Tag Archives: Social Sciences

Introduction to Socionics

What is socionics?

Socionics is a theory of human interaction based on fixed patterns of information processing known as “socionic types.” A socionic type (there are 16 of them) is a description of some very fundamental ways in which a person’s psyche works. These psychic qualities define to a large degree a person’s relationships with others, his or her perception of life as a whole, and the niche he or she strives to occupy among people.

Each person’s psyche is a lopsided construction that attempts to pursue certain kinds of information (stimuli) while minimizing others. This is what socionic type describes. This lopsidedness creates a need for social cooperation. The nature of close cooperation (relationships) between people depends on how well-suited people’s lopsided psychic tendencies are to each other. This is what intertype relations are about.

The origins of socionics

As the story goes, founder of socionics Aushra Augusta (she shortened her last name from “Augustinavichiute” to “Augusta” to make it easier for foreigners) was mulling over fundamental issues of human existence (“why are some relationships good and others bad despite everyone’s intention to have good ones?”) in Vilnius, Lithuania in the 1970s, when she came across a number of typological systems that influenced her thoughts — Kretschmer’s psychosomatic types (i.e. endomorphs, mesomorphs, and ectomorphs), Kempinsky’s (now a forgotten Polish psychiatrist) concept of “information metabolism,” and — most of all — Carl Jung’s typology of psychological types.

Augusta created symbols to represent the functions described by Carl Jung and — together with a circle of fellow researchers/hobbyists — eventually created what is known as the “socionic model of the psyche” — a neat description of the psyche where each of the 8 information elements has its place in each person’s psyche. This was quite a development on Jung’s typology and introduced many new concepts, including the mechanisms that explain how types interact.

Socionic types

The 16 socionic types differ on four axes (called ‘dichotomies’): rationality/irrationality, extraversion/introversion, intuition/sensing, and logic/ethics. Each type has one characteristic from each of the dichotomies, making 16 possible combinations. This does not mean there is a complete absence of the opposite mechanism, however. It means that one is more flexible and multi-faceted, while the other is more rigid and simplistic.

Although types often display similar values, life strategies, general behavior, and facial expressions, such traits such as IQ, musical talent, sports abilities, charisma, “personal power,” etc. are little related to type. A review of how socionists have typed famous people will demonstrate this. No type is inherently “predisposed” for success or failure in life. A common error of socionics enthusiasts is to try to relate non-socionic traits to socionic types.

In addition, socionics does not view type structure as being so rigid that a person can change little in life. One’s positive or negative thinking patterns, overall outlook on life, and emotional health are not tied to type and are quite flexible. However, socionic type is one of the things — along with inborn physiological traits — that does not change, even if outward behavior, emotional states, and attitudes do. Socionic type describes psychic mechanisms so “deep” that they are difficult to gain a full awareness of, much less modify in some way (but then, why would you want to modify them??).


Intertype relations

The basic difference between socionics and other typologies is socionics’ theory of intertype relations. Socionics is not a typology of personality, but a typology of perceptual traits that define one’s relationships with others. Hence, we should not be surprised to see significant personality differences between individuals of the same socionic type — as long as we see that there is a similar pattern of intertype relations.

Intertype relations describe the nature of interaction and information interchange between two people at a close psychological distance by describing how partners’ psychic functions interrelate. These socionic relationships range from very difficult and potentially harmful to one’s self-realization to very beneficial and pleasant to the psyche. Intertype relations most influence one’s informal relationships with others, where one chooses friends based on pleasure and mutual benefit (cooperation).

Duality and dual relations

Socionics_duality_ILE-SEI   ILE & SEI

A unique aspect of socionics is the discovery of complementary psychic structures. Jung and his followers recognized a particular attraction between individuals with certain leading functions, but these observations were not developed into a full-fledged theory, and the Meyers-Briggs system does not seem to address them at all.

