We can't work together!... Why does Iranian society fail at teamwork?; A cultural, historical, and cognitive behavioral analysis based on the DISC model

We can't work together!... Why does Iranian society fail at teamwork?; A cultural, historical, and cognitive behavioral analysis based on the DISC model

"We Can't Work Together!"

Why Iranian Society Fails at Teamwork – A Cultural, Historical, and Behavioral Analysis Based on the DISC Model

Despite the presence of individual talents such as creativity, aesthetic sensitivity, verbal intelligence, and artistic flair in many Persian-speaking societies—particularly in Iran—these communities often face deep and chronic challenges when it comes to engaging in structured, refined, and disciplined teamwork. This issue not only undermines the quality of social and economic collaborations but also weakens social cohesion and reduces productivity in work environments.

This article aims to explore the roots of this phenomenon through cultural, historical, educational, social, and psychological lenses, arguing that this weakness does not stem from inherent incapacity but rather from a historical accumulation of structural, behavioral, and developmental factors. For example, in many Persian-speaking communities, an emphasis on individuality and self-centeredness as dominant cultural values can lead to a diminished willingness to cooperate and engage in teamwork. In contrast, other societies prioritize collectivist values and cooperation as core principles in education and socialization.

From a historical perspective, one can point to various social and political transformations in Iran that have influenced group behavior over time. Periods marked by wars, regime changes, and economic crises may have contributed to the development of mistrust and a lack of cooperation among people. These historical factors gradually embedded themselves into social norms and behaviors, compounding the challenges of effective teamwork.

On the educational front, school systems in Iran typically emphasize individual learning and competition, often neglecting the development of social and teamwork skills. This can lead to an inability among individuals to function well in group settings, thereby weakening the essential skills needed for effective collaboration in both professional and social environments.

Ultimately, this article examines the relationship between these cultural structures and the behavioral types as categorized in the DISC model. The DISC model, which analyzes individual behavior patterns in social and workplace settings, can offer valuable insights into group dynamics and related challenges. By analyzing the strengths and weaknesses of each DISC type in collaborative contexts, we can identify practical solutions to improve teamwork and coordination among individuals. Such an approach could serve as an important step toward fostering a culture of collaboration and collective effort in Persian-speaking societies.

In today's world, the ability to actively and effectively participate in structured group activities is regarded as one of the key indicators of cultural, organizational, and social development. This skill is not only essential in workplaces but also plays a critical role in every aspect of social and cultural life. Teamwork enables individuals to exchange ideas, develop innovative solutions, and ultimately achieve better outcomes. While some societies have naturally or systematically developed these skills through consistent education and practice, others—including Persian-speaking communities—face deep-rooted issues in this regard. But why? The answer must be sought in the historical, cultural, educational, and psychological background of these nations.

In many developed societies, the culture of teamwork and collaboration is introduced from an early age through schools and educational institutions. These environments promote interaction-based learning, helping students build communication and social skills from the start. Moreover, such societies often provide supportive and incentive-based systems that encourage participation in group projects and mutual learning.

In contrast, various factors hinder progress in this area among Persian-speaking communities. On one hand, a historical legacy of authoritarian rule in some countries may have fostered individualistic behavior and a lack of confidence in collaborative efforts. On the other hand, educational systems in these societies may focus more on individual competition than cooperation, thereby diminishing individuals' abilities to engage in teamwork.

Cultural factors also play a significant role. In some cultures, there is a strong emphasis on personal achievement over collective success, which can create barriers to social interaction and reduce the desire to participate in group activities. Furthermore, historical experiences such as wars and social crises may weaken the sense of solidarity and cooperation among people, negatively affecting group capabilities.

Ultimately, to overcome these challenges and develop teamwork skills within Persian-speaking societies, fundamental changes are needed in educational, cultural, and social systems.

These changes may include promoting a culture of collaboration from an early age, creating interactive learning environments, and organizing workshops and training programs aimed at strengthening social and communication skills.

Only through such measures can we achieve a dynamic and progressive society—one in which individuals actively and effectively participate in group work and contribute to their cultural and social development.

Structural Root Causes Behind the Weakness of Organized Collective Work

1. Historical Legacy of Authoritarian Rule and Power Centralization

From ancient monarchies to modern governments, power in Iran—and many similar societies—has historically been concentrated in the hands of a small elite.

