Type in Organizations

Four Quadrants of the Type Table

One way the preferences are often grouped is by quadrants of the type table. The quadrants combine Extraversion and Introversion (E–I; the way you direct and receive energy) with Sensing and Intuition (S–N; the way you take in information) and result in the preference pairs IS, IN, ES, and EN. The quadrants are related to leadership, learning, and work styles, as well as to corporate culture and ways of handling change.

All four perspectives are needed and are valuable to organizations. When one or more perspectives are missing, organizational members can use the information in this section to see how or where to supplement their view to ensure an optimal outcome. This does not mean that an organization needs to add a “missing type” to its group; rather, members should be encouraged to use all perspectives.

There may be some creative tension between the diagonals (IS versus EN, and IN versus ES). For example, while the ISs are saying, “If it ain’t broke, don’t fix it!” the ENs are saying, “If it ain’t broke, break it!”. The INs may be so busy envisioning a possibility that they overlook the steps involved in its implementation—just the opposite of what the ESs are doing.

is Introversion - Sensing
Thoughtful Realists
Leadership
  • Through attention to what needs doing
Work Environment
  • Quiet, reflective, thoughtful
  • Hours that are regular and scheduled
  • Administrative focus: procedures are followed and exceptions noted
  • Reliance on written words and policies
 Individual Focus
  • Practical considerations
Learning Focus
  • What can be applied to current or anticipated needs
Learning Process
  • By reading and observing
 Organizational Focus
  • Continuity, such as in administration and accounting
Change
  • Comes from seeing the difference between what should be preserved and what could be changed
Motto
  • “Let’s keep it!”
in Introversion - Intuition
Thoughtful Innovator
Leadership
  • Through ideas
Work Environment
  • Quiet, reflective, thoughtful
  • Hours that can be sporadic
  • Quasi-academic focus: independent of procedures
  • Reliance on written words and research
 Individual Focus
  • Intangible thoughts and ideals
Learning Focus
  • Learning for learning’s sake, for the joy of creating something new
Learning Process
  • By reading and reflecting
 Organizational Focus
  • Vision, such as in research and development
Change
  • Comes internally from their visions of the future
Motto
  • “Let’s think about it differently!”
es Extraversion - Sensing
Action-Oriented Realist
Leadership
  • Through action, doing
Work Environment
  • Energetic, outgoing, active
  • Hours that are regular and scheduled
  • Implementation focus: time is spent out and about doing what works
  • Reliance on spoken words leading to action
 Individual Focus
  • Practical actions
Learning Focus
  • What is relevant that will help them do their job better now
Learning Process
  • By doing
 Organizational Focus
  • Results, such as in sales, production, and manufacturing
Change
  • Comes from getting things to run more effectively and efficiently
Motto
  • “Let’s do it!”
en Extraversion - Intuition
Action-Oriented Innovator
Leadership
  • Through enthusiasm
Work Environment
  • Energetic, outgoing, active
  • Hours that can be sporadic with bursts of energy
  • Cutting-edge focus: time is spent out there trying new things
  • Reliance on spoken words leading to possibilities
 Individual Focus
  • Systems and relationships
Learning Focus
  • What is engaging and fun that feeds their creativity and insight
Learning Process
  • By talking/acting through ideas
 Organizational Focus
  • Change, such as in marketing, promotions, and new ventures
Change
  • Comes from trying something different or novel
Motto
  • “Let’s change it!”