Each of the 16 socionic types has its ‘dual’ type. The essence of dual relations is that the natural information output of one type is the preferred information input of the other. Having a dual or dual around stimulates one to use one’s strengths as much as possible. Even their mere physical presence tends to exert a calming and balancing influence. Dual relations develop around the strongest functions of each partner and keep mental and physical functioning balanced, while directing partners’ energy towards constructive and rewarding activities.

Socionics and the MBTI

At some point Augusta and her associates learned of Isabel Briggs Myers’ and her mother Katharine Cook Briggs’ development of Jung’s typology across the ocean in the United States. Newcomers to socionics in the West often have to face the difficulty of trying to distinguish between the two typologies. They are fundamentally different and cannot be treated as “the same types, but with different type names.”

Those who look deeply into socionics and the MBTI recognize that socionics’ theoretical apparatus is more systematic and logical in nature — and simply larger. Indeed, socionics was created by a “thinking” type, while the MBTI was created by “feeling” types (a quick review of sites on the two fields will make this clear). That is just the beginning of the differences.

I personally, of course, find socionics to be a big improvement on the MBTI, but I’m sure there are ardent followers of the MBTI that hold the opposite opinion.

The four socionic dichotomies appear to be very similar to the dichotomies used by the MBTI system. However, close inquiry reveals that there are many subtle differences. If you assume the dichotomies are the same and equate each socionic type to an MBTI type, some socionic types will overlap to a large degree with their MBTI counterparts, others will partially overlap, and yet others will seem to be completely different. If the types were truly equivalent, a similar theory of intertype relations would have arisen in the MBTI system — but there is none. On the whole, MBTI and socionics types seem to correlate in roughly 30% of cases. That is not nearly enough to consider the two typologies close approximations of each other.

The socionics community

There is a large socionics community across the Russian-speaking world. In many if not most large cities of the former Soviet Union there are people who hold evening classes on socionics and social gatherings for people interested in socionics. Centers of socionics are Kiev (Ukraine), Moscow and St. Petersburg (Russia), and Vilnius (Lithuania). Here socionics conferences take place where socionists present and discuss papers and studies and most books on socionics are published (there are now maybe 40 or 50 books on socionics, primarily in Russian, but also with a few in Ukrainian and Lithuanian).

At the same time, socionics is a decentralized field of study. There is no central body that is universally recognized as the single authority in the field or that dictates methodology, type identification, etc. Socionics arose outside of the academic world (although Augusta was a sociologist) and has not yet obtained official academic recognization, though it is now often mentioned in psychology courses in universities around the former USSR. Competent and respected socionists generally are known in the community and publish in community journals and participate in seminars and professional dialogue.

Socionics is held together by numerous enthusiasts and scattered professionals — who publish books and journals, teach courses, diagnose types, and consult individuals, families, and even entire organizations.



The ENTP Personality


ENTPs love telling conceptual stories. They will often go off at tangents, weaving apparently contrary pieces of information into a conceptual whole, bringing others in and teaching them in the process.

Curious, communicative and challenging, the ENTP loves intellectual debate, is spontaneous, (at times shockingly so), and assertive. They have a kaleidoscope type vision, seeing all the disparate parts and then, in one twist, pulling them all together into something often quite wonderful.


These characteristics also mean the ENTP can be intellectually promiscuous, enjoying one new experience after another, one new idea after another and constantly looking for bigger and better things. They are also better at the ‘front end’ of projects and may lose interest once the first fascination has passed.


The ENTP is expedient, will disregard rules, regulations and even obligations and follow their own instincts and urges.

ENTPs are usually verbally as well as cerebrally quick, and generally love the chaos, to argue and engage in robust discussions often for its own sake, and to prove their often impressive skills. They tend to have a perverse sense of humour as well, and enjoy playing devil’s advocate. They sometimes confuse, even inadvertently hurt, those who don’t understand or accept the concept of debate or argument simply as a ‘sport.’ ENTPs are as creative and ingenious at problem-solving and verbal gymnastics, as they are bored with the routine, the detail and the ‘this has been done before.’