🔹 In such systems, obedience is valued over participation. These systems are typically hierarchical, where individuals at lower levels are expected to follow the orders and decisions of higher authorities without question. Obedience is considered a virtue, and those who disobey may face serious consequences. This type of organizational culture often stifles creativity and innovation, as individuals are conditioned to follow existing instructions rather than share their ideas and perspectives. As a result, the work environment can become stagnant and unmotivated, where no one is willing to take risks or voice their opinions.

By contrast, in systems that emphasize participation, individuals are encouraged to express their thoughts and contribute to decision-making. These environments tend to be open and creative, fostering a sense of value and belonging among individuals. Participation is regarded as a core principle, and people are praised for introducing new ideas. Thus, there is a fundamental difference between systems that prioritize obedience and those that value collaboration. These differences not only impact organizational culture but also affect overall performance and job satisfaction. Ultimately, choosing between obedience and participation can have profound and lasting effects on the success of an organization.

🔹 People become accustomed to following commands rather than engaging in dialogue or participatory decision-making. This shift in social and political interaction is the result of several cultural, historical, and societal factors. In many traditional or authoritarian societies, the culture of obedience gradually shapes the collective mindset. In such environments, individuals are more used to accepting orders and decisions from authorities rather than sharing their ideas and taking part in the decision-making process.

This leads to a decline in both personal and social responsibility. When people are conditioned to obey, they feel less agency in shaping their own future and the future of their society. This often breeds distrust in social and political systems, thereby reducing social engagement. Furthermore, the absence of dialogue and mutual understanding can deepen societal divisions, as people are more likely to separate into opposing groups rather than empathize with one another.

In contrast, dialogue and participatory decision-making can strengthen communication and social cohesion. Societies that encourage people to share their thoughts and engage in decision-making processes foster a stronger sense of belonging and responsibility. These types of interactions can improve the quality of life and increase social satisfaction, as individuals see themselves as contributors to shaping policies and collective goals. Promoting a culture of dialogue and shared decision-making, therefore, becomes a key strategy for improving the social and political fabric of society.

As a result, the collective mindset of such societies is not well-prepared for participatory and democratic teamwork. This clearly shows that in many societies, the cultural and educational frameworks necessary for encouraging cooperation and democratic participation are either insufficient or absent. This lack may stem from a long history of non-democratic systems, individualistic cultural norms, or the absence of strong civil institutions that could motivate people toward collective engagement.

In other words, a society that is not adequately prepared for collaborative and participatory work will likely face various challenges. These include distrust among individuals, reluctance to share resources and information, and difficulty in fostering constructive and effective dialogue. Moreover, in such societies, individuals may be more inclined toward competition and conflict rather than cooperation. This can lead to the weakening of social institutions and a decline in overall quality of life.

Therefore, to improve this situation, it is essential to implement educational and cultural programs that emphasize the importance of teamwork, social solidarity, and democratic principles. Ultimately, transforming this collective mindset requires time, effort, and commitment from all members of society. By creating an environment where people feel free to express their opinions and engage in collaborative activities, it is possible to gradually move toward a more participatory and democratic society.

2. An Oral, Poetic, and Individual-Centered Culture

Persian literature is rich, emotional, and deeply individualistic. However, this cultural grandeur has, at the same time, hindered the development of structured, process-oriented, and rules-based thinking.

🔹 Person-Centered and Relationship-Oriented Culture Instead of Structure and Regulations

In today’s world, many organizations and institutions have shifted from rigid, traditional structures toward more person-centered and relationship-oriented approaches. This shift—especially within workplaces and social environments—has significantly influenced interpersonal interactions and the quality of relationships.

A person-centered approach focuses on the individual needs, desires, and emotions within an organization or group. It allows people to feel more personally involved in their environment and to actively participate in decision-making processes. Rather than strictly adhering to fixed rules and procedures, such organizations emphasize personal talents and capabilities, fostering spaces where individuals can thrive.

On the other hand, a relationship-oriented approach emphasizes building and maintaining positive, effective interpersonal connections. This can enhance team spirit, group cohesion, and cooperation—ultimately helping achieve shared goals. In such environments, communication skills and the ability to build and sustain healthy relationships become especially important.

Together, these two approaches aim to create spaces where people are recognized not just as employees or organizational members, but as humans with unique emotions and needs. This shift in mindset can lead to greater job satisfaction, reduced stress, and improved organizational performance—benefiting all stakeholders in the long run.

