Thinker or Feeler: A Matter of Principles or Values

The Art of Speed Reading People: How To Size People Up and Speak Their Language
by Paul D. Tieger, Barbara Barron-Tieger

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While Sensing and Intuition describe the different ways people take in information, Thinking and Feeling describe the very different ways people make decisions, or come to conclusions. Clearly, each of us has the ability to make a decision based on logic or on our personal feelings and values. And, while no one is a pure Thinker or Feeler, each of us has a natural inborn preference for one side over the other. Here again, the everyday usage of these words may initially give you an inaccurate impression of their true meaning. It's important to understand that Thinking and Feeling both describe rational decision-making processes. It's not that Thinkers have no feelings, or that Feelers are incapable of logic. But Thinkers and Feelers use very different criteria to make their decisions.

The questions below should help you figure out which decision-making process is your natural preference.

Do I make decisions more objectively, weighing the pros and cons, or based on how I feel about the issue, and how I and others will be affected by it?

For Thinkers, logic rules. When making a decision, it's as if they take a step back and analyze the issue logically and impersonally, asking themselves: “Does this make sense? What are the pros and cons? What are the ramifications of the decision?” In other words, they objectify the decision. For Feelers, the process is just the opposite. They take a step forward, injecting themselves into the equation, and ask: “How do I feel about this? How will it affect me and others? Is this the right thing to do? What are my personal values telling me to do?” In other words, they persoralize the situation.

Jean faced the kind of dilemma not uncommon for Feeling types. She needed to travel from Boston to New York for a conference, and a colleague invited her to ride with him in his car. Under normal circumstances, this would have been an ideal arrangement, but there was a hitch: Jean didn't respect her colleague, and, more important, she didn't like him.

The only other feasible option was to take the train, which would be a major inconvenience. Not only would it cost a lot more, but it would take almost twice as long, since she would have to take taxis to and from the stations. Her Thinking friend Sandra's reaction was typical: “Are you nuts? You're going towaste two days and who knows how much money just because you don't like this guy? Nobody's asking you to marry him-just to spend four hours in thecar with him!”

Still, Jean decided to take the train. Although she agreed with her Thinking friend that it might not be the smart thing to do, she believed it was the right thing to do. For not only would she feel like a hypocrite taking the ride with a person she clearly disliked, but she would have to pretend she liked him for several hours, and that felt phony and went too much against her values.

Might another Feeling type have handled the situation differently? Of course. But this demonstrates how important personal feelings and values are to Feeling types, and the length to which many will go to remain true to their beliefs.

Laura and Ted both sat through the same conflict-riddled staff meeting, in which they found themselves on opposite sides of a heated debate about whether to go ahead with a public relations campaign that Ted found offensive. After the meeting adjoumed, Laura, a Thinker, calmly suggested she and Ted have lunch together. For Ted, a Feeler, the idea was crazy. How could Laura be so calm and unaffected after that painful and contentious meeting? And how could she be so unaware of how rattled Ted still felt? He certainly didn't feel like spending any time with her now. And, in fact, he was still too upset to even think about eating. Ted remained focused on the disharmony, and felt a personal reaction to it, whereas Laura had never taken the argument or campaign to heart, and remained objective and detached.

Logical and Analytical, or Sensitive and Empathetic?

Which words describe me better: logical and analytical, or sensitive and empathetic?

Naturally, Thinkers tend to be better at some things than Feelers, and Feelers better at some things than Thinkers. Since people enjoy using their natural strengths, it comes as no surprise that preferences for Thinking or Feeling will often influence career choices. The helping professions, for example, attract larger numbers of Feelers, because these jobs give them the opportunity to satisfy one of their greatest needs, to help people. This is certainly not meant to imply that Thinkers, by definition, are insensitive and self-centered. But Feelers tend to have an innate drive to understand others, and derive great satisfaction from helping them in whatever ways they can. For this reason, medicine (nursing, in particular), teaching, counseling, and sales are just a few of the areas that attract large numbers of Feelers.

