He should be able to motivate colleagues, and should increase productivity in office. The valid weaknesses for this role are that he may not be very intelligent, and does not need to be a highly creative personality. The Navigator/Shaper should be a very strong personality. He should be outgoing, dynamic and should be able to operate in a high voltage to overcome obstacles to achieve the goal. The valid weaknesses are that it is easy for the navigator to succumb to provocations. The Thinker is clever and should have a good imagination. He should be unorthodox and be able to offer original ideas. He should be able to solve complex problems. His weaknesses are that he is poorly managed and poorly contacted by ordinary members of the team (Mount, 1991). The observer/evaluator should realistically assess the situation and should be intelligent. He should have a scoop on emotions and needs to be objective. He should be able to consider and analyze all the options. He tries to foresee the result. The valid weakness can be that he might lack the ability to inspire the rest of the team. The Employee/Contractor is conservative, disciplined and reliable. He organizes and implements the ideas and plans and is inflexible. He is slow to respond to new opportunities. The Caterer/Scout should be an extrovert, an enthusiast. He should be inquisitive, sociable and open to exploring new opportunities. He should be able to develop contacts. He needs to be a Negotiator. The valid weakness is that he might be losing interest in the fading of the initial enthusiasm. The collectivist/peacemaker should focus on the community. He needs to be soft and susceptible and should listen. He should be able to build relationships and settle the disputes. He will need to work with difficult people. The valid weakness is that he might be lost in acute situations. Lastly, the Man who puts dots over “i” should be conscious and restless. He should be looking for errors, flaws and concentrate and focus on other deadlines. He might have a tendency to worry needlessly. He does not like to delegate authority (Randall, 1996).