🔹Weakness in Reporting, Documentation, Program-Oriented Thinking, and Systems Thinking

These deficiencies often stem from a lack of awareness about the principles and effective techniques in these areas. For example, in reporting, many individuals lack the necessary skills to present information clearly and in a structured way, which can lead to misunderstandings and misinterpretations.

In documentation, failure to attend to details or follow standards may result in incomplete and unreliable records. In organizations, this can have serious consequences, as documents serve as critical references for decision-making and planning.

Program-oriented thinking is another area of significant weakness. Many projects fail due to poor planning or vague objectives, highlighting the need for modern methods and management tools to improve project design and execution.

Systems thinking—a holistic approach to solving complex problems—is frequently neglected. This approach helps in better understanding the relationships between different components and offers deeper insights into various systems.

Strengthening these skills and mindsets within individuals and organizations can significantly enhance performance and efficiency. Therefore, providing proper training in these areas is essential for gradually overcoming existing weaknesses and building the competencies necessary for long-term success.

🔹 High Levels of Creativity in Art and Literature

Creativity is notably high in the realms of art and literature, as these fields naturally rely on imagination, innovation, and individual expression. Artists and writers often enjoy greater freedom to explore and communicate new, unique ideas, capturing human emotions and experiences in diverse ways—whether through painting, sculpture, poetry, storytelling, or other artistic forms.

However, this creative strength does not easily transfer to the design of precise group processes, which require accuracy, structure, and close collaboration. Such processes depend on clearly defined standards and protocols, which can constrain individual creativity and shift the focus toward group efficiency and effectiveness.

Thus, while art and literature serve as powerful platforms for creativity and innovation, the design of structured group processes leans more toward organization and regulation than toward fostering individual or collective creativity.

3. Institutionalized Social Distrust

Political instability, administrative corruption, hypocrisy, painful historical experiences, and unhealthy competition have all contributed to a decline in public trust.

🔹 Fear of Exploitation and Lack of Trust in Teamwork Hinder Genuine Cooperation

This fear often stems from past negative experiences in which individuals felt betrayed or exploited by colleagues for personal gain. For instance, in a workplace setting, someone may trust others in a project and share their ideas, only to later realize that these ideas were used for someone else’s benefit, leaving them with little recognition or reward. Over time, such experiences can deeply erode trust and discourage active participation in team efforts.

Additionally, the fear that others may exploit their hard work may lead individuals to withhold their ideas and opinions, which in turn stifles creativity and innovation within teams. The lack of trust can also foster a toxic work environment where individuals prefer to compete rather than collaborate, ultimately harming team morale, productivity, and the quality of work.

To overcome these barriers, organizations and teams must cultivate a culture of trust and mutual respect. Creating safe spaces where individuals can share ideas without fear of judgment or exploitation is key to fostering innovation and effective collaboration.

🔹 Phrases Like "If I do my job properly, will the others do theirs?" Reflect This Distrust

Such thoughts often signal doubt in the abilities and reliability of others. When individuals entertain such concerns, they are subconsciously worried that their own efforts may not be matched by others. These worries are frequently rooted in past experiences with ineffective teamwork or lack of support from peers.

This mindset can negatively impact both social and professional relationships. For example, if someone constantly doubts whether others will fulfill their responsibilities, they may be less willing to collaborate or build meaningful connections. This sense of distrust can also lead to feelings of isolation, as the person may prefer working alone rather than relying on others. In the long run, such an outlook can hinder both individual and collective growth.

To address these feelings, it is crucial for individuals to develop self-awareness and explore the underlying causes of their distrust. Strengthening communication and collaboration skills can also help reduce these anxieties and empower individuals to engage with greater confidence in group settings.

🔹This Environment Discourages Shared Responsibility and Constructive Participation

When individuals or groups avoid taking on shared responsibilities, they not only harm themselves but also the broader society. This lack of accountability creates an atmosphere where people prioritize personal interests over collective goals.

Constructive participation—an essential pillar of social and economic progress—suffers greatly in such environments. For example, in a workplace team, if members do not feel responsible for their roles, overall efficiency drops, projects may be delayed, and desired outcomes may not be achieved.

Moreover, this dynamic can lead to tension and conflict, as individuals may begin blaming each other for failures. The avoidance of meaningful participation also deepens mistrust among team members, further exacerbating cooperation issues.

To prevent this, it is essential to promote a culture of accountability and teamwork. This can be achieved through training, encouragement of active involvement, and creating open spaces for the expression of ideas and feedback.