Thinkers also derive their greatest satisfaction from using their natural gifts, one of which is the ability to analyze situations logically and objectively. Business, and especially management, for example, attracts a lot of Thinkers, in part because when it comes to making the hard decision-decisions frequently based primarily on the bottom line, and what's best for the company (even when that may have negative effects on its employees), it's Thinkers who are more easily able to do this with clarity and conviction.

The discussion was getting pretty heated between Jason and Richard. The decision to relocate the clothing manufacturing company they both worked for to Mexico had already been made. At issue was how far the company should go to salvage the jobs of the seven hundred workers-many of whose parents and grandparents had worked for the company. In a last-ditch effort to save their jobs, and their town, the employees proposed they buy the facility and operate the plant themselves. That model had been successful in similar situations, but they needed the company to finance the buyout.

Jason, the vice president for finance, argued against the deal. “First, let me say, I am very sympathetic to the plight of the workers. I've known several of them for years and, on a personal level, feel terrible about what they are going through. But my first concern has to be the economic well-being of the company. And, frankly, what they are proposing is a highly speculative venture. If we weren't able to make enough of a profit for it to make sense to stay here, how can people without professional management expertise be expected to? Besides, the rate of return we will receive on our investment if they should happen to succeed is simply not as high as we can get from a dozen other proven investment vehicles. Regardless of how unpleasant the situation, our primary obligation is to our stockholders, and I just can't, in good conscience, recommend a deal about which I have such serious reservations.”

Richard, vice president for human resources, was turning redder by the minute. “First of all, I don't agree that investing in the employees is any riskier than any other venture we might get involved in for one big reason: they are highly motivated to make it work. For Pete's sake, their lives-the life oftheir town-depends on their succeeding! How can you have any doubts they will work their hearts out to make it work? Second, yes, we are in business to make money-and we make lots of it. But we owe something to the people who have helped us make all that money for close to a hundred years. We're not talking about a few jobs here. We're talking about closing down the biggest employer in the county and moving away to Mexico, not because we're going out of business, not even because we weren't making a profit, but because we want to make more of a profit. All I'm saying is many things go into the bottom line, and profitability is surely a big one. But in order to be a responsible corporate citizen, you have to take into account how this decision will affect real people-and not just our stockholders-for years and years to come, and don't do just what is financially conservative, but do what is right!”

While one decision-making process is not better than the other, Jason the Thinker and Richard the Feeler offer a good example of how different types use different criteria to make decisions. It's not that Jason is heartless, but like a classic Thinker, he simply stepped back from the decision, analyzed it logically, and came to his conclusion, based on what he believed was best for the company. Richard, like a classic Feeler, stepped forward and put him self in the employees' shoes. Strongly influenced by his personal beliefs and values, he fought for what he felt would be best for the employees.

Thinkers are often attracted to careers that deal primarily with goods, rather than services: for example, manufacturing, engineering, and research and development. It's not that Thinkers don't like to or can't work with people, but jobs that require them to constantly pay attention to, anticipate, and respond to people's feelings are just so much less clear cut than dealing with products, or commodities, that are constant and predictable. Many Thinkers are most satisfied in jobs where there is a minimum of employee hand-holding or caretaking. They like working with other people just as competent as they are.

Is it more important to be truthful or to be tactful

Is it more important to be truthful, even if it hurts someone's feelings or to be tactful, even if it means telling a little white lie?

Feelers are naturally more attentive and concerned with other people because they have such a strong need to be liked. Consequently, they will often go to great lengths to please others. This can take such simple forms as just being helpful and friendly, which most Feelers genuinely are, to the sometimes unhealthy but common tendency to take on other people's problems and burdens as their own. In practically every organization across the country, you can find the nurturer, the person to whom coworkers go for emotional support and comfort. And while not a formal job title, it might just as well be, for it is what he or she does really well-listen to people's problems and sometimes give them good advice. Whether appreciated by the company or not, these people provide a valuable service. However, in their desire to help and please others, some Feelers are also notorious white liars. Anxious not to deliberately cause someone discomfort, embarrassment, or hurt feelings, they will often engage in half truths, or avoid unpleasant subjects altogether, if they can get away with it.