ENTPs are excitable and this excitement is very often contagious. They have ‘the gift of the gab,’ and are at ease in social situations, winning people over and can adapt to any level and any conversation – if it interests them. They are generally confident and have the ability to look far beyond the present, the mundane, the facts and the horizon. However their very inferior sensing function, and dislike of closure, often means that their dreams, aspirations and ideas may come to nothing as they can lack the propensity for follow through and the attention to detail required to ‘complete.’

This does of course make the ENTP very flexible and they have the ability to change tack in a nano-second much to the consternation of those following, who ask ‘but I thought we were going in that direction?’ Rules are there to be (gently but firmly) bent; they like to get their own way and will happily rationalize, intellectualize and build a new and Cartesian argument to prove they were right. Of course next week they may change their minds because ‘right’ for the ENTP is about what is right for ‘now.


Curious, child-like wonder characterizes the ENTP, they are flexible, open-minded and love possibilities. They tend to see everything as a challenge, seeing opportunities even in the most difficult of circumstances. The desire to ‘keep the plates spinning,’ and explore as many options as possible means that the ENTP may be too slow to get to closure or make the call and this can work against them in actually getting things done. Being an ENTP they tend to be shrewd enough to realise their failings and they do have the ability to do something about it – but only if they choose!

ENTPs are optimists, and major setbacks tend to be seen as challenges, and tackled with determination. But smaller, less significant issues can really get to them and see them becoming scratchy and impatient. ENTPs can at times display impatience with those whom they consider wrong or less intelligent, and will on occasions show little restraint in demonstrating this. However, there is an enjoining, charming quality to the ENTP, which is generally sustained even when life is providing them with more than enough ‘challenges.’

In terms of their relationships with others, ENTPs are capable of bonding very closely and quickly. ENTPs are also good at acquiring friends who are as clever and entertaining as they are. ENTPs are nothing if not unique. Making, discovering and developing connections between and among two or more of anything is almost automatic. ENTPs are in the business of change, improvement, and radical experimentation.

Visual Identification of Personality Types

The link I share is the type that I am, Ti-ENTp. Here is the other type of ENTP, called a Ne-ENTP. They all look and act the same!!

It’s like I’m discovering a scientific breakthrough, here.

All the Ti-ENTPs have thin faces with dark hair and a skinny complexion. They are all big science / inventor geeks and intellectuals.

All the Ne-ENTPs are mostly comedians or actors, and almost all of them have reddish hair / reddish tinted bodies.

All the Ti-ENTps act and even look similar to me.

This ain’t the zodiac, my friends…

There’s some real science behind this. Who dares continue on the research that was started so long ago? Who dares to answer the question of why we are different / unique and how that we are built to perform different functions in society…

I mean besides me, lol… I need a team!


This is Me – an ENTP’s Personality Breakdown



This personality profile fits me perfectly, with a few exceptions. But, you could read that and say “YEP. That’s +Chris Hoeller ”

ENTPs are highly dynamic individuals who typically say, “If at first you do not succeed, try whatever is next or just move on.” You are happiest living on the edge of the future.  For you, life is one delightful game.

You function continually in the realm of the possible and when absorbed in your latest project, you can think of little else. With an energy level sometimes exhausting to behold, you are virtually tireless in the pursuit of your latest goal- as long as your interest in the project holds.

You are a devoted explorer of a world where peering through the mists of the far horizon is your primary interest. In your quest for new ideas, adventures, and absorbing projects, you continually learn that your goal loses its attractiveness after you solve the major challenges and problems, or as soon as it degenerates into a predictable routine. When the end is in sight and your interest wanes, it can be difficult for you to muster enough self-discipline to see the task through to completion.

