Add archetype deep profiles to culture-index skill (#126)

* Add 17 archetype deep profile references to culture-index skill

Convert Culture Index archetype PDFs into structured markdown reference
files with consistent format: core traits, strengths, challenges,
management approach, risk profile, FlashPoints, variations, and summary.

Add Influencer to the archetype summary table in patterns-archetypes.md
and register all archetype files in the SKILL.md reference index.

Co-Authored-By: Claude Opus 4.6 (1M context) <noreply@anthropic.com>

* Fix review issues in archetype profiles

- Align patterns-archetypes.md table with authoritative archetype files
  for Technical Expert, Socializer, Philosopher, Debater, Administrator
- Standardize "Moderate" to "Mid" in Trailblazer H1
- Split merged Organization/Environment FlashPoints rows into separate
  rows in Facilitator, Socializer, Traditionalist
- Remove leaked PDF source references from Debater, Technical Expert,
  Traditionalist variations sections

Co-Authored-By: Claude Opus 4.6 (1M context) <noreply@anthropic.com>

---------

Co-authored-by: Claude Opus 4.6 (1M context) <noreply@anthropic.com>

Author: dguido

plugins/culture-index/skills/interpreting-culture-index/SKILL.md

@@ -235,6 +235,25 @@ Report to user:
 **Patterns:**
 - `patterns-archetypes.md` - Behavioral patterns, trait combinations, archetypes
 
+**Archetype Deep Profiles** (`archetype-*.md`):
+- `archetype-administrator.md` - The Administrator (High A, High B, Low C, Mid D)
+- `archetype-coordinator.md` - The Coordinator (Low A, High B, Mid C, Low D)
+- `archetype-craftsman.md` - The Craftsman (Low A, Low B, High C, High D)
+- `archetype-daredevil.md` - The Daredevil (High A, Low B, Low C, Low D)
+- `archetype-debater.md` - The Debater (Mid A, Mid-High B, Low C, High D)
+- `archetype-facilitator.md` - The Facilitator (Low A, Mid B, Mid C, Low D)
+- `archetype-influencer.md` - The Influencer (Low A, High B, Low C, Low D)
+- `archetype-operator.md` - The Operator (Low A, Low B, High C, Mid-High D)
+- `archetype-persuader.md` - The Persuader (High A, High B, Low C, Low D)
+- `archetype-philosopher.md` - The Philosopher (Low A, Low B, High C, Low D)
+- `archetype-rainmaker.md` - The Rainmaker (High A, High B, Low C, Low D)
+- `archetype-scholar.md` - The Scholar (High A, Low B, Low C, High D)
+- `archetype-socializer.md` - The Socializer (Low A, High B, Low C, Low D)
+- `archetype-specialist.md` - The Specialist (Low A, Low B, High C, Mid D)
+- `archetype-technical-expert.md` - The Technical Expert (Low A, Low B, High C, Low D)
+- `archetype-traditionalist.md` - The Traditionalist (Low A, Low B, High C, High D)
+- `archetype-trailblazer.md` - The Trailblazer (High A, Mid B, Mid C, Low D)
+
 **Application:**
 - `motivators.md` - How to motivate each trait type
 - `team-composition.md` - Gas, brake, glue framework

plugins/culture-index/skills/interpreting-culture-index/references/archetype-administrator.md

