, suppliers and other stakeholders.

In top executive roles, Ones are more common in scientific organizations, reflecting the affinity of the One's perfectionism with the discipline of the scientific method. Ones also appear as leaders in family businesses. In both cases, they instill an organizational culture featuring ethical conduct, quality and excellence.

Personality Style ONE: The Good Person
Core Value Tendency: ONES are attracted to and value goodness. They desire to be good persons, seeking to make the world a better place to live in. They want to realize all of their potentials and help others actualize theirs. They want to be all that they can be and help others do the same. Doing your best and living up to your potentials is what life is all about.

Adaptive Cognitive Schema: The objective vision that keeps ONES aligned with their true nature and with reality is the realization that becoming all that they can be, coming to completion, wholeness, and perfection is a continually unfolding process vs a sooner- rather - than - later finished product. As long as ONES are living in accordance with their true nature, allowing the process of organismic self-regulation to occur, they are perfect. They cannot be other than who they are at the moment.

Adaptive Emotional Schema: The state that accompanies ONES' objective paradigm is serenity, a sense of inner wholeness and self support. Those who are serene are at ease with themselves, are relaxed with others, and are in touch with the present moment. Serenity responds where personal intervention is required and acquiesces when letting go is appropriate.

Adaptive Behavioral Schemas: The actions that flow from an understanding of perfection as a process and a state of serenity involve a passion and habit for excellence and a desire to do things well. ONES have high principles, high moral standards, and high performance requirements. They are conscientious, dedicated, persevering, reliable, hard working, and industrious. They have a highly developed and practiced intuition for when someone or something is doing what it is supposed to do. A being is good when it is fully itself and when it is fully doing what it is meant to do. ONES constantly compare a present reality to its ideal state. They know what is missing and what should be there. This makes them natural quality control experts.

Maladaptive Cognitive Schema: When ONES exaggerate their good qualities, they over-identify with the idealized self image of I am good; I am right. To compensate for a maladaptive belief that they are not good enough, and to keep themselves immune from criticism, they hold unrealistically high standards, trying to be perfect and do most things perfectly in order to be acceptable to others and to themselves. They habitually compare what is to what they think should be and reality falls short of their ideals and absolutes.

Maladaptive Emotional Schema: As a consequence of never living up to their idealizations, ONES experience the passion of anger and resentment since no one (especially themselves) ever comes up to their expectations. They are angry because nothing is as right as it ought to be. And they are resentful because they aren't recognized or rewarded enough for their efforts nor are they accepted for who they are. Life isn't fair.

Maladaptive Behavioral Schemas: Perennially perceiving the world as imperfect, and relentlessly feeling resentment about the shoddy state of affairs, ONES are driven to make things better. They tense their jaws, clench their teeth, bear down, and carry on. They interfere with the natural unfolding of life and events in an effort to make things perfect NOW. The better becomes the enemy of the good. It's a challenge for ONES to leave things alone and just let them be.

What is Avoided: Because they are trying hard to be good, ONES avoid experiencing or expressing their anger. Good boys and good girls shouldn't be angry. They are either unaware of their anger or are reluctant to express it directly. Since they want to be right, they avoid and protest being wrong. They don't like to think of themselves as being lazy, irresponsible, sloppy, etc.

Defensive Maneuvers: ONES ward off unacceptable impulses and behaviors by doing the opposite of what they are tempted to do. This is called reaction formation. If they are tempted to take it easy, they work harder. If unwanted sexual desires arise, ONES become moralistic and Puritanical. If anger surfaces, they may rely on righteous indignation; that is, they have a right to be angry. Or they may sublimate their anger and wage the cosmic war against crud, crusading against injustice, inexactness, tardiness, sloppiness, etc.

Childhood Development: ONES were rewarded for being good and excelling and punished for being bad and performing poorly. They were often "hero" children who did everything right to help out their parents. They hoped their being good would hold the family together. They started out with the sense that everything, including themselves, was fine as it was. But then significant people came along and informed them that their spontaneous responses weren't O.K. This was the beginning of their "judging mind." As ONES began to do something spontaneously, the judgment arose: "Is this good enough? Am I doing this right?" Eventually shoulds and abstract idealizations replaced wants and personal values. ONES came to believe they would be somebody if their standards were higher than everyone else's. And they were nobody or worth nothing if they weren't perfect.

Non-Resourceful State: When ONES are under stress, they do more of the same, that is, they try harder, put out more effort, get more serious, and become more frustrated and resentful. When all their efforts still don't get them affirmed or don't satisfy their needs or fill their emptiness, they get discouraged, give up trying to fix things, point their criticisms toward themselves, pull the trigger, get depressed, and lapse into melancholy. In this non-resourceful state they feel misunderstood, victimized, taken advantage of. The world doesn't appreciate or reward their efforts to make things better.

Resourceful State: When ONES are in a resourceful relaxed state, they take themselves and the situation less seriously. They lighten up instead of getting heavier. They get in touch with their spontaneous playful side. They notice what's right and what's there instead of what's wrong or what's missing. They operate from the adaptive belief that they are O.K., even though they're not perfect. They trust that the universe is unfolding as it should. It's O.K., too. Trust allows them to go with the flow and not push the river, since it's flowing by itself. They do what they find pleasurable and desirable, what they want to do instead of what they should do. In a resourceful place, ONES are optimistic, accepting and present to whatever is. I am therefore I am good replaces I'm perfect therefore I'm acceptable.

"1" by H.Palmer
Lost Essential Quality: An experience of the essential truth that all people are fundamentally one with each other and EVERYTHING IS PERFECT AS IT IS.
Compensating Belief: Because the world judges and punishes "bad" behavior, you must gain worthiness and love through being as good and perfect as possible.
Attention/Coping Strategy: Comparing self to others. Noticing error and correcting it. Suppressing anger and impulses. Being as responsible and right as you can be.
Trap: Endlessly trying to gain worthiness by being correct.
Driving Energy: ANGER, RESENTMENT, AND GUILT at things that are wrong or that don’t meet high standards.
Avoidance: Making mistakes, losing self control, being so wrong that you are unworthy.
Strengths: High integrity, concern for improvement, industrious, responsible.
Paradox: Although it seems like there is one right, best way to be, there are multiple right answers; what is right is not necessarily what is best.
Keys to Path of Development
Understand that correctness and rightness are not part of natural order.
Compassion for the self.
Recognize and minimize the internal critical voice.
Allow time to relax, to play, and to accept yourself as you are.
Ultimate Task: Reclaiming the sense of perfection in all things and everyone which necessarily includes accepting differences, mistakes, natural desires and the "dark Side."