4. Excessive Hero-Centrism and Leadership Worship

In Persian-speaking cultures, people often look up to a strong and charismatic leader rather than valuing collective mechanisms.

🔹 The Focus on a "Heroic Individual" Instead of a "Capable Team"

This is a widespread issue observed across many professional and social domains. In this approach, instead of emphasizing group collaboration and interaction, all attention and credit are given to one particular individual. This “hero” figure is often portrayed as a savior who single-handedly carries the burden of responsibilities, with all successes and achievements attributed solely to them.

This focus can have many negative consequences, including reduced motivation among other team members, feelings of worthlessness, and the neglect of their talents and capabilities.

In contrast, capable teams operate based on cooperation, shared thinking, and division of tasks. In such teams, every individual is seen as an important and valuable part of the whole, and collective efforts lead to greater successes. This approach boosts team morale and enhances productivity, as members feel supported and encouraged.

Moreover, overemphasizing a heroic individual can foster an unhealthy culture of competition, where members seek to prove their superiority rather than collaborate. Such rivalry undermines interpersonal relationships and reduces the quality of teamwork.

Ultimately, for sustainable and lasting success, organizations and groups must focus on building and strengthening capable teams—where each person is seen as a hero standing alongside others in pursuit of shared achievements.

🔹 Collaborations Often Collapse Without That One Person

This clearly indicates that each member of a team plays a unique and vital role, and their absence or lack of participation can seriously affect the work process and final outcomes.

Each person in a collaborative setting is not only responsible for specific tasks but also acts as a source of ideas, motivation, and positive energy. For instance, if a key team member becomes unavailable due to illness, job change, or loss of interest, the remaining members may feel a void, resulting in decreased efficiency and productivity.

Furthermore, the absence of one individual can disrupt internal communication and team harmony, as every person contributes their unique style to interactions. This imbalance may create tension and confusion among the remaining members, leading to delays or even failure in completing projects.

In some cases, others may feel overburdened by the extra workload, which can reduce their morale and motivation.

Therefore, maintaining and supporting each team member—especially during challenging times—is crucial. Creating a positive and supportive work environment where everyone feels valued and included can strengthen collaborations and prevent them from falling apart.

Ultimately, successful collaboration depends on effective interaction and active participation by all members, and any deficiencies in this regard can have serious consequences.

🔹As a Result, a Culture of Horizontal Participation, Democratic Dynamics, and Constructive Criticism Fails to Develop

This means that when team members cannot participate equally and without discrimination in decision-making processes, democratic practices are not properly implemented.

In a work environment where individuals feel unheard or their opinions are dismissed, motivation and enthusiasm for participation diminish.

Moreover, the lack of receptiveness to criticism can create a negative and tense atmosphere. Team members may hesitate to voice their thoughts or critiques out of fear of consequences or unfair judgment.

In such conditions, innovation and creativity also suffer greatly, as individuals become afraid to take risks or share new ideas.

To cultivate a culture of equal participation, it is essential to establish an environment where people can freely express their opinions and play an active role in decision-making.

This not only strengthens interpersonal relationships within the team but also improves the team’s overall performance.

In the end, fostering a democratic and feedback-friendly environment can enhance work quality and increase job satisfaction among team members—ultimately leading to greater success in projects and organizational goals.

5. Competitive, Rote-Based, and Skill-Averse Education

The educational systems of many Persian-speaking countries—especially Iran—emphasize memorization, grades, and individual competition.

🔹 Soft skills such as dialogue, active listening, conflict resolution, and team accountability are often neglected.

These skills are key tools for personal and collective success in professional and social settings. Dialogue enables individuals to share their opinions and ideas while benefiting from others' experiences. At the same time, active listening—meaning full attention to others’ words and a deeper understanding of their perspectives—helps strengthen interpersonal relationships and create a positive, constructive environment.

Moreover, conflict resolution is especially important, as disagreements inevitably arise within any team. The ability to manage these conflicts constructively and effectively helps preserve team spirit and boost productivity. Team accountability means that each member feels responsible for the group’s success or failure. This sense of responsibility increases motivation and commitment among team members.

Unfortunately, in many educational and personal development programs, these skills do not receive adequate attention. As a result, individuals often face serious challenges in communication and collaboration. To overcome these issues, organizations and educational institutions must place greater emphasis on teaching soft skills and develop more comprehensive training programs in this area. Such programs could include hands-on workshops, group exercises, and individual coaching—all designed to help develop these essential skills and ultimately enhance overall team and organizational performance.

