4G Glossary

Social Profiles

Social ProfilesSocial Profiles contain both a summary of an individual’s overall behaviour and his/her underlying strengths, potential weaknesses, degree of creativity, and sources of motivation.

Unlike other behavioural assessments that identify an individual’s preferences or traits, 4G evaluates the way in which people make sense of the world around them i.e., how individuals “Process Information”.

How individuals process the information they receive, as well contextualize and abstract their experiences determines which of the 16 different 4G Social Profiles applies to them.

Summary 4G Social Profiles

Social Profiles in Social Group 1Social Profiles in Social Group 2Social Profiles in Social Group 3Social Profiles in Social Group 4

1Fe’s are naturally enthusiastic and energetic

Have strong communication skills and enjoy prolonged social interaction

Will seek assurances that they he/she has been properly understood

Places considerable value on those who help and assist them

It is important for your colleague to feel at the centre of the action

It is important for your colleague to work in a manner that lets them be creative

May have difficulties embracing change or dealing with ambiguity


2Fe’s are people-focused, far-sighted and compassionate

Possess strong communication skills and are able to hold an audience

Are principled and ethical in his/her approach to work

Persuasive, charismatic and able to convince others of his/her point of view

Work needs to be consistent with his/her long-term values and goals

Are able to identify opportunities and potential in new ideas

Can neglect or ignore immediate issues or problems

3Fi’s are friendly, helpful individuals, who will ensure their responsibilities are met

