The Relationship of Numbers - 2 2 With 1 See 1
2 With 2 No one can understand a 2 better than another 2. In relationship though, business or personal, you will both have to be careful not to end up going round and round in the circle of pleasing each other. Take care to work as a team instead. Don't suffer problems in silence, talk them out. 2 With 3 This combo makes for a good personal relationship, as long as the 2 doesn't mind playing second fiddle most of the time. Friction can arise in business though, due to the quickly changing energies of the 3. 2 With 4 The watchword here is harmony. The 4 knows how to build things and the 2 knows naturally what must be done to keep it all running along smoothly. 2 and 4 complement each other well, and the chances of disagreement are remote. 2 With 5 This is a combination of oil and water. 5 is a natural survivor who loves to take over, while 2 likes a quiet life in the background of things. Chances for a successful relationship of any sort is slim, especially in business. 2 With 6 This combo doesn't get results because of a lack of drive and ambition. The energies of both the 2 and 6 are slow moving, therefore there is little "spark" between them. It can sometimes work well on the personal level, though. 2 With 7 This is such a peaceful blend of numbers that a little friction could occasionally be a good thing! Not good for business partnerships, unless they are opening a meditation center. A very spiritual combination is the outcome when 2 and 7 are together. 2 With 8 The 2 and 8 can live and work together in an atmosphere of common support and understanding. Money comes easily because of their honesty, thrift and hard work. These two numbers often form friendships that last for life. 2 With 9 This is not a particularly fortunate combination. The universal vision and energy of the 9 is counter to the quiet, introspective and passive energies of the 2. It can bring emotional trouble since neither understands the other, simply because they are so different. Next Number...
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