Fallacy (2004) | Team Personality Map

Fallacy (2004) - Movie

Fallacy (2004) | Team Personality Map

10/03/2004

Overview

Comedy drama about an overseas trade fair for a building components company (doors and louvres to be precise), company boss John Garrard is too caught up in trying to make a success of his business to realise that his long time secretary Mrs Rogers is carrying a major torch for him, once it is pointed out to him by a colleague he sets out to seduce her but a series suspected heart attack) conspires against it.

INTROVERTSENSINGTHINKINGPerceiving
Cary-Hiroyuki Tagawa
What they bring to the party
Practical problem solver, spontaneous, action oriented, no need to plan, loves a crisis and challenge, unfazed by pressure, great store of facts and knowledge, robust, immerse themselves, cool head.
Not their forte
Planning, steady state, chitchat, terse, economic communication when they’re in the zone, often don’t understand their impact big-picture thinking, anything woolly or emotional, difficult to read, blunt.
ExtravertSENSINGTHINKINGPerceiving
Gary Busey
What they bring to the party
Sociable, love the craic, practical, happy to jump in and do without thought or planning, adventurous, loves a challenge and a crisis, problem-solver, enthusiastic and energising, driven by interest, sociable.
Not their forte
Steady state and stasis, planning, anything laborious, working alone, anything conceptual or creative, needs interest and stimulation, wants new experiences constantly, struggles to reflect or sit still.
ExtravertSENSINGTHINKINGJUDGING
Stephen Baldwin
What they bring to the party
Built to manage, create a plan, marshal the troops and drive for closure, brings clarity and order, strong work ethic, determined, detailed, factual, process-driven, traditional, brings discipline.
Not their forte
New initiatives, they prefer the ‘tried and tested,’ ‘let’s just see’ would irritate them, they need a plan, clear communicator but can be very blunt, competitive, need to control, not creative or ideas driven.
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