🔹 As a result, generations are raised who may be creative as individuals but ineffective in group work.

This phenomenon can be attributed to several factors. One of the key reasons is the excessive focus on developing individual talents and creativity—something observed in many modern education systems. These systems encourage students to express their ideas independently and solve problems on their own. While this approach fosters creative thinking, it often neglects the interpersonal skills needed for effective teamwork.

Social and cultural norms also play a significant role. In societies where individualism is regarded as a core value, people tend to prioritize personal success, which can lead to a decline in their ability to cooperate and collaborate with others. This results in generations that excel in innovation and creative endeavors but face serious difficulties in team-based tasks and social interactions.

Furthermore, in today’s rapidly advancing world of technology and communication, individuals are becoming increasingly reliant on virtual and online interactions, often at the expense of face-to-face engagement. This dependency can reduce social skills and interpersonal competence—ultimately harming group effectiveness.

Therefore, it is essential to pay more attention to nurturing social and teamwork skills alongside creativity, so that future generations can thrive in both domains and achieve meaningful success.

6. Fatalistic Mindset and Hidden Avoidance of Responsibility

A “destiny-driven” perspective—where “everything is predetermined”—has unconsciously permeated many layers of our culture.

🔹 Phrases like“It’s useless,” “That’s just how it is,” and “I can’t do it alone” are commonly heard.

These expressions are frequently used in various social and personal situations and reflect a sense of hopelessness or resignation toward existing conditions. For example, the phrase “It’s useless” clearly shows that the person feels their efforts are futile and no positive change can be achieved. This mindset may stem from past negative experiences or a lack of self-confidence, eventually leading to a destructive cycle.

Similarly, “That’s just how it is” reflects acceptance of the status quo without any hope for improvement. It implies a kind of passivity and reluctance to change, especially when someone feels they have no control over the situation. This way of thinking may be shaped by social or cultural pressures that push individuals to accept their reality—even if it's unsatisfactory.

Lastly, “I can’t do it alone” signals a dependency on others. It may indicate feelings of isolation or helplessness in the face of challenges. People who use this phrase may believe that achieving their goals is impossible without external support. This attitude can stem from insecurity or low self-esteem and may prevent individuals from taking initiative and moving forward independently. Overall, such expressions reveal how certain beliefs and attitudes can influence behavior and decision-making—ultimately lowering the quality of life.

🔹 This mentality weakens collective willpower for change and sustained effort.

In other words, when individuals in a society or group adopt a limited and negative way of thinking, this outlook can directly impact their collective motivation and energy. This negative mindset often leads to a sense of despair and hopelessness among group members, which in turn reduces their active participation and cooperation in pursuing shared goals.

For example, if an organization or team focuses more on problems and obstacles rather than solutions and opportunities, it can demoralize the team and stifle creativity. Team members may feel that their efforts are meaningless—leading them to disengage from the improvement process. In addition, such thinking can shape the organizational culture, creating an environment where people are reluctant to take risks or innovate. As a result, organizations or teams trapped in this mindset may fail to grow sustainably or achieve their long-term objectives.

That’s why it’s crucial to steer collective efforts toward cultivating a more positive and proactive mindset, enabling people to work together toward ongoing growth and meaningful change.

🔹 As a result, active participation, joint planning, and consistent follow-through decline.

These elements are vital—not only for better decision-making but also for increased synergy within teams. When individuals actively engage in decision-making processes, they feel a greater sense of ownership over the outcomes. Collaborative planning ensures that all team members have a shared understanding of the goals and their roles, which leads to better coordination and cooperation.

Moreover, consistent follow-up on progress and outcomes helps identify strengths and weaknesses in the process. This allows teams to refine strategies and improve operational methods, ultimately boosting overall efficiency. In this regard, the use of management tools and collaborative software can simplify processes and strengthen communication among team members.

In summary, by fostering an environment of collaboration and participation, not only can problems and challenges be minimized, but teams can also achieve shared goals more effectively—benefiting from each other’s experiences. This approach becomes especially critical in large and complex projects that require coordination and cooperation across multiple departments.

7. Lack of Intermediate Civil Institutions and Social Practice

In many Persian-speaking societies, especially Iran, intermediate structures such as NGOs, councils, cooperatives, and local associations have not developed sufficiently.

