Our strengths and shadows

Where the roles come from

The Origins of Chess Roles

Most people have realized that we are not equal — neither in appearance nor in abilities. In India, centuries before our era, people began categorizing individuals based on their roles in society, such as warriors, hunters, farmers, and priests. This classification is described in the Vedic literature from around 500-600 BC and marks the beginning of the Hindu caste system, which still exists in India today.

Rooted in polytheism and guided by sacred scriptures, this system upheld the division of classes, the concept of reincarnation, and the central role of the god Brahma. Kings and their officials were seen as divinely ordained, granting monarchs absolute authority. The Brahmins, acting as enforcers of justice, played a key role in maintaining social order. Beneath them, the feudal elite, composed of lower officials, controlled vast areas of land and local power structures.

A Reflection of Human archetyp

Towards end of this period, people began systematizing these social observations. They recognized that individuals were born with distinct personal qualities and natural behavioral roles. This insight gave rise to the religious concept of four main social functions, all believed to stem from the essence and attributes of the supreme god Brahma. These social divisions were clearly rooted in human experience.

As a result, what was seen as “true” within Indian society could also be perceived as a “universal truth” across other cultures. This reflects an archetypal, timeless, and global understanding of human nature, recogniced of the famous Swiss psychiatrist Carl Gustav Jung.

This perspective helps us understand the religious and social conditions that contributed to the remarkable success of chess. The chess pieces, in many ways, mirror human roles and traits. In the following, we will explain HOW.

Secret 6

In pseudo teams — “Similar children play best!”

A team of people who resemble each other is comfortable to be in. It agrees quickly, argues rarely, and defines the jobs without much friction. What it does not do is perform together: the same strengths repeat, and the same shadows go unnoticed.

Secret 6 gives the team a shared language for that difference. When each person knows their own role and can name the roles around them, the differences stop being irritations and become the reason the team delivers.