You are a terrific initiator who often artfully hands over half-completed projects to a “detail oriented” colleague or associate to finish. But the dedication and self-confidence you exhibit are infectious and therefore you tend to have devoted followers. You have the ability to be a guru for those who lack your talent, perseverance and personal drive- you are well suited to lead.

You tackle an amazing variety of problems with ease; the breadth of your interests is your strong point. Being able to exercise this variety, flexibility and versatility in your nature is the primary key to happiness in your life.

As a Thinker, you are an independent character, who can feel good about yourself with or without approval from others. Many individuals with your personality style enjoy a role as a renegade. Even though you are probably your own best critic, it will be very valuable to solicit and listen to the opinions of others whom you respect before high-tailing it off to your next all-absorbing project. People contain tons of useful information, even though you may find it difficult to find others who can keep up with your quick mind and rapid-fire ideas.

When you are not actively recruiting followers to work on your latest cause, or when you are being consumed by your current interest, your impersonal attitude toward people and short attention span in human relationships can make you appear outwardly cool and distant.  You value logic over sentiment and it is sometimes impossible for you to appreciate how others value emotion.  You do, however, have the necessary personal and communication skills to connect with people when you want. Even though you might not employ them often enough, you do know the value of eye contact, body language, a little recognition and a fond personal address when speaking with someone.

In the working world, you will find that your Extraversion is an asset when dealing with both variety and action.  In tasks requiring quick decisions and fast action, you reign supreme.  However, you must constantly be on guard not to act too quickly, particularly without thinking things through completely before you dive into action. If the nature of the work itself is slow, or if it involves long term projects, you may need to devise a few tricks to ward off boredom. Otherwise, your efficiency may suffer.

You may have already found it to be helpful to surround yourself with a few “practical types”- people who look at things with their Sensory capacity. While you may find this difficult- since Intuitive people usually prefer the company of other, like-minded souls- you will probably find their counsel valuable.  An Intuiting person with a Sensory type partner may achieve more than the Intuitive alone, since facts and details will not be overlooked along the way.

You are an Intuiting person, who scans the horizon searching out the possibilities in a situation, rather than staring down at the pavement. This quality prepares you well to be an inventor, explorer and visionary. Your interest lies in new ideas and theories and you bring together a great deal of energy, patience and fortitude when digging in to solve new problems.

Your Perceiving side is open to changing situations. In fact, you may even enjoy tasks requiring repeated revisions. Diversity at work is enjoyable and you have no trouble shifting gears from one assignment to another. On the other hand, your Perceiving nature may instigate too many changes without being asked, revising when unnecessary. If you are not careful, many of those self-started activities could wind up in a desk drawer, first postponed, then forgotten.

Your inner world is one of thought, analysis and concentration. You are a Thinker, with your mind constantly going like a busy computer. In love with learning, fascinated by the very concept of intelligence, your Type seems to have an inner drive toward performance and a highly self-critical nature that continually drives you toward self-improvement. You are able to develop considerable detachment from your own work and to subject it to the same scrutiny you apply to all intellectual matters.

You are also supremely self-confident and your intellectual ability provides the substance you need to accomplish virtually anything you wish in life. Periodically, however, you are plagued by the recurring thought that you are somehow on the brink of failure and that you might not achieve your personal goal this time. You are a tough taskmaster and critic of yourself. You need to learn to give yourself a break.

Your outgoing personality prefers working with human companionship. You may wish to think long and hard before accepting a job or work assignment that forces you to work in isolation. Choose a job that lets you use your abilities to understand, predict and explain reality. Just try not to get so caught up in the world of ideas that you miss out on directly experiencing life. You may often find yourself living more in the future than the present.

Being an inventor or a promoter may attract you and, most likely, in whatever work you choose, there will be a bit of the inventor/promoter in whatever you do. Watch out for times when life forces you to work at a job that demands you make detailed observations and keep track of facts and figures.  You will do better to target yourself towards work that involves the big picture and bold concepts, not details and precise facts.