@@ -0,0 +1,33 @@
+# The Administrator (High A, High B, Low C, Mid D)
+
+**Core:** Reasonably proactive, impatient, and amiable communicator. Not strong in the analytical sense, but has the ability to "read" people and situations effectively. Outgoing, empathetic, and intuitive. Useful in administrative types of management.
+
+**Strengths:** Valuable when supervising others due to the ability to influence people to accept change or new ideas. Can take difficult situations involving people and convert an unfriendly atmosphere to a more civil environment. Adept at getting others to cooperate. Very effective in the facilitation of information. Natural curiosity and social needs create a proactive networking arrangement useful for informing others. Self-sufficient when it comes to completing work at hand. Demonstrates loyalty that is hard to break once comfort is attained. Comfortable in team situations, leaning toward "team leader."
+
+**Challenges:** Impatient — tends to overwhelm people with speedy delivery. Not analytical and easily distracted by tedious technical items. Veers off course when given technical work to complete. Dislikes situations that do not involve others. Becomes dissatisfied with repetitive tasks. Finicky about completing work and will not delegate until trustworthy status is earned. If the resolution is incorrect, will rationalize ad nauseam why they arrived at that conclusion. Can make cruel-sounding comments on occasion despite being an upbeat person overall.
+
+**Management approach:** Recognize them in the presence of others — titles, bonuses, and public praise keep them motivated. Let them teach and mentor new employees; they prefer to take people under their wing. Do not assign tedious technical or repetitive tasks. Keep them in a social, group-oriented environment with consistent change. Provide medium to low risk projects that combine intuitive skill with natural follow-through.
+
+**Risk profile:** Most comfortable with medium to low risk projects and tasks. If they perceive risk, they will resource their direct report or outsource and exchange ideas with others until arriving at a conservative solution. Conservative and cautious rather than envelope-pushing.
+
+## FlashPoints
+
+| Area | Details |
+|------|---------|
+| Motivation | Social interaction, financial rewards, public recognition |
+| Communication | Quick, detailed. Phone call, email, text. Can overwhelm audience with speed and detail. Prefers voicemail over email. |
+| Management Style | Instructional, motivational. Hesitation to delegate. Good teachers who take new employees under their wing. |
+| Organization | Highly organized. Almost compulsively neat. |
+| Environment | Socially oriented, consistent change. Group environment with a social network. |
+
+## Variations
+
+Administrator patterns share High A + High B + Low C but vary in D position around the midline. All variations are proactive, socially adept, and organized. The higher the D, the more structured and conservative the behavior; the lower the D, the more the pattern shifts toward Rainmaker tendencies.
+
+## Summary
+
+- **Motivating Needs:** Specific reinforcements in the presence of others. Bonuses and titles help maintain their natural optimism. Being the center of attention and being acknowledged or praised publicly.
+- **Communication Style:** Fast and full of details. Can overwhelm their audience. Upbeat but can make cruel-sounding comments on occasion. Prefers voicemail over email.
+- **Management Style:** Good teachers with new employees. Prefer to take you under their wing. Instructional and motivational with hesitation to delegate.
+- **Organization Style:** Almost compulsively neat. Highly organized.
+- **Environmental Needs:** To work with others in a group environment that experiences change.

plugins/culture-index/skills/interpreting-culture-index/references/archetype-coordinator.md

