Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
If a person strongly identifies with the T preferences, they often organize information into a
system that makes the decision, logically if you will. They may factor their emotions out of the
equation in an effort to be fair. They may use strong words, sometimes with unintended
consequences. They may be concerned about setting precedents: If we do this now, it may mean
this down the line. Worst case, they may be accused of being cold-hearted.
On the other hand, the F preference may draw on subjective information thats value-driven to
make decisions. Environments or words may challenge them when there is conflict: real or
perceived. They wouldnt consider factoring out their feelings, even if they could. They may be
seen as people persons. Worst case, they may be accused of wearing their heart on their
sleeve.
Team setting example: I have a strong T preference. Understanding the MBTI preferences and
having real life experience bruising people around me with a preference for F (and paying the
price), led me to think I was okay in T-F communication. In a setting where everyone was well
schooled in the MBTI preferences, we were encouraged to give and receive feedback to each
other as we went about our tasks. At one point, a redundant experience was wearing on my
patience and I shared with the group how I thought it was stupid. A person with a strong F
preference stopped me and shared her reaction to the word stupid. I said that I was sorry and
began to move on in the discussion. The leader stopped me and had me acknowledge the point
(If I understood you correctly, my use of the word stupid caused you offense, that you felt I was
being condescending.) When the person agreed with my perception, I was allowed to continue. I
didnt have to agree with the other persons point, but I did have to clarify and acknowledge it.
Note: I learned later that I had been developing a double ear infection at the time of the incident.
My second lesson was that it takes energy to understand and value preferences different than my
own. When Im tired, Ive learned to be on guard so-to-speak and try a little harder, or postpone
interactions with a serious downside potential.
Coaching tips: We might teach Ts to appreciate what Fs bring to the table, and not see their
judgment process as a weakness in the business world. We might teach Ts how to communicate
their thoughts with the right words to have the desired impact and understanding (and to not
accidentally derail themselves What did I say?). We might teach the T managers to have an
open door policy, mentally as well as physically. We might show them how to seek better
understanding through questions and not automatically draw conclusions.
We might teach the Fs how to better handle what they perceive to be criticism, to look for the
logic and not take it as a personal attack. We might teach them how to give feedback to Ts in a
way that they can hear it, logically and with enthusiasm. We might show the team members how
F is often under-represented and under-appreciated in their team process and where the team is
vulnerable as a result.
As before, wed encourage both (T & F) to recognize and draw on the other. The differences
between the two may present a wider gulf than any of the other three preferences, particularly in
the business world. Fs dont care how much Ts know until they know how much Ts care. Ts care
in ways that are sometimes misunderstood by Fs because a different language: words and
meanings, is being used. Ts can care and Fs can think, and we can teach each to see it in the
other.
Conclusions
The MBTI provides much more information than this brief article can share. The preference
choices are not an either/or scenario, but generally people prefer one preference to the other on
each of the four scales to some extent. The four preferences in combination add up to more than
each preference alone.
People have much in common with others who share their same four preferences, but they are
also uniquely different thanks to their education and life experiences. One plus one can easily
add up to more than two when we learn to value and draw upon people different than ourselves.
As a team, we can help improve the quality of our processes and our outcomes when we
recognize our team personality and compensate for our weaknesses: preferences that are
under-represented in the individuals available.