Usually, a person, experiencing some emotion, such as joy, can not quickly "change" it. He is still experiencing it for some time, even if the circumstances have changed. This shows the usual inertness of emotional experiences. Not so with an emotional-labile character: the mood changes quickly and easily after the circumstances. Moreover, a minor event can completely change the emotional state.
Rapid and strong change of mood in such persons does not allow people of average type (more inert) to "trace" their internal condition, to empathize with them quite well. We often assess people on our own, and this often leads to the fact that the feelings of the person of emotional-labile character are perceived as easy, improbable - rapidly changing and therefore as if fake, such as should not be attached importance. And this is wrong. Of course, the feelings of this type of person are real, as you can see in critical situations, as well as the stable affection that this person follows, the sincerity of his behavior, the ability to empathize.
A mistake in relation to a person with a cabalistic character can be, for example, such a situation. A supervisor who is not sufficiently acquainted with his subordinates may cause them to criticize, "take it", orienting (unconsciously) to their own emotional inertia. As a result, the reaction to criticism may be unexpected: a woman will cry, a man may quit his job... Normal "sanding" can turn into a lifelong trauma. The person possessing labile character should learn to live in "severe" and "rough" for its constitution of the world, to learn to protect, in some sense weak, nervous system from negative influences. Of great importance are the living conditions and good psychological health, as the same traits of emotional lability can be manifested not positive, but negative sides: irritability, instability of mood, crying, etc. For those with this character, a good psychological climate in the working group is very important. If others are friendly, the person can quickly forget the bad, it is as if it is displaced. A favorable impact on persons of an emotional-labile character is the communication with hypertime. The atmosphere of goodwill and warmth not only affects these people but also determines the productivity of their activities (psychological and even physical well-being).
Psychasthenic character
An employee with a psychasthenic character, as a rule, is rational, inclined to analytical, "step-by-step" processing of information, comprehension of the facts by means of splitting up, allocation of separate signs. At the same time, switching to other ways of reflecting the world around - to the level of images, to the intuitive capture of the situation as a whole - does not occur.
Constant rationalism impoverishes and weakens emotionality. Emotional experiences become faded, monotonous and subordinate to the course of intellectual constructions. This leads to the fact that, in contrast to the previous type, there is a weakness in the process of displacement. For example, a person has comprehended the situation, weighed all the pros and cons, came to the conclusion that it is necessary to act in such a way, but the emotional movement so weakly organizes his inner world that doubts are not discarded and the person as if refrains from acting just in case.
The same desires can arise from time to time, not finding expression in behavior, becoming familiar and eventually even annoying. Exciting topics become the subject of repeated reflection, but it does not lead to anything. Doubts can also be familiar, and hesitation between the pros and cons of a matter can become permanent. As a result, this type of person is characterized by the absence of a firm position. It is replaced by the desire to explore everything, delaying the conclusions and decisions. If you need to rationalize your understanding of the situation, talk to such a person, he or she will deeply analyze at least some of its sides, although other aspects may be left unattended by him or her.
But a person with such a character should not be overwhelmed by decision-making, especially those responsible. If they have to make such decisions, they should be helped to do so by providing advice, identifying experts on the issue and suggesting solutions, helping to overcome the psychological (rather than objective) barrier in the transition from decision to action