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+# The Coordinator (Low A, High B, Mid C, Low D)
+
+**Core:** Optimistic, persuasive, socially oriented task facilitator. Sounds assertive and take-charge but is actually an amicable, friendly coordinator who prefers being the facilitator of information rather than the resident technical resource. Energetic and animated with a naturally demonstrative communication style.
+
+**Strengths:** Naturally persuasive communicator good at instructional, demonstrative delivery. Enjoys people and keeping harmony in the workplace. Skilled at chit-chatting and meeting others. Energetic multitasker who thrives on variety. Great at coordinating events and relaying information across departments. Obsessed with things being tidy, done correctly, and in their proper place. Possesses loads of historical and archived information. Enjoys being involved in the preparation of social occasions.
+
+**Challenges:** Can be puzzling over time — the "assertive" persona is actually defensiveness when others don't share their standards for correctness. Becomes argumentative when things don't go as planned. Thin-skinned when decisions turn out to be incorrect, and will point to the decision resource rather than own the mistake. Not comfortable with risk and prefers to conform to rules as the safest reaction. Requires close supervision and direction in the initial stage of new situations. Thinks in terms of today and yesterday, needing help with future-oriented goals. Somewhat guarded with new acquaintances despite being extroverted.
+
+**Management approach:** Provide direction, rules, and structure — especially their format. Give close supervision early in new processes; they will grow more comfortable and self-sufficient over time. Keep them on task-oriented projects rather than big strategic initiatives. Assign few direct reports. Be specific with praise, deliver it in the presence of others, and ensure the person giving praise is someone they respect. Use bonuses and titles to maintain their natural optimism.
+
+**Risk profile:** Not comfortable with risk. Prefers to conform to rules because it is the safest reaction. Makes decisions based on consensus and historical precedent — needs to feel they are correct before committing. Becomes defensive rather than assertive when challenged.
+
+## FlashPoints
+
+| Area | Details |
+|------|---------|
+| Motivation | Social interaction, position titles, public recognition |
+| Communication | Quick, detailed. Phone call and text. Loaded with details delivered in quick bursts. Prefers voicemail and email. |
+| Management Style | Instructional. Few direct reports. Task-oriented projects, not big strategic ones. Remembers to follow up on outstanding items. |
+| Organization | Somewhat chaotic, but there is order. Socially oriented. Obsessed with tidiness and correctness. |
+| Environment | Socially oriented, change required, orderly. Group environment that experiences change. |
+
+## Variations
+
+Coordinator patterns share High B with varying positions of A, C, and D. All variations are optimistic, persuasive, and socially energetic. The core trait is being a facilitator of information and coordinator of people rather than a take-charge autonomous leader. Variations differ in how guarded they are with new acquaintances and how strongly they insist on correctness and rule conformity.
+
+## Summary
+
+- **Motivating Needs:** Praise in the presence of others from someone they respect. Specific rewards, bonuses, and titles. Social interaction that maintains their natural optimism.
+- **Communication Style:** Fast and detailed. References today and yesterday activities but needs help with future-oriented goals. Prefers voicemail and email.
+- **Management Style:** Can manage a small group as long as they stick to tasks and not big strategic projects. Remembers to follow up on outstanding items.
+- **Organization Style:** Somewhat chaotic, but there is order.
+- **Environmental Needs:** To work with others in a group environment that experiences change.

plugins/culture-index/skills/interpreting-culture-index/references/archetype-craftsman.md

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+# The Craftsman (Low A, Low B, High C, High D)
+
+**Core:** Reactive, routine-oriented, and deeply focused on a single task or trade. Gravitates toward the familiar and avoids perceived risk. Predictable, consistent, and highly accountable — you can set your watch by their timeliness.
+
+**Strengths:** Exceptional single-task focus that is hard to duplicate. "In/out box" approach — take a task, start it, complete it, put it away. Systematic and accountable from start to finish. Highly patient, willing to repeat an action until it is perfected. Knowledgeable and informative on their subjects of expertise. Dependable and consistent in their way of doing tasks.
+
+**Challenges:** Inflexible and stubborn in their ways — "but I always wear that brand" or "my family has done it that way for years." Inwardly reflects on the serious side of every issue. Uncomfortable with small talk and struggles to open conversations. Thin-skinned and defensive over anything they believe to be wrong or negative. Difficult to influence once opinions are formed. Lacks a sense of urgency; laid back and easy going. Will procrastinate when risk is perceived and no trusted advisor is available.
+
+**Management approach:** Lead with positives when disciplining or critiquing — their thin skin demands it. Parcel work into predictable, prioritized pieces. Do not expect them to manage direct reports; they excel at managing tasks and items "by-the-book." Provide a stable, harmonic environment with structure. Give them personal space and sincere, private recognition — they do not like being grandstanded or given plaque-type rewards. Person-to-person interaction from someone they trust or respect works best.
+
+**Risk profile:** Highly risk-averse. Will seek out a direct report or peer the minute they perceive risk, and will procrastinate rather than act if no trusted advisor is available. Always does the safest thing. If the action turns out to be incorrect, it will be the fault of the person who gave the advice, not the Craftsman.
+
+## FlashPoints
+
+| Area | Details |
+|------|---------|
+| Motivation | Sincere rewards, personal space, private recognition |
+| Communication | Extremely detailed, casual, email preferred. Laid back, informative, and full of data. Can seem extroverted due to sheer volume of factual talk — but the style is factual, not social. |
+| Management Style | No direct reports. Routine small projects. Task management. Prefers not to manage people but excels at managing tasks or items that are "by-the-book." |
+| Organization | Consistent but can appear slightly disorganized — may be a bit of a pack rat, but it's a system to them. |
+| Environment | Stable, consistent, and harmonic. |
+
+## Variations
+
+Craftsman patterns share Low A + Low B + High C but vary in D position. All variations are reserved, cautious, and focused on routine. The higher the D, the more risk-averse and structured the behavior. Several variations exist with differing positions of A, B, C, and D, but all share the reactive, patient, single-focus nature.
+
+## Summary
+
+- **Motivating Needs:** Sincere rewards from a trusted person. No grandstanding or plaque-type rewards. Person-to-person interaction works best provided it is someone they trust or respect.
+- **Communication Style:** Laid back, informative, and full of data. Can come across as extroverted due to sheer volume, but the style is factual, not social. Email versus voicemail.
+- **Management Style:** Prefers not to manage people, but excels at managing tasks or items that are "by-the-book."
+- **Organization Style:** Can be a bit of a pack rat. It may appear disorganized, but it's a system to them.
+- **Environmental Needs:** Stable, consistent, and harmonic.