Look out if life corners you into an overly bureaucratic institution. You will be interested in ideas, research and development, inventive marketing or promotions- and you will pursue your interests by thinking less about the rules, procedures and chains of command and more about the end goal.  When you find that perfect job, employer or co-workers, you will be valued for the glittering bundle of intuition you provide as a catalyst to innovation and creative solutions.

Life craves people like you and institutions need people like you, although both may give you a hard time now and then. Even if you personally never get the pleasure of seeing your ideas put into action, the probability is good that your innovations will eventually trickle into the mainstream.  In the long run, you will be wise to choose a career where you have autonomy over your work and where you have the fellowship of other creative, like-minded people who also admire ideas and prefer to work in less structured and non-confining organisations.

Contributions to an Organization

Each of the sixteen personality types has their own styles, strengths and blind spots.  The following items are the more obvious skills and talents you bring to an organisation, group or relationship.  These are your strengths.  Strengths often can turn into weaknesses if over-used and over-relied upon.  But used well, these strengths and talents can contribute to your success in career and relationships.

  • Is confident, dynamic, energetic and sparkling to be around.
  • Views work as one stimulating and adventurous challenge after another.
  • Brings infectious humour and dynamism to tasks.
  • Delights in troubleshooting and conquering major problems.
  • Inspires self and others to go beyond stated goals.
  • Thinks conceptually and is skilled in analysis.
  • Generates creative ideas and is highly innovative.
  • Ingeniously discovers new methods and processes.
  • Is extremely flexible, versatile and embraces ambiguity.
  • Finds start-up projects exciting and routine processes boring.
  • Likes achievement.
  • Seeks to become more and more competent in work.
  • Delegates details of the vision and its implementation to others.
  • Brilliantly perceives market trends, future designs and products.
  • Goes for, and is excited by, the big picture.
  • Is alert and outspoken.
  • Encourages and rewards risk-taking.
  • Easily takes initiative and instigates change.
  • Is loyal to the movers and shakers of an organisation.

Your Leadership Style

Each personality type has its own leadership style, strengths and blind spots. The following highlights your approach to leadership, provides clues as to how you will act in a leader role, and pinpoints some of your leadership qualities.
Acts as the visionary for a group or organisation.

  • Persuades and inspires others with enthusiasm and imagination.
  • Can readily become engrossed in a project that interests them.
  • Prefers to ignore standard or traditional paths in accomplishing long-term visions.
  • Prefers precision and is irritated by inefficiency, errors and extraneous information.
  • Is enlivened by formulating theories and constructing models or systems.
  • Excels in crisis situations, seeing them as challenges to be overcome.
  • Is unafraid to take risks.
  • Promotes and rewards independence in employees.
  • Values ideas, energy, willpower and ingenuity in others.
  • Does not give and receive praise easily.
  • Easily takes the initiative to get a project going.
  • Believes power and authority are granted by competence, not title or tenure.
  • Expects to be obeyed, not questioned.

Your Communication Style

Effective communication is composed of two elements: how well you listen, and how you express yourself. Good communication skills are at the heart of success.  Being aware of how we communicate, how others communicate and how we prefer others to communicate with us, is a significant step in achieving this objective.  Your personality style has its own communication strategies that are more effective for you than other’s communication styles.
Speaks with passion and commitment.

  • Replies quickly, thinking on his/her feet; displays wit and word play in speech.
  • Prefers talking in person, not in written reports.
  • Likes brevity, succinctness, objectivity and mental exactness.
  • Detests excess information or material; may keep topics short.
  • Talks about, and is attracted to, insights and unusual approaches.
  • Frequently debates the pros and cons of various options, either internally or with others.
  • Offers presentations that can be highly complex and detail-oriented.
  • Will consider a schedule, but avoids and resists tight timetables.
  • Is persuaded through cool, logical analysis.
  • Persuades others through compelling explanations.
  • Sees the big picture and future destinations and presents these first.
  • Talks continually of larger possibilities and alternatives; presents information as always tentative, adaptable and changing.
  • Likes to discuss future challenges.

