The Conscious Freak

There has been and I’m sure will be much more written about the type

of people you will find in any organisation. The spectrum ranges from

four to seven different types, maybe even more according to some


Obviously only a few types are really contributing to an organisation. As some are watching, and hopefully only a few are disturbing or hindering the progress of the business.

Now I don’t want to go into this area in details as such, but I would like to look at two specific groups that really drive and sustain a company at large in my opinion - the Professionals / Organisers and Creators / Leaders. Or as I alternatively call them: the Conscious and the Freaks.

Typically, they would reside in, or occupy, specific functions in the organisation, most likely very contrary to one another. The glaring opposite polarity of these two characters very often leads to friction when they engage or need to work together, this due to the sheer differences in behaviour, mind-set and expectations.

Hence, we invented management to deal with the unfolding situations and the result is then called “compromise with tendencies” depending on the manager’s profile.

The pure culture

Based on my experience working for, working with and watching people in a work environment, the old principles or practises of deploying the various character dimensions into specific function boxes, where they are supposed to perform best, is no longer adequate.

This only creates silos or boxes, or better a heap of containers or cells, stacked side by side and on top of each other, isolated by metal walls, where no container knows or cares what’s in the other.

For an organism to strive, you want as little or ideally no friction between the cells, instead you want a strong harmonious organism that biologists would call a “pure culture”.

The creation of the Conscious Freak

Therefore, the Conscious and the Freaks need to be merged into the same body and mind to create what I like to call the "The Conscious Freak”, and not kept in individual, possibly opposing positions.

This merger of these two personalities into one would lead to the creation of the most advance hybrid, where the friction happens within the person and not between the persons. I’m not talking about genetically modified humans here. I’m talking about selecting the right mix of personalities - the ones who can still be morphed into one. From there, they can then be deployed into the right functions.

Depending on the role one occupies, the ratios between consciousness and freakishness you encourage within one of these hybrids will have to vary. As you don’t want a freakish inclined person as Finance Manager, nor the conscious inclined ones in Creative Design.

What characteristics does a conscious person have?

They like policies, talk about best practices, are very organised and like, or even better, need procedures. They strive for excellence and perfection, sometimes just for the sake of it and prefer continuity and security. Finally, they do not deal well with uncertainty. Rules are a major part of their lives, the ones they set for themselves or the ones set by others.

What characteristics does a freakish person have?

They are opportunistic and daring, fast and yet flexible and take unconventional decisions or moves. They are the masters of shortcuts, as long as they lead to the desired result more quickly and not necessarily more elegantly or beautifully. As a result, these shortcuts are rarely repeatable.

More importantly, they are insanely passionate about their ideas and creations, and are also very emotional when they work out or when they don’t.

What is important to remember however, is that neither is to be seen as good or bad. They are both relevant and important sides of one’s personality, and key to success if maybe put to different use. But neither goes very far without the other.

Be your consciously freakish self

What is the message you might ask? Accept who you are, as what you may think is a weakness may turn out to be a strength, unlike what parents, teachers, HR people and others may tell you. In your school or work appraisals, you may have been told to work on your weaknesses and build on your strengths. That could be the freakish part or the conscious one, depending on your job and the type of boss or person doing the appraisal.

Since there is clearly no objectivity possible, the amount of freakishness and consciousness you need in your inner self will vary from work environment to work environment and what may seem to be a weakness in one organisation could actually be a strength in another. So the appointment of the Conscious Freaks is important, and one should not try to mould people into functions they simply don't fit in, and have to pretend they are suitable for.

Let’s be a bit more consciously freakish!

Andreas Hipp