How important is it that your job matches your personality? Extremely.

Your personality will partially determine how good you are at your job, especially if you have a complex job that requires more than rote behavior. So are you and your job a good fit?

JORDAN PETERSON: It’s not that easy to categorize jobs but here’s a categorization scheme that’s kind of general but that’s actually accurate.

Okay, so the first dimension is complexity. Jobs range from simple to complex. A simple job is one that you can learn and then repeat. You don’t need high levels of cognitive function for a simple job. If you have high levels of cognitive function you’ll learn the job faster, but once you learn it you won’t necessarily do it better.

Now, a complex job is one where the requirements change on an ongoing basis. So most managerial jobs are like that, and all executive jobs are like that. And that requires a high level of general cognitive ability. That’s the best predictor of success in complex jobs. Okay, so that’s axis number one.

Axis number two is creative/entrepreneurial versus managerial/administrative. Okay, so for creative/entrepreneurial jobs you need people who are high in the personality trait “openness to experience,” Big Five personality trait that’s associated with lateral and divergent thinking. Those are creative types.

And for managerial and administrative jobs, and those are jobs that are more algorithmic—So imagine the guardrails. You’re a train on a track and you want to go down the track fast. You don’t have to be creative to go down a track that’s (already laid down) fast. You have to be conscientious. And so the best personality predictor for managerial and administrative jobs is trait “conscientiousness”.

Okay, so there’s a tension in organizations between lateral and divergent thinking and efficient movement forward.

Now if you know what you’re doing, what you want is conscientious people. Because if you know what you’re doing you should just do it as efficiently as you can. But the problem is is the world changes around you unexpectedly.

And so if you don’t have people who can think divergently when the marketplace shifts on you—which it most certainly will—then you don’t have anybody who can figure out where to lay new tracks. Now it’s really, really difficult for people, for corporations to get the balance between the entrepreneurial/creative types and the managerial/administrative types correct.

And what I think happens—and I don’t know this for sure and the research on this isn’t clear yet—What seems to happen is that when a company originates the creative/entrepreneurial types predominate, and they have to be flexible and move laterally to get the company established to begin with and take risks and break rules and do all sorts of things that conscientious people are much less likely to be able to tolerate (let alone think up).
But as the company establishes itself the managerial/administrative types pour in and take over. But if they take over too much then the company gets so rigid it can’t— it has no flexibility.

Okay, so the first thing you need to do to manage a large enterprise is to understand that these are actually different people.

So first of all everyone is NOT creative. That’s a lie.

So we established this measurement instrument called the creative achievement questionnaire which is very widely used in creativity research now. And what you see – so what it does is it breaks down creativity into 13 dimensions – entrepreneurial, architectural, literary, dramatic, inventions, et cetera, business, you can imagine—Painting, et cetera.

You imagine the 13 potential dimensions of creativity. And then it ranks order levels of creativity from “Zero, I have no training or talent in this area,” to “Ten, I have an international reputation in this area.”

And then we plotted the scores. This is the distribution. It’s not a normal distribution. Sixty percent of the people who take the creative achievement questionnaire score zero. A tiny minority have high scores, and that’s a pareto distribution. It’s a classic distribution of human productivity. So you always get a pareto distribution, not a normal distribution when you’re talking about productivity. Creative people are a distinct minority. They’re a different kind of person, and they’re a pain. They’re a pain because you can’t evaluate them. It’s like, how the hell do you evaluate a creative person? Because they keep changing the rules of evaluation! So they’re a handful to manage, and they’re always trying to play a new game. Well that’s a real pain if you want to get somewhere fast.

So there’s this terrible tension in organizations, and I think what generally happens is all the creative people are there at the beginning. They get chased out until you have nothing but managers and administrators. Then the environment shifts, then the company dies. And so the way that capitalism solves the problem of the tension between the creative types and the managerial types is it just lets companies die.

Now you might think, “Well I don’t want my company to die.” It’s like okay then, you need to understand the difference between these two kinds of people—which you probably won’t and you probably won’t admit to even if you knew. And then you have to figure out how to get the balance right. And so that’s extraordinarily complicated.

Your personality will partially determine how good you are at your job, especially if you have a complex job that requires more than rote behavior. So are you and your job a good fit? If you're a creative person who is open to trying new things—openness being one of the Big Five personality traits—you're more likely to succeed at jobs that require novel solutions over efficient ones. On the other hand, if you're conscientious—another Big Five personality trait—you're likely to be better off in a management or administrative position.

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Image source: Christian Zimmerman/USGS/Big Think
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The Barry Glacier gives its name to Alaska's Barry Arm Fjord, and a new open letter forecasts trouble ahead.