Problem Solving Style

Different people solve problems in different ways. Based on your personality type, you will probably use the following methods and skills in problem solving:

  • Loves to find ways around obstacles.
  • Wants the rationale behind the data.
  • Unceasingly questions all the possibilities in seeking alternate solutions.
  • Attempts to find other situations similar to this problem.
  • Is sceptical of information until it is validated.
  • Focuses on understanding and comprehending the entire situation before examining the specifics.
  • Wants to know if there are greater implications beyond the obvious.
  • Debates the pros and cons.
  • Seeks to understand what is alluded to by the facts and compiled information.
  • Begins by looking at the big picture, next applies logic, then considers the impact for people and finally looks at the facts.

Stress Profile

Stress plays a significant factor in our abilities to be effective at work and have healthy sustainable relationships.  The greater the stress, the harder it becomes to maintain quality work and quality relationships. Each personality type has strengths and blind spots.  Under stress, blind spots emerge and people rely on their least favourite functions to operate. Below are a few clues as to how stress affects your particular personality type (Note: you and one other type have matching patterns in manifesting and managing stress, so you may find someone with an almost identical profile).


  • Being overextended and over-committed.
  • Neglecting needed food and rest, creating physical exhaustion or illness.
  • Doing detailed methodical step-by-step work over extended periods.
  • Continually managing episodes of red tape, bureaucracy and ‘senseless rules.’


  • Begins to lose their enthusiasm, optimism and energy for life – it is no longer fun.
  • Starts to withdraw and becomes depressed, sad and despondent.
  • Turns very picky, finicky, irritable, rigid and crabby.
  • Verbal skills decrease and talking with others becomes difficult.
  • Grows overly emotional, believing no one understands or cares about them.
  • Becomes exceedingly analytical, literal and insensitive toward others.
  • May obsessively clean, organize files, checkbooks, calendars, or create detailed to-do lists.
  • Escalates small issues into major problems.
  • Takes narrowly focused data and erroneously projects it into a vague and gloomy future with few choices.
  • Physical sensations, real or imagined, are spun into a horrible and serious illness.
  • Leads to self-neglect and if prolonged, eventually becomes ill.

Gaining Equilibrium

  • Doing meditation or taking some time out to reflect.
  • Being left alone by others so their episode can ‘bottom out.’
  • Taking relaxing walks in nature.
  • Exercise, sleeping more, eating better foods, or having a massage or bodywork.
  • Talking to others without judgement or advice being offered.
  • Analysing events and determining priorities with a close but neutral friend.
  • Unobtrusive help with details.


  • Taking better care of themselves physically.
  • Recognizing their need for solitude and quiet time by themselves.
  • Appreciating the management of details and developing better organizational skills.


People are usually most effective when their environment matches their preferences and work style.  When a good match is not present, it will be more difficult to achieve results.  Below are some of your work preferences and key characteristics that you look for in work, or that you try to avoid.  These key characteristics also indicate how you would typically like to be managed or related to.  If you find these comments of value, it might be very worthwhile to share and discuss this section with your manager.

  • Looks for moments to foster independence in others.
  • Needs freedom to manoeuvre, unfettered by rules, regulations and procedures.
  • Revels in designing plans and projects, building theoretical and conceptual models and overcoming limitations.
  • Enjoys the absence of routine and bureaucracy.
  • Emphatically resists being over-controlled and over-managed.
  • Does not respond to coercion, pomp and assigned authority.
  • Excels in situations where trouble-shooting and change are necessary.
  • Soars in environments where change, flexibility, risk and competency are present.
  • Prefers working in start-up and entrepreneurial phases of a project, not in the implementation.
  • Appreciates opportunities to use his/her conceptual skills and creativity.

On a Team

Some people work well on teams, others work best on their own. Understanding the personality types of team