One morning, after being away for a week on vacation, Tim walked into the offce with a new look. Possessed by who knows what, he had shorn just about all of his normally long, yet stylish, hair. In its place was what could best be described as the kind of ubiquitous crew cut ten-year-old boys were commonly given by their mothers in their kitchens in the 1 950s. Jill, his colleague, and a strong Feeler, was the first person he encountered.

“So, what do you think?” asked Tim excitedly. Jill was taken aback What she honestly thought was that this former hunk looked like a refugee from a third-world country. But she wouldn't actually admit that in a million years. What she managed to say was, “Well, that certainly is a look! You know, that cut really accentuates your eyes,” and she fled down the hall to avoid offending him or further embarrassing herself.

True to their style, Tim's Thinking colleagues were more honest, and more blunt. Alex's response pretty much summed it all up: “Two questions: one, what did you do to your head?, and two, what could you possibly have been thinking at the time?”

Thinkers don't mean to be cruel, any more than Feelers mean to be dishonest. It's just that, above all else, Thinkers value truth and honesty, and if that occasionally hurts someone's feelings, so be it. Feelers highly value tact and diplomacy, and believe it should be used whenever possible to avoid causing anyone unnecessary pain or discomfort.

While Feelers are often criticized for being too soft and emotional, and Thinkers are often criticized as being cold and insensitive, neither of these is an accurate characterization. But to each other, they often do appear this way.

Which usually persuades me more? A good logical argument, or a strong emotional appeal?

Just as Thinkers and Feelers make decisions based upon different criteria, so, too, are they persuaded by different arguments. Feelers are naturally empathetic and value the feelings of others, even if they do not make sense or are not logical. Thinkers, on the other hand, are usually not convinced of anything unless it is logical. Feelings are valid, if they are a logical reaction to the circumstances. Because of this difference, it's not surprising that Thinkers and Feelers misunderstand each other so often. Feelers tend to be hurt more easily and more frequently, and Thinkers are often surprised and confused to learn they were responsible for making it happen.

Thinkers also pride themselves on their ability to rule fairly in disputes. They are keen on the principle of one standard or rule, applied fairly and justly to everyone. Even if they do not personally like the consequence of the ruling, they respect the idea of fairness above all. Feelers are much more concerned with mercy and harmony than they are with justice. So they look for and usually find the extenuating circumstances that necessitate the exception to the rule.

Which is the greater compliment: to be tough or to be tender?

While all of us need to be tough sometimes and tender at others, it is typically the Thinkers who pride themselves on their ability to remain dispassionate and firm in their actions. But it's important to make the distinction that if the issue is a personal one, or the people involved are loved ones, Thinkers will often claim they are just as tenderhearted as the next person. And Feelers, usually quick to claim tenderhearted as the more apt description, can be surprisingly tough and unyielding when it comes to their personal convictions.

Rachel and Suzanne, two Feelers, held opposite views on the controversial issue of abortion. On the morning of an anticipated court ruling, both stood out in front of the courthouse with signs and voices raised. They were equally passionate, equally unwilling to compromise their beliefs. A fnend commented that no one would ever believe it, but the two women had been best friends in college. But the abortion debate had caused a rending of their friendship that would probably never be mended.

Had the two women been Thinkers, they might have been able to put the issue aside and maintain their friendship in spite of their differences. As Feelers, it was impossible for either of them to separate their values from the rest of their lives.

Thinking and Feeling is the only dimension of Personality Type in which there appears to be a gender difference. That is, in the American population, roughly 50 percent are Thinkers and 50 percent are Feelers, but of the Thinkers, about 65 percent are men, and of the Feelers, 65 percent are women. In addition to these biological influences on Type, the American culture overtly and subtly encourages males to act more Thinking and females to act more Feeling, which often imposes an unfair and unwelcome burden on Thinking women and Feeling men.