Thanks to global warming, the glacier has been retreating, so far removing two-thirds of its support for a steep mile-long slope, or scarp, containing perhaps 500 million cubic meters of material. (Think the Hoover Dam times several hundred.) The slope has been moving slowly since 1957, but scientists say it's become an avalanche waiting to happen, maybe within the next year, and likely within 20. When it does come crashing down into the fjord, it could set in motion a frightening tsunami overwhelming the fjord's normally peaceful waters .

"It could happen anytime, but the risk just goes way up as this glacier recedes," says hydrologist Anna Liljedahl of Woods Hole, one of the signatories to the letter.

The Barry Arm Fjord

Camping on the fjord's Black Sand Beach

Image source: Matt Zimmerman

The Barry Arm Fjord is a stretch of water between the Harriman Fjord and the Port Wills Fjord, located at the northwest corner of the well-known Prince William Sound. It's a beautiful area, home to a few hundred people supporting the local fishing industry, and it's also a popular destination for tourists — its Black Sand Beach is one of Alaska's most scenic — and cruise ships.

Not Alaska’s first watery rodeo, but likely the biggest

Image source: whrc.org

There have been at least two similar events in the state's recent history, though not on such a massive scale. On July 9, 1958, an earthquake nearby caused 40 million cubic yards of rock to suddenly slide 2,000 feet down into Lituya Bay, producing a tsunami whose peak waves reportedly reached 1,720 feet in height. By the time the wall of water reached the mouth of the bay, it was still 75 feet high. At Taan Fjord in 2015, a landslide caused a tsunami that crested at 600 feet. Both of these events thankfully occurred in sparsely populated areas, so few fatalities occurred.

The Barry Arm event will be larger than either of these by far.

"This is an enormous slope — the mass that could fail weighs over a billion tonnes," said geologist Dave Petley, speaking to Earther. "The internal structure of that rock mass, which will determine whether it collapses, is very complex. At the moment we don't know enough about it to be able to forecast its future behavior."

Outside of Alaska, on the west coast of Greenland, a landslide-produced tsunami towered 300 feet high, obliterating a fishing village in its path.

What the letter predicts for Barry Arm Fjord

Moving slowly at first...

Image source: whrc.org

"The effects would be especially severe near where the landslide enters the water at the head of Barry Arm. Additionally, areas of shallow water, or low-lying land near the shore, would be in danger even further from the source. A minor failure may not produce significant impacts beyond the inner parts of the fiord, while a complete failure could be destructive throughout Barry Arm, Harriman Fiord, and parts of Port Wells. Our initial results show complex impacts further from the landslide than Barry Arm, with over 30 foot waves in some distant bays, including Whittier."

The discovery of the impeding landslide began with an observation by the sister of geologist Hig Higman of Ground Truth, an organization in Seldovia, Alaska. Artist Valisa Higman was vacationing in the area and sent her brother some photos of worrying fractures she noticed in the slope, taken while she was on a boat cruising the fjord.

Higman confirmed his sister's hunch via available satellite imagery and, digging deeper, found that between 2009 and 2015 the slope had moved 600 feet downhill, leaving a prominent scar.

Ohio State's Chunli Dai unearthed a connection between the movement and the receding of the Barry Glacier. Comparison of the Barry Arm slope with other similar areas, combined with computer modeling of the possible resulting tsunamis, led to the publication of the group's letter.

While the full group of signatories from 14 organizations and institutions has only been working on the situation for a month, the implications were immediately clear. The signers include experts from Ohio State University, the University of Southern California, and the Anchorage and Fairbanks campuses of the University of Alaska.

Once informed of the open letter's contents, the Alaska's Department of Natural Resources immediately released a warning that "an increasingly likely landslide could generate a wave with devastating effects on fishermen and recreationalists."

How do you prepare for something like this?

Image source: whrc.org

The obvious question is what can be done to prepare for the landslide and tsunami? For one thing, there's more to understand about the upcoming event, and the researchers lay out their plan in the letter:

"To inform and refine hazard mitigation efforts, we would like to pursue several lines of investigation: Detect changes in the slope that might forewarn of a landslide, better understand what could trigger a landslide, and refine tsunami model projections. By mapping the landslide and nearby terrain, both above and below sea level, we can more accurately determine the basic physical dimensions of the landslide. This can be paired with GPS and seismic measurements made over time to see how the slope responds to changes in the glacier and to events like rainstorms and earthquakes. Field and satellite data can support near-real time hazard monitoring, while computer models of landslide and tsunami scenarios can help identify specific places that are most at risk."

In the letter, the authors reached out to those living in and visiting the area, asking, "What specific questions are most important to you?" and "What could be done to reduce the danger to people who want to visit or work in Barry Arm?" They also invited locals to let them know about any changes, including even small rock-falls and landslides.

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