The information-gathering function is vital because the way we gather information is the starting point for most of our interpersonal interactions. As you observe the world and collect the data necessary to live within it, do you prefer to be practical, realistic, literal? Are you more interested in the hands-on explanation, the here and now? If so, your data-gathering preference is that of a sensor (S). Sensors prefer to focus on facts and details.

If, on the other hand, you prefer the figurative, the big picture, and you look for possibilities, meanings and relationships, your data-gathering preference is that of an intuitive (N).

Here's one example of how sensors and intuitives handle situations differently: Two thieves are pulling off a breaking-and-entering job in a high-rise office building. Suddenly they hear someone approaching. The intuitive (N) says to the sensor (S): “Quick, jump out of the window or we'll be caught.” The sensor says, “You've got to be crazy—we're on the 13th floor!” To which the intuitive replies, “This is no time to be superstitious. Jump!”

It's a comical example, to be sure, but the major breakdown in communication is serious—the intuitive is concerned with the big picture of escaping, the sensor is concerned with the actual, literal details in jumping from the 13th floor!

And in the workplace, that breakdown can be just as serious. Intuitives see the forest, sensors see the trees. And sensors prefer specific answers to specific questions. For example, if a sensor is asking for the time, he would rather hear 4:26 p.m. than “about 4:30.” He or she prefers to learn through facts presented in a sequential manner. Intuitives prefer to be given the broad concept.

Let's take two components of any job—problem-solving and teambuilding—and look at the effects sensing and perceiving have within work groups. Sensors work best at problem solving by trusting the facts, the solid evidence. They focus on the tried and true—what has worked in the past. The adage, “if it ain't broke, don't fix it,” may apply to sensors. They prefer an established way of doing things and tend to reach conclusions through a step-by-step approach.

Intuitives prefer to consider all alternatives and numerous schemes for solving the problem. They believe problems are best solved in the context of the big picture. They live by the adage of “if it ain't broke, break it.” They focus on how things can be improved and constantly challenge why things are the way they are.

In reality, you need both sensors and intuitives for effective problem solving: sensors to face the facts, be realistic and find out exactly what the situation is and what is being done currently, and intuitives to discover all possibilities, look at various ways you might change the situation and proactively prepare for future problems.

Team building is equally important to most jobs. Careers can be made or broken based on one's ability or perceived ability to be a team player. And like everything else, teamwork is viewed differently by sensors and intuitives. Sensors can have difficulty seeing the connection teamwork plays in the workplace in a literal sense. After all, everyone has a job to do and should just do it. Team building can be viewed as a distraction from the work that needs to get completed. Sensors may lament that more work could be accomplished if there were fewer team building meetings.

Intuitives, on the other hand, may see the concept of teams as inspiring and exciting. They can be enthusiastic team players in meetings, talking endlessly about possibilities, challenges, etc., yet may have difficulty translating this enthusiasm into accountability. Effective teams need both sensors and intuitives to not only deal with the here and now, but to prepare for tomorrow!

Next month, we'll look at how we translate the data we gather into workplace decisions as feelers or thinkers.