🔹 Social interactions are mostly based on personal and emotional relationships rather than clear and stable rules. This means that our behaviors and actions in society are strongly influenced by emotions, past experiences, and close connections with others. For example, in many cultures, friendships and family ties are considered the main foundations of social interactions, and these relationships can heavily impact individual decisions and behaviors. Often, people act based on their feelings and emotions rather than following specific social rules and guidelines. This phenomenon can be observed in various contexts such as workplaces, romantic relationships, and even daily interactions with friends and neighbors. For instance, in a work environment, a person might make decisions benefiting the group due to friendship and emotional closeness with colleagues, even if these decisions do not fully comply with official organizational rules. Moreover, emotional relationships play a significant role in shaping individual and social identity. A sense of belonging to a particular group or community can motivate behaviors that might conflict with the general principles and laws of society. Therefore, a deeper understanding of human relationships and their emotional impacts on social interactions can help us better face social and cultural challenges and build stronger connections.

🔹 Formal and systematic participation experiences during childhood, school, university, or workplace are limited.

This issue is particularly noticeable in various societies where opportunities for participation may be constrained by social, cultural, or economic structures. During childhood, many children lack access to opportunities to learn collaboration and teamwork skills. This lack of access may result from insufficient educational programs or inadequate attention to the importance of participation in the learning process. Although some group activities exist in schools—such as group projects—these are often informal and lack precise planning. Similarly, in universities, despite the presence of associations and student groups, many students may not take advantage of these opportunities due to academic pressure or unwillingness to engage in extracurricular activities. In workplaces, formal and systematic participation may be minimal due to organizational culture or lack of encouragement from management. Many employees may feel their voices are unheard or their ideas undervalued, which can reduce motivation and productivity. Therefore, creating spaces for active and structured participation at all life stages can help strengthen social skills, promote personal development, and lay the groundwork for more effective cooperation in the future.

🔹 Many individuals in various societies and workplaces recognize teamwork as a key factor for success and progress.

However, a large number of them might lack awareness of the methods and techniques needed for effective teamwork. Teamwork means collaboration and interaction among members of a group working toward a common goal. This process requires strong communication skills, problem-solving ability, and a deep understanding of each team member’s strengths and weaknesses. For a group to function properly and effectively, members must communicate well and understand each other’s expectations and needs.

Moreover, strong and inspiring leadership plays a crucial role in the success of teamwork. A leader who can guide the team toward shared objectives while providing space for expressing new ideas and opinions can enhance team morale and motivation. Additionally, recognizing and accepting diversity within the team is of special importance. Each individual brings unique experiences and perspectives that enrich collective thinking and creativity in problem-solving.

Therefore, training team members in various areas such as time management, conflict resolution, and effective communication techniques can greatly improve overall group performance. Ultimately, cultivating an organizational culture that promotes the values of teamwork can facilitate this process and help all members feel part of a larger whole.

Which DISC personality types does the current structure of Iranian society mostly nurture? And why?

The DISC model introduces four main behavioral patterns:

* D (Dominance): Dominant, result-oriented, bold

* I (Influence): Influential, extroverted, social

* S (Steadiness): Supportive, calm, committed

* C (Compliance): Precise, rule-oriented, analytical

Considering the cultural and structural characteristics of Iranian society, two patterns tend to grow more prominently:

1. Type I (Influence)

Because the society:

* Encourages emotional dialogue, sociability, and "expressing feelings"

* Emphasizes "personal charm," "humor," and "informal relationships"

* Has fewer formal, strict, and restrictive structures

A society with a significant number of people exhibiting the Type I (Influence) behavioral pattern in the DISC model may appear energetic, creative, talkative, and sociable on the surface, but inwardly may face the following challenges and negative traits:

Negative traits and vulnerabilities of a society dominated by Type I:

High enthusiasm, low depth:

Type I individuals love starting projects but often find it difficult to follow through and finish them.

Result: many unfinished projects, half-done plans, and fleeting trends.

Excitability and emotional decision-making:

These individuals tend to decide based on feelings rather than analysis.

Result: hasty, unstable, and unrealistic decisions in personal and collective matters.

Neglect of order, time, and structure:

Type I people generally dislike details, structure, and restrictions.

Result: lateness, lack of planning, weak commitment adherence, and disregard for rules and processes.

Superficiality in relationships and tasks:

Because social interactions appeal to them more than precise technical work,

Result: they may cling to surface-level relationships or tasks instead of solving root problems.

Excessive need for approval and attention:

A society with many Type I individuals may develop dependency on being seen and performance/display.

Result: unhealthy competition for attention, rise of social narcissism, and decline in real responsibility.