Okay, you know the drill. Try to figure out which you are-a Thinker or a Feeler. Then we will move on to describe the fourth and final type dimension.

Judger or Perceiver: Planning It or Winging It?

The final type dimension describes the very different ways people like to organize their world, and how they like to live their lives. And, once again, we need to clarify the terms. Being a Judger doesn't mean a person is necessarily judgmental, any more than being a Perceiver means a person is particu larly perceptive. Perceiving refers to one's innate drive to keep things open, to keep taking in information, to keep perceiving. Judging refers to an opposite innate drive, to close things down, make a decision, or to judge.

Do I tend to make most decisions quickly and easily or does making decisions often make me anxious and unsure? Would I rather have things settled and decided or be able to leave my options open, just in case something unexpected comes up?

The reason Judgers like to decide and Perceivers like to keep things open has to do with tension. This tension is often experienced on an unconscious level, without the person even being aware of it. Since experiencing tension is uncomfortable, human beings naturally try to reduce their discomfort. Judgers feel tension until an issue is decided, so they move to closure as soon as possible. This can take many forms, but usually involves making a judgment or decision about something. And usually the more important the decision, the stronger the need to resolve the issue quickly. For example, when a Judger is invited to a concert, he experiences an urge to decide. Whether or not he wants to go, he feels a need to make a decision. And un' less he has a lot of ambivalence about accepting, he usually feels relieved once things are settled. But Perceivers experience an opposite tension, for it is being forced to decide that causes them pressure and discomfort. Therefore, they alleviate the tension by not deciding, by keeping their options open as long as possible. If a Perceiver were invited to the concert, unless she really wanted to go, she would likely feel uncomfortable deciding or making a commitment too far in advance. After all, she would reason, something better might come along!

These are such opposite styles that Judgers and Perceivers often miscommunicate. Because Judgers are more definitive about everything, they tend to speak with authority. During a discussion, a Judger tends to hear decisions being made, even if they have not been. Conversely, since Perceivers are more equivocal about everything, they may even hear firm plans as undecided, as if they were only options being considered.

Since their desire is for closure, Judgers generally require less information to make decisions than do Perceivers. A scene played out every day at lunch counters across the country illustrates this point.

It's lunch time and Robert and Alex are deciding what to order Robert, a Judger, looks over the menu quickly, decides on a tuna salad on wheat toast with iced tea-the same lunch he has on most trips to this diner After several minutes, the waiter appears to take their order, but Alex is still looking. He asks the waiter a series of questions regarding how lean the roast beef is today, whether the soup has a chicken or beef stock base, and if the chicken salad is made with white meat or dark. Still not sure, he asks for a few more minutes while Robert scowls and his stomach growls. Even after Alex finally chooses the turkey club, and the waiter walks away, he looks wistfully at the menu again, and says, “Maybe I should have ordered a burger.”

Because Judgers like things decided, they are most comfortable when they can make a plan and stick to it. Conversely, they can find it disconcerting when plans are changed unexpectedly.

Planning a vacation together became a torturous exercise for new friends, Lucy and Jean. Since Lucy had won a trip for two to the Caribbean, the destination was never at issue. But Lucy's clear preference forJudging and Jean's equally clear preference for Perceiving became obvious early on when Lucy surprised Jean with a detailed itinerary for the entire week. Not only was there a plan for each ofthe seven days, but she had even included times when they would eat, swim, and shop.

Jean was shocked. Although Lucy didn't present her plan as a take-it-or-leave-it proposition, Jean had imagined a very different scenario. Since she would be visiting a place she'd never been, she was eager to explore. She had pictured herself wandering the winding streets leisurely, shopping and sightseeing, and just letting herself be swept along by the natural rhythm of the island. She craved the freedom to respond spontaneously to whatever new adventure she might encounter. The more she thought about having her time so planned out and controlled, the more uncomfortable she got.

