Humanitarian Socionics

Social Benefit Relations - Intertype relations in Humanitarian Socionics

The first partner, who is called the transmitter of the social benefit, or simply the customer, looks down on the second, called the receiver, as a lower-level, underestimating him. The second (receiver) looks at the first (customer), on the contrary, as an interesting, significant person, overestimating them at first.

The receiver can admire the customer, firstly due to their behavior, demeanor, and ability to easily do what the receiver wants, and secondly due to the style of presentation of thoughts. The receiver, in the presence of the customer, unwittingly begins to ingratiate himself with them, to please them for some unknown reasons. It starts with little things, and then it gets bigger and bigger, until the receiver starts to restrain itself. And from the outside, it is perceived as if the receiver for some reason justifies itself to the customer.

At the same time, for the receiver, there are unpleasant, annoying moments in the behavior of the customer. Those traits that the customer emphasizes in order, from their point of view, to look good in society, to attract attention, penetrate into the subconscious of the receiver and awaken in them a vague craving for activity to eliminate those conditions that make the customer suffer or behave so unnaturally. However, the receiver is always unclear what exactly to do. The issued benefit turns out to be not individual, but social, i.e. behind it are the problems of the group of people in which this pair is included.

From the outside, the relations of the social order are perceived as smooth, conflict-free. Their initiator is almost always the customer. The receiver feels some kind of emotional disposition on the part of the customer. The customer in the relationship tries in every possible way to encourage the receiver, take care of them, support as much as possible. The response of the reverse benefit usually happens only at first. In the relations of social benefit, attempts to negotiate with the customer on an equal footing are not successful because feedback is not established in any way. The customer, alas, does not hear the receiver. As a result, the receiver moves away and tries to keep at a distance, or even offend it in some way using its strong function, which to the customer is only the subject of periodic care.

Thus, a social benefit relationship can be called a patronage relationship in the absence of feedback. Over time, they can develop into almost complete disregard of the customer by the receiver. Coming to this position suggests that the benefit is fully realized as a social one.