Instability in plans and directions:

Type I likes variety and avoids monotony.

Result: frequent fluctuations in work, social, or cultural paths; today one direction, tomorrow another.

Dominance of verbal culture, weakness in action culture:

In societies dominated by Type I, talking and creating excitement outweigh practical action.

Result: big promises without fulfillment, rhetoric without accountability, and lack of execution stability.

Tendency toward relationship-orientation over meritocracy:

These individuals easily build relationships and often prioritize them.

Result: growth of nepotism, emotionalism, and favoring popularity over competence.

Overall:

A society dominated by the "I" pattern has a lively, dynamic, and social atmosphere; however, if this behavioral type is not balanced with C (Compliance/Analytical), S (Steadiness/Stable), and even D (Dominant/Directive) types, it faces deep structural weaknesses such as:

* Low commitment

* Lack of planning

* Superficiality

* Failure in following through on collective projects

2. The D Type (Dominant)

This personality type tends to grow more in the current structure of Iranian society because:

* The society is personality-centered and often equates "power-seeking" with success.

* There is a strong cultural and historical tendency toward "hero-making".

* Individualism, especially in decision-making and leadership, is encouraged.

Negative Traits and Vulnerabilities of a Society Dominated by Type D:

The D behavior style represents power, control, competition, and results orientation. If a society consists disproportionately of D-type individuals, these traits—while beneficial in moderation—can become threats in the absence of balance with other styles.

Excessive Competitiveness; Minimal Cooperation

D-types are highly competitive and constantly strive to be ahead of others.

This leads to poor teamwork, a hostile environment, and a "win–lose" culture instead of a "win–win" mindset.

Overt or Hidden Aggression in Social Interactions

Type D individuals are often impatient, direct, and sometimes aggressive.

This results in widespread authoritarian communication, disrespect for differences, impatience in discussions, and chronic social tensions.

Speed Over Accuracy; Haste Instead of Analysis

They crave fast results and often overlook precision and detail.

The result is high-risk decisions, structural mistakes, rushed projects, and resource exhaustion.

Systemic Self-Centeredness

D-types seek control and often lack receptiveness to criticism.

This fosters authoritarian systems, soft dictatorship in families and organizations, and resistance to feedback.

Neglect of Emotions and Human Needs

They focus on goals more than people.

This weakens empathy, dismisses emotional needs, and diminishes emotional intelligence in relationships.

High Risk-Taking Without Logical Backup

Type D individuals love risks and are resilient to fear.

This may lead to poorly planned, costly projects, major failures, and instability in economics or politics.

Intense Pressure on Lower Systems

D-types often occupy leadership positions and demand immediate results. This causes burnout, psychological fatigue among workers, and increased avoidance of responsibility in subordinate layers.

Intolerance Toward Weakness, Slowness, and Caution

A D-driven society sees hesitation and carefulness as weakness.

This results in the suppression of cautious, analytical voices (like Type C), dismissal of loyalty and patience (like Type S), and a lack of diversity in thought.

In summary:

A society dominated by Type D may appear progressive, fast-paced, and goal-driven, but without emotional balance (S), analytical precision (C), and interpersonal enthusiasm (I), it will eventually suffer from:

* Structural authoritarianism

* Human resource burnout

* Low adaptability

* Rejection of cautious and thoughtful individuals

* Long-term psychological or social breakdowns

Two DISC Types That Struggle to Grow:

1. Type C (Conscientious – Analytical and Rule-Oriented)

Why they struggle:

* Instability of laws and weak formal structures

* A culture that undervalues precision, order, documentation, and logical analysis

* Personal connections override objective regulations

In a society where I (Influential) and D (Dominant) types are prevalent, individuals with a C personality (analytical, precise, cautious) generally find fewer opportunities to thrive. Here are the main reasons:

1. A Culture of Speed, Excitement, and Result-Orientation

D types are impatient, and I types are excitement-driven.

But C types need time, stability, and a calm environment for analysis and precision. In such fast-paced settings, C types are rarely given the opportunity for deep evaluation and logical decision-making.

2. Disregard for Order and Structure

C types rely heavily on rules, standards, and systematic thinking.

But I types often dislike structure, preferring spontaneity, and D types may bypass systems to reach goals faster.

As a result, the values of C types are ignored or dismissed.

3. A Culture of Loud Voices or Dominance

D-oriented societies value assertiveness. I-oriented cultures prioritize charisma and communication.