Happily, Lucy and Jean were able to discuss their personality differences and very different expectations and arrive at some creative compromises, involving more independence for each. I his arrangement allowed each to have the kind of experience they desired.

Lucy and Jean's story also illustrates how different Judgers and Perceivers are with regard to order and structure. Judgers are usually more comfortable with the notion of rules and place high importance on following them, while Perceivers view rules as unwanted restrictions on their freedom and their ability to be spontaneous. Likewise, Judgers are generally more comfortable with authority and have a natural respect for hierarchy. Perceivers are more naturally inclined to rebel against, or at least question, authority and often feel it's better to ask someone to pardon their behavior-after the fact-than to risk asking for, and being denied, permission beforehand.

Being in control

Is it very important for me to be in control of most situations or am I often comfortable letting others call the shots?

Everyone likes to be in charge of himself or herself. But the strength of the need for control over others and situations is often significantly different for Judgers and Perceivers. Because they like things settled, Judgers are less patient waiting for things to happen by themselves, and more apt to step in and take charge. Whether in small things, such as rearranging the chairs in a room to make a meeting more functional, or in large things, such as encouraging a friend to accept or reject a certain job offer, Judgers often have strong opinions and are generally not shy about sharing them.

While Perceivers can also have strong opinions, they are more likely to see things in shades of gray rather than as black and white. It is important to reiterate that neither style is better than the other. Rather, each has strengths the other doesn't, and often envies. For example, many Judgers admire Perceivers' ability to stay open, see both sides of an issue, be spontaneous, shift gears quickly, and not take themselves too seriously. Many Perceivers admire Judgers' ability to make quick decisions, be organized and productive, fulfill their responsibilities, and set and reach their goals. But no matter which is our natural preference, the great majority of us have good access to our other side. This helps us become competent individuals. But occasionally, we encounter people who do not have this balance. If they are Judgers, they may be rigid, inflexible, and incapable of compromise. And Perceivers without the balancing attributes of Judging may be so indecisive that they procrastinate their lives away and never accomplish anything meaningful.

Am I very conscious of time, and almost always punctual or do I frequently run late and find time has somehow slipped away?

It is widely assumed that President Bill Clinton is a Perceiver. In fact, he has such a reputation among the Washington press corps for being late, he inspired a new expression: “Clinton Standard Time”-which means “about an hour after he was supposed to be somewhere.”

It's not that Perceivers have to be late, but they view the concept of time differently than Judgers. Judgers often plan their lives in fifteen-, thirty-, and sixty-minute increments. Since they have such a strong inclination toward productivity, they view time as an essential tool to accomplish their goals: time is a precious, finite commodity that should be used thoughtfully and respectfully. And above all, they don't waste time!

Perceivers view time as somewhat of a renewable resource, something of which there is almost always more. In fact, they are fond of saying: “Oh, I'll make time for that.”

A friend reported that in the army, he encountered two types of time: general time and private time. The difference, he explained, is this: “Eight o'clock private time is eight o'clock on the nose, because when ordered to be there, that's when a private has to show up But eight o'clock general time could be eight o'clock, nine o'clock, or basically whenever the general feels like showing up!”

While Judgers are more likely to be punctual than Perceivers, this is not because Perceivers are any less conscientious about their obligations. It's simply that they lose track of time so easily because they are busy experiencing and perceiving the moment as part of a process. This is in contrast to Judgers, who are more focused on the product and often view the time it takes to do something almost as a necessary evil-an obstacle to getting to the rewards of finishing a task. In fact, many Judgers feel an infusion of energy when they finish a task, while Perceivers feel that energy boost when starting a new project.

Clearly, courses offered to help people manage their time better were designed for Perceivers by Judgers. And although many Perceivers sign up for such sessions with the best intentions, they often find the methods and techniques are too uncomfortable, limiting, and boring to create a permanent change in their behavior. For Judgers, deadlines are for the most part, helpful, honored, and strictly observed. But for Perceivers, deadlines are sort of like an alarm clock going off, a signal that now it's time to get started.