plugins/culture-index/skills/interpreting-culture-index/references/archetype-daredevil.md

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+# The Daredevil (High A, Low B, Low C, Low D)
+
+**Core:** Independent, autonomous, take-charge personality with a "No-Fear" mentality. Craves freedom from society, rules, structure, and conformity. Unconventional and uninhibited free spirit who finds practical yet ingenious solutions to problems.
+
+**Strengths:** Fearless and decisive in fast-moving situations with no mental restraints holding them back. Persuasive style with people despite being hard-headed. Stimulates others productively and has no fear of creating successors. Exceptional brainstormer — out of ten ideas, two will be jaw-dropping. Freely delegates projects and tasks. Allows others to work with little supervision.
+
+**Challenges:** Can get hostile at the thought of being restricted. Wanders off mid-sentence and appears not to care. Will not adhere to dress codes or conformity policies. Lacks ability to recall past events easily. Communicates ideas broadly and conceptually — asking for specifics is discouraging. Actions appear to have reckless abandon to the casual observer. Waves away errors and misjudgments rather than reflecting on them. Considers "worry" a waste of time and will dismiss those who dwell on problems.
+
+**Management approach:** Do not wrap them in rules — it feels like barb wire. Give them freedom and autonomy to pursue goals. Do not attempt to bring them back to yesterday or last week. Keep direct reports few, as too many people are a distraction. Let them delegate so their staff have their own structure. Provide projects, not tasks. Assume they will be an absentee manager unless told otherwise.
+
+**Risk profile:** Little fear and no mental restraints on decision-making. Does not mull over details that would make a decision more conservative. Excels in situations requiring fast, decisive thinking. Will delegate cleanup from errors and venture forward rather than dwell.
+
+## FlashPoints
+
+| Area | Details |
+|------|---------|
+| Motivation | Independence, financial rewards, goal setting |
+| Communication | Commanding, conceptual, phone call preferred. Blunt, no-nonsense. Tell rather than sell. Can be persuasive and rousing if talking to a group. |
+| Management Style | Absentee manager. Delegates freely. Needs few direct reports. Wants staff to have their own structure. |
+| Organization | Unstructured, loose, prefers to be free of clutter. |
+| Environment | Fast paced, change required, time sensitive, project-oriented |
+
+## Variations
+
+Daredevil patterns share High A + Low C + Low D but vary in B position. All variations are autonomous, commanding, and nonconformist. The consistent thread is a take-charge personality that craves independence and resists rules and structure.
+
+## Summary
+
+- **Motivating Needs:** Freedom to think and work independently. Financial rewards and goals to attain that provide a sense of accomplishment.
+- **Communication Style:** Blunt, no-nonsense, conceptual without specifics. Tell rather than sell. Can be persuasive and rousing to a group. Uses voicemail, email, and text.
+- **Management Style:** Absentee manager. Limited to few direct reports as too many people are a distraction. Wants and needs to delegate so staff have their own structure.
+- **Organization Style:** Loose, unstructured, prefers to be free of clutter.
+- **Environmental Needs:** Quick paced, time sensitive, change oriented. Requires projects, not tasks.