Are able to find problems and difficulties in proposals

Often go out of their way to ensure the wellbeing of others

Like to plan and prepare and have excellent organizational skills

Are resilient and determined when facing obstacles or challenges

Dislikes uncertainty or situations that are unclear or unfamiliar

Benefits from an environment where people are calm and polite

4Fi’s are excellent at helping and assisting other people

Are diplomatic, ethical and considered in his/her approach to work

Maintains high standards and has good attention to detail

Benefits from being given freedom or autonomy to develop his/her work

Appreciates clear planning and a measured approach to work

Are regarded as consistent and reliable by others

May not be forceful or direct enough when facing obstacles

1Ne’s are idea generators and often propose radical and innovative solutions

Enjoy developing specific expertise and understanding

Are able to shed fresh light on existing problems

Sees the hidden potential in people and new ideas

Prefers a working environment that is unpredictable and varied

Maintaining energy and focus can also be difficult

May struggle with organization and performing routine tasks

2Ni’s are imaginative and naturally drawn towards new products or services

Are forward looking and able to understand potential and risk in most situations

Can raise morale and paint a positive picture of the future

Strong communication skills and can easily empathize with others

Encourages an informal and tension free atmosphere

May be impetuous or not stick to the plan or suggested course of action

Can sometimes struggle to focus on details or routine tasks

3Ni’s are imaginative and enjoy challenging conventional thinking

Enjoys taking a contrary approach and debating ideas

Are drawn towards propositions that offer large, significant returns

Are adept at identifying commercial potential in new opportunities

Economical and prudent with financial matters

May not always consider the impact of his/her decisions on others

Can neglect routine or mundane tasks

4Ne’s have excellent people skills and can handle awkward situations easily

Displays optimism for his/her work and can transfer this easily to others

Will defend and promote any groups that he/she is a member of

Are quick and nimble in their responses to external activity

Thrives on adventure, spontaneity and originality

Enjoys wide ranging speculative discussions

May need to put effort into organization, planning and attention to detail

1Si’s value transparency and openness in the workplace

Your colleague is low-key and consensual in his/her approach to work

Enjoys sharing and disseminating new and relevant information

Has a strong sense of visual or presentation issues

Excellent at diplomacy and maintaining a neutral position

Takes a balanced and informal approach to work

Is able to maintain good relationships over long periods

2Se’s are determined, resilient and sometimes impatient

Are able to work quickly and efficiently

Can quickly build up solid expertise in a particular area

Rarely ruffled and can display high levels of self control under pressure

Are adept at overcoming obstacles to progress

Will be able to focus on commercial or other measurable outcomes

Can be insensitive or rash in his/her decision-making

3Se’s are strong personalities who enjoy being in positions of responsibility

Encourages other people to show positive emotions

Excellent motivators and passionate people

Very determined and resilient in the face of obstacles

Ensures that the end goal is realistic and attainable prior to starting work

Seeks rapid returns and often search out direct challenges

May struggle to see beyond short-term issues

4Si’s are focused around practical and economic returns from his/her work

Are able to extract the maximum value from situations

Works at his/her best when given a free hand and independence

Enjoy being in positions of responsibility and not afraid to make difficult decisions

Place significant value on interpersonal relationships and requires positive feedback

Has an eye for detail, design and presentation

Can be abrupt and fail to read the signals from others

1Ti’s are analytical, experimental and enjoy developing his/her expertise

Your colleague enjoys situations when given freedom and few constraints

Are able to hold their interest for extended periods, refining and developing ideas

Your colleague is meritocratic in outlook and dislikes excessive bureaucracy or strict hierarchy

Encourages idea sharing and the application of people’s talents

Is drawn towards situations requiring an alternative or innovative approach

May not place much emphasis on presentation and design

2Ti’s are factually orientated and pay close attention to detail

Relies on proven methods, techniques and approaches to problem solving

Enjoys sharing knowledge and expertise with others

Enjoys being in situations where complex obstacles or problems need to be overcome

Strong organizational and administrative abilities

Will work in a precise and controlled manner

Dislikes situations that are uncertain or where logic and analysis can be deployed

3Te’s are drawn to commercial issues; in particular ideas promising large returns

Will spend time researching and exploring the practicality of new ideas

Enjoys being in power and offering advice and recommendations to others

Are able to work quickly and can often multi-task successfully

Are optimistic and positive about long-term opportunities

Can quickly over-extend his/herself or themselves too thinly

Can be autocratic or insensitive to the needs of others

4Te’s are adept at handling large amounts of data and analytical information

Work quickly and efficiently, especially when under pressure

Approaches goals and targets in a determined and direct manner

Values transparency, consistency and competence in others

Has an eye for detail and presentation

Will look to bring order and stability and consistency to his/her working environment

May struggle with situations that are ambiguous or uncertain


Social Relationships

Social Relationships

Once two individual's Social Profiles are known, 4G can predict the nature and type of relationships that will develop.

Knowing how individuals process information and their experiences, 4G can forecast the nature or ease of their interactions with others, and, therefore, determine their specific “Social Relationship.”

There are 14 different Social Relationships.

The order of the relationships on the right provides a framework to determine which Social Relationship is more productive than another. This order is also used to calculate Relationship Friction.

Social Relationships also enable us to derive Social Groups, early adopters, cross organizational cohesion and areas for development.

Social Relationships and Colours

As can be seen in the diagram, Social Relationships are shown using different colours. The colours are defined as follows:

  • Green: Little or no effort is needed in order to make the relationship productive. The best and most productive relationships.
  • Blue: Some effort is needed to make the relationship productive when compared to green relationships but overall, a largely positive relationship.
  • Yellow: Significant effort is needed to make the relationship productive.
  • Red: Substantial effort is needed to make the relationship productive.

Summary 4G Social Relationships

The following summaries introduce each of the 14 Social Relationships via a one line overview. Further detail, metaphors, coaching tips and recommendations on how to improve specific relationships are outlined in the Visual Team Builder and in the reports available from 4G.