Which is more true of me: I'm generally very organized or I often have trouble finding things and keeping organized?

Most Judgers are usually well organized, especially compared to Perceivers. “A place for everything and everything in its place” might be the motto for Judgers, while Perceivers are more likely to be overheard saying: “I don't understand, it was here a minute ago!” (When considering your answer to this question, remember that we all have to be organized to a certain extent or we could not function in the world. And no one is accusing you of being a bad person if you admit to having trouble being organized! ) But it is an important difference between Judgers and Perceivers, and therefore helpful to explore.

The reason Judgers and Perceivers differ in these ways is connected to the central issues of closure and decision making, as demonstrated by the experience of Doreen and Ruth.

Although job sharing worked out well financially, and fit their schedules well, there was one constant strain in their relationship: “the desk problem.” Working the same job but at different hours meant Doreen and Ruth shared a desk. Ruth, a Judger, kept the desk in a predictably neat and orderly way. She liked to work on one project at a time until it was completed, and at the end of her shift, she typically tidied up, and made sure to file all necessary papers in their proper places. She would then place her “to do” list-all items duly checked off upon their completion-in her designated drawer. And she didn't seem to have a problem storing all her files in the filing cabinet assigned to her. At the end of her shift, she left the top of the desk clean and bare for Doreen.

Doreen's style was quite different, for she preferred to work on many projects almost simultaneously, and never seemed to have enough room to store her files. In fact, she had long ago outgrown her one filing cabinet, and her files had spilled over onto the small credenza and even the guest chair in the office. While Ruth resented this intrusion on her space, it was the desk problem that irked her the most. For not only had Doreen appropriated the only two other pieces of furniture in their office for her additional filing space, but she would also often leave piles of file folders on the desk at the end of her shift. So annoying had this practice become that Ruth threatened to end the job-sharing arrangement.

In considering this dilemma, it would be reasonable to ask the question: “How can two people with the identical job generate such different amounts of paperwork?” The answer lies in their different type preferences. Ruth, the Judger, makes more and quicker decisions. When a memo announcing a professional conference three months hence arrives on her desk, her normal response is to look it over and decide a course of action. If she wants to attend, she will send it to her boss with a request for funding. If she doesn't want to, but thinks it might benefit a coworker, she will pass it along. And if she considers it worthless, she'll simply discard it. In any event, like most Judgers, she has made a decision, and the paper is gone!

Doreen, being the strong Perceiver she is, handles the same situation very differently. Her reasoning goes something like this: This looks great, but this conference isn't for three months. Who knows what I'll be doing then, whether I'll want to go, be able to make the time, or have the budget for it. Now, if I put this away in some file, I'm sure I'll forget it. So . . . until I can make a decision about it, I'll put it over here, in my to do file … just for now.

It must be clear that in her drive to keep her options open, Doreen simply has not made a decision, hence the need to hold on to yet another piece of paper. But, in reality, many of the files that have overtaken their office are full of paperwork which falls into this category. An interesting addendum: Perceivers often make decisions by default-that is, after a deadline has come and gone. At that point, they are often (but not always!) willing to discard the offending paperwork.

A compounding reason that Perceivers often have more paper than Judgers is that Perceivers like to collect as much information as possible, figuring: “Maybe I don't need this right now, but I might sometime in the future.” This is true whether it is paper, old clothes, books, household gadgets, or just about any other object. Perceivers tend to be pack rats. Conversely, Judgers often take the position: “If in doubt, throw it out!” They reason that if they own something but haven't used it for a long time, they probably won't need it anytime soon.

Which is truer for me: I prefer to get my work or chores done before I relax or I can often find compelling reasons to put a task off until a later time?

Sometimes we describe Judgers as having more of a work ethic and Perceivers as having more of a play ethic. By this we mean that Judgers often feel compelled to finish their work before they play or relax, while Perceivers are often comfortable deferring work until after they enjoy some compelling experience. Whereas Judgers often derive their greatest satisfaction from completing a task, for Perceivers, enjoying what they are doing is often equally important.