But C types are often quiet, logical, reserved, and analysis-driven.

In such environments, they are overlooked and underappreciated.

4. Suppression in Decision-Making

D types make quick, independent decisions. I types express opinions impulsively.

This leaves little room for the caution, accuracy, or realistic warnings that C types offer—often resulting in their insights being excluded or even mocked.

Consequences in a D/I-Dominated Society:

C-type individuals often:

* Become isolated

* Are considered unimportant

* And if they don’t adapt, they’re pushed aside

🧠 Meanwhile, society desperately needs Type C’s accuracy, logic, and deep thinking for sustainable progress.

2. Type S (Steady – Supportive and Stability-Seeking)

Why they struggle:

* An overall environment that is tense, unstable, and high-risk

* Widespread mistrust that prevents the development of calm, reliable relationships

* Social pressure to “stand out” and “get ahead” instead of quietly supporting others

Why S Types Don’t Thrive in D/I-Dominated Societies:

S represents calmness, stability, cooperation, and loyalty. But when societies are led by D and I types, the natural qualities of S are often overlooked or suppressed.

1. Extreme Value on Speed and Change

D-driven societies love fast decisions. I-driven cultures crave excitement and variety.

But S types prefer stability, repetition, and predictability.

In this atmosphere, they’re labeled as “slow” or “inactive.”

2. Competition and Visibility Replace Quiet Support

D types thrive on competition, I types seek attention.

S types, however, prefer to work in the background, to listen, and to serve quietly.

In such cultures, no one asks for the opinion of an S—because they don’t speak loudly.

3. Constant Pressure to Adapt Quickly

I types frequently change direction, and D types charge ahead without consulting others.

S types, however, need time to adjust to change.

This leads to chronic stress, a sense of inadequacy, and feelings of falling behind.

4. Neglect of Human Values and Empathy

D types focus on results; I types on charm and appeal.

S types value feelings, loyalty, and genuine relationships.

When society doesn’t value empathy, the voice of the S type goes unheard.

5. A Culture of Non-Consensus Decision-Making

S types believe in collaboration, consultation, and group harmony.

But D types are independent decision-makers, and I types make passionate, impulsive choices.

The patience and interaction of S types often go unnoticed.

Consequences in a D/I-Dominated Society:

S-type individuals:

* Appear unable to compete openly

* Feel anxious and overwhelmed by rapid change

* Suffer from a chronic sense of rejection and insignificance

* Often remain in the background, unseen and unheard

🧠 Yet society urgently needs S types for balance, support, cohesion, loyalty, and ethical relationships.

Summary: Opportunities and Threats

Opportunity:

The prevalence of I and D personality types in Iranian society has led to a high capacity for personal influence, motivation, creativity, high energy, and passionate leadership.

Threat:

The lack of C and S personality types has deprived the society of structure, stability, organized collaboration, adherence to rules, and attention to detail.

Suggested Solutions for Balancing DISC Personality Types and Enhancing Teamwork

* Teaching C and S-type skills from early ages

* Modeling precise, loyal, and cooperative behaviors

* Shifting attitudes from blind obedience to participatory engagement

* Creating practical opportunities for all DISC types in schools, mosques, workplaces, and families

The Broader Picture

The Persian-speaking community—especially in Iran—has a high level of individual potential, clearly observable in scientific, cultural, artistic, and economic fields. Thanks to its rich history, diverse culture, and talented human capital, this society can act as a driving force on international platforms. However, it faces serious challenges in the areas of social participation, organized teamwork, and the balanced development of personality types. These challenges may stem from factors such as lack of collective self-confidence, limited experience in teamwork, and the absence of successful role models in this area.

To better address these issues, it's necessary to identify and analyze their root causes. For example, many individuals tend to act independently, which can lead to weak cooperation and ineffective group participation. The lack of suitable educational systems that cultivate teamwork and leadership skills only exacerbates the problem. Consequently, with a clear understanding of these roots and the implementation of structured, goal-oriented programs, reform becomes possible. These reforms should preserve individual creativity and strength while laying the foundation for sustainable, structured, and successful collective cooperation.

For instance, holding workshops and specialized seminars on teamwork can help teach essential skills. Additionally, creating appropriate spaces for dialogue and collaboration can strengthen social bonds and build trust among individuals. Ultimately, by fostering an organizational culture that promotes the values of cooperation and partnership, we can gradually move toward a balanced and collaborative society—one in which individuals seek not only personal success but also the success of the collective.