  • Action: Immediate common energy and motivation
  • Pairs: Identical working style and perceptions
  • Balance: Complimentary strengths and weaknesses
  • Reflection: Critical mutual feedback readily accepted
  • Association: Easy agreement on goals, but can differ on approach to tactics
  • Comfort: Work inefficiencies obscured by surface warmth of relationship
  • Semi-Balance: Differences beneath the surface emerge from time to time
  • Similarity: Apparent differences are overcome with interaction
  • O-r-d-e-r: Inherently hierarchical, can be efficient or contentious
  • Contrast: Work best one-on-one, but cooperation breaks down with the broader group
  • Focus: Struggle to move big ideas to meaningful tactical outcomes
  • A-s-s-i-s-t-a-n-c-e: Suggestions offered by more junior relationship partner may or may not be readily accepted
  • Interpretation: Apparent agreement hard to reach -- quickly evaporates under scrutiny
  • Discovery: Expect easy collaboration and frequently surprised by friction and irritation


Social Groups

Social GroupsSocial Groups define group values or cultures that are found between Social Profiles who share the same number. For example, a team comprising of a 1Fe, 1Si and 1Ti would all be from Social Group 1, whilst a team of people whose profiles were 3Ni, 3Se and 3Te would be from Social Group 3.

When individuals are part of the same Social Group, they come together to share common group values, enabling the group to work together more cohesively. By extension, performance is likely to be above average.

4G also identifies which value system the Social Group will have an affinity with in terms of values, working environment, group pioneers and early adopters.

Social Group Proxies

As a point of reference, the ideas behind Social Groups can be seen in other approaches and theories. The first is the idea of a product life cycle consisting of innovation, early adopters, mass market and late adopters. Each of these four stages are analogous to the four Social Groups detailed below.

The second approach is the Cynefin model which outlines a four domain theory for sense-making consisting of Chaos, Complex, Complicated and Simple (a fifth domain or vacuum also features). This also offers a good degree of analogy or representation when considering metaphors and alternative definitions for the Social Groups.

Social Group Summaries

The table below introduces summary definitions of each of the four Social Groups.

Social GroupSocial ProfilesValuesOptimal Working EnvironmentPioneers (p) and Early Adopters (a)
Social Group 11Fe





Revolution Over Evolution

1Ne (p)

1Ti (a)
Social Group 22Fe





Early Adopter

2Fe (a)

2Ni (p)
Social Group 33Fi



Cause and Effect


Mass Market

Good Practice
3Ni (p)

3Te (a)
Social Group 44Fi





Value Maximiser

Best Practice
4Fi (a)

4Ne (p)


The Visual Team Builder

Visual Team BuilderThe Visual Team Builder (VTB) software is one of the key components of 4G and allows users to visualise and quickly access information relating to individuals, relationships and teams. The VTB also enables users to quickly generate 4G reports and utilise a number of other 4G features.

There are a number of features in the Visual Team Builder that add significantly to the value of 4G. In particular the VTB enables users to gain an accelerated understanding or insight into any particular team. It also makes 4G a much more scalable instrument, offering the ability to quickly model or understand specific relationship and team dynamics across an entire organisation.

Visual Team Builder Features

The VTB enables:

  1. The prediction and analysis of relationships and group dynamics between employees
  2. The modelling and prediction of teams whether recruiting, improving team performance or enhancing business processes
  3. The modelling of different scenarios prior to implementation in order to evaluate potential increases in performance and ROI
  4. The use of developmental and coaching recommendations for individuals and teams

Visual Team Builder Demo


Relationship Friction

Relationship Friction is a formula linking people’s behaviour and relationships to measures of financial performance.

Different Social Relationships require different levels of time, effort and energy in order to function at their best. By comparing the level of effort in a particular Social Relationship with both people's salaries, it is possible to show how much money is spent on Relationship Friction1. In turn, this allows the cost of relationships to be quantified in financial terms and linked to measures of performance such as metrics, revenues or costs.

An Example of Relationship Friction

In the table below, a random team of 7 is analysed using Relationship Friction2, 3. Everyone in the team is paid £50,000, making the total salary for the team £350,000. Given the 7 Social Profiles and the breakdown of the 21 Social Relationships, the cost of Relationship Friction for this team is £60,195 or 17.2% of the total team salary. In addition, the Relationship Friction Index is 864, allowing Relationship Friction data to be compared across different teams without revealing sensitive salary information.

NameSocial ProfileSalary
Alberto Boeder3Ni£50,000
Fraser Corking4Ne£50,000
Gayle Rhodes2Se£50,000
Lashanda Kumar1Si£50,000
Leanne Woods2Ni£50,000
Louise Calvert4Te£50,000
Tejash Thiara3Fi£50,000
Total Salaries£350,000
Relationship Friction£60,195
Relationship Friction %17.2%
Relationship Friction Index864

Relationship Friction 1

Click to Enlarge

The table below shows the change in Relationship Friction if the team of 7 is optimised around a particular Social Group, in this case, Social Group 3. By creating a team in which everyone is a member of the same Social Group, not only does everyone experience optimal Social Relationships, but the Relationship Friction figures improve dramatically.

Relationship Friction falls to £18,357 or 5.2% of the team's combined salary. This is a difference in Relationship Friction of £41,838, or a fall of 12%. Likewise, the Relationship Friction index falls to 264.

NameSocial ProfileSalary
Alberto Boeder3Ni£50,000
Claudia Robinson3Fi£50,000
Hugh Morton3Se£50,000
Ivan Thomas3Se£50,000
Jim Rushton3Ni£50,000
Mark Correra3Te£50,000
Tejash Thiara3Fi£50,000
Total Salaries£350,000
Relationship Friction£18,357
Relationship Friction %5.2%
Relationship Friction Index264

Relationship Friction 2

Click to Enlarge

Relationship Friction makes it possible to create more financially and operationally efficient environments for teams and individuals. In the case of teams, it is possible to manage team composition, reporting lines and overall organisational design against the backdrop of Relationship Friction and financial performance. From an individual perspective, lower Relationship Friction figures equate to higher levels of performance, engagement and well-being.

The data behind 4G and Relationship Friction has been empirically tested and is valid. For more information on the research behind 4G and Relationship Friction, please request a copy of the test manual.


1. While Relationship Friction calculations are typically expressed as costs, it should be noted that these costs are not quantifiable in the manner that an accountant would formally recognise. That said, Relationship Friction does offer a way to quantify the previously intangible which can then be analysed alongside other quantifiable measures.

2. To create the random team, a spreadsheet was used to simulate different combinations of Social Profiles. By way of context, having run the random team generator over 50 times, the average Relationship Friction % is calculated at 16.3% with a low of 12.3% and a high of 19.2%.

3. Work to date suggests that overall, teams typically have an average or normal distribution of Social Profiles and Social Relationships within them. There are some functional and industry biases (e.g. HR typically has more feeling profiles i.e. those with F in their acronym) but for the sake of this example, the random team presented is a good representation of what might be found if a team was picked at random from any organisation, regardless of seniority or function.


Coaching Modules

There are 16 4G Coaching Modules. Each module is written in two parts. The first half contains the core concepts, while the second is custom written to reflect the different approaches adopted by people based on their Social Profile.

As a result of this personalisation, all of the coaching modules are customised to suit each person’s perspective on the topic, in turn creating an individual and bespoke approach to training and development.

The table below provides an overview of each of the 16 4G Coaching Modules.

NameDescriptionUsesRelated Modules
Careers GuidanceIntroduces ideas around career development strengths creativity and different types of role and organisation amongst others.For people seeking a change in their career or who are making decisions about the ongoing direction of their working life.Dealing with Change
The First 100 Days
Coaching and MentoringContains a theoretical overview of the approaches and benefits of coaching in the workplace. This module provides an overall guide to how to coach and mentor each of the 16 Social Profiles.Aimed at coaches and managers, the information allows the facilitator to accelerate the coaching process towards enabling more meaningful discussion.Communication, Praise and Feedback
Communication Praise and FeedbackA single document which provides a framework on how to optimise communication with each of the 16 Social Profiles.Used by managers or anyone who regularly has to provide feedback or motivate and enthuse those around them.Leadership
Conflict Management
Emotional Intelligence
The Art of Delegation
Conflict ManagementThis module explores the benefits as well as negative impact of conflict in the workplace. Each module examines the individual?s likely reaction to conflict and how to improve this aspect of their work.Situations where an individual has to manage conflict, or encourage a degree of conflict to boost productivity and performance.Communication Praise and Feedback
The Art of Delegation
Creativity and Problem SolvingExamines each of the 16 Social Profile?s approach to creativity and problem solving. Each module looks at what motivates and stimulates individuals and how to encourage this aspect of their behaviour.Coaches and managers who are looking to motivate and enthuse their people, help them identify types of work which will be stimulating and rewarding. Situations where a more creative approach to work is required.Dealing with Change
Emotional Intelligence
Self-Motivation and Stress
Dealing with ChangeContains a theoretical overview of current thinking on organisational change. Each module examines the strengths and weaknesses of attitudes towards change. It contains strategies and insights on how each Social Profile can become more receptive towards change.For individuals who are having to deal with change within the workplace, people who are having difficulty adjusting to change.Conflict Management
Creativity and Problem Solving
The First 100 Days
Emotional IntelligenceAn overview of Emotional Intelligence and how it relates to 4G.Organisations already using EI. Alternatively as a general discussion document aimed at improving self-awareness and self-development.Communication, Praise and Feedback
Creativity and Problem Solving
Self Development
InterviewingA document which provides an interviewing strategy for each of the 16 Social Profiles. Each module deals with topics and areas of discussion which are designed to make the candidate feel comfortable and then move the discussion on to various aspects of work which are designed to stretch the candidate a little more.For managers or recruiters undertaking interviews. This module is designed to allow the interview to view each of the candidates in a neutral and objective manner.Coaching and Mentoring
Communication, Praise and Feedback
The First 100 Days
LeadershipThis module summarises some theoretical approaches to leadership as well as looking at each of the 16 Social Profiles? natural strengths and weaknesses when it comes to leadership.This module is oriented towards coaches and managers who are working with business leaders and those who are gaining increased responsibility and control over people.Communication, Praise and Feedback
Creativity and Problem Solving
Strategy and Organisational Culture
The First 100 Days
NegotiationProvides a theoretical overview of negotiation strategy and practice. Each of the modules provides a description of the natural attitude and negotiation style of each of the 16 Social Profiles. This module also includes some exercises.Ideal for managers or individuals who are looking to improve their own understanding of negotiation and also understand how others view the process.Conflict Management
Strategy and Organisational Culture
Self DevelopmentThis module deals with elements of self-awareness and understanding looking at areas of natural strengths and weakness. It also looks at areas of work to avoid or those that are likely to cause stress.Coaches or managers looking to provide an overall plan or model for self-development. It may also be useful for re-engaging people who are ‘stuck in a rut’ and need new impetus.Communication, Praise and Feedback
Creativity and Problem Solving
Dealing with Change
Emotional Intelligence
Self Motivation and Stress
Self Motivation and Stress4G points towards the thin line between being motivated and enthusiastic and stress and the loss of focus. This module provides a framework for all 16 Social Profiles to identify what motivates them.Coaches and managers looking to improve the productivity job-satisfaction of their coachees.Creativity and Problem Solving
Self Development
Time Management
Strategy and Organisational CultureLooks at how an individual?s personality can impact on the general strategy or culture of an organisation.For coaches working with senior managers or business leaders who want to understand their own impact on the business and how they can achieve a more objective overview of organisational strategy.The Art of Delegation
The Art of DelegationThis module looks at how each of the 16 Social Profiles approach delegation and provides hints and tips on how to handle this aspect of work.Coaches and managers looking to help their clients improve their effectiveness and judgement when it comes to delegating.Self Development Leadership
Time Management
The First 100 DaysThis module contains information on how to handle the transition to a new job or organisation.This is for coaches who have clients who are moving or have recently moved to a new job. This module is best suited towards managers and those who are likely to have to manage new colleagues.Interviewing
Strategy and Organisational Culture
Time ManagementExplores various aspects of time management and looks at blockages and impediments. Each module deals with the likely distractions and issues which can affect each of the 16 Social Profiles.Coaches and managers who are looking to improve on the efficiency and time management of their clients.Self Motivation and Stress
The Art of Delegation