This is not meant to suggest that Judgers are conscientious and Perceivers are lazy. It is Perceivers' attitude about time, coupled with being more interested in and energized by the process, and placing a higher value on having fun, which contributes to their feeling that “there will always be time later on” to finish the job.

The difference between Judgers' work ethic and Perceivers' play ethic is often reflected in their attitudes about taking time off from work, and how they spend the time when they do. Taking a “mental health day” is definitely a Perceiver concept, sort of the grown-up version of playing hooky. In general, Judgers are loath to take time off from work to begin with, frequently accumulating more vacation time than they will actually use. And on those rare occasions when Judgers do take a day off (not a scheduled vacation or a bona fide sick day), you'll seldom find them Lying on the couch watching television. More likely, they will use the time to do all those chores they've been meaning to, like cleaning out the attic, washing the windows, or painting the porch. The idea of just hanging around makes them uncomfortable because they aren't being productive. Perceivers, on the other hand, are more naturally inclined to follow the admonition of the character played by Robin Williams in the movie Dead Poet's Society and “seize the day!”

The latest studies indicate that Judging types represent about 60 percent and Perceiving types about 40 percent of the American population. You now have a good idea of whether you are a Judger or a Perceiver. And once again, we ask you indicate your preference on the scale below.

Great! At this point, we'd like you to go back and review your guess for each of the four preferences, and record them in the spaces below. And don't worry if you are still unsure about any of them. In fact, we encourage you to think of all your choices only as “best-guess estimates.” In the next chapter, we will lead you through the “verification process,” the system for accurately identifying your one true type.

ALPHABET SOUP: USING LETTERS TO DESCRIBE TYPES

Because it is extremely cumbersome to constantly refer to a type by the full name of each preference, we use letters as shorthand. Thus, rather than say, “Introverted, Sensing, Thinking, Judging type,” we say, “ISTJ.” As you become more familiar with the letters, you will find using them becomes second nature. Please note that all the preferences are abbreviated by their first letter (E for Extravert, S for Sensor, etc.) except Intuitive, which is abbreviated by the letter N. This is because the letter I is used to abbreviate Introvert, and it would be too confusing to have two preferences abbreviated by the same letter.

SYNERGY: WHAT MAKES TYPE SO POWERFUL

One last point before moving on to Chapter 2. The word synergy is roughly defined to mean that the total of something is greater than just the sum of its parts. And this is certainly true of Type. From our experience, it is virtually impossible to understand Type without first learning about the individual components, or preferences, that make up a type. But keep in mind that as important as the individual preferences are, it is the whole type, the particular combination of preferences, and the way they interact with each other that enables Type to provide such incredibly useful insights about people.

For example, there are eight Extraverted types. But since no one is just an Extravert, each person's other three preferences play a huge role in influencing his or her behavior. In other words, people who are ISTJs and people who are INFPs are both Introverts, but since their other three letters are opposite, they are very different types of people. Even one letter, say, the difference between an ENFP and an ESFP, can be profound. While this may not seem terribly significant at this moment, it will soon become apparent how important it is in understanding the obvious and subtle differences between the sixteen types. And this understanding is essential if you are to learn how to Speed Read people accurately.

So, on to Chapter 2 to determine your one and only personality type!

© 1998 by Paul D. Tieger and Barbara Barron-Tieger

About the Author

Paul D. Tieger and Barbara Barron-Tieger have been married for many years, and are internationally recognized experts in the application of Personality Type. Their other books include the bestselling Do What You Are, Nurture by Nature, and, most recently, The Art of SpeedReading People. They live in West Hartford, Connecticut.

Paul D. Tieger and Barbara Barron-Tieger have been married for many years, and are internationally recognized experts in the application of Personality Type. Their other books include the bestselling Do What You Are, Nurture by Nature, and, most recently, The Art of SpeedReading People. They live in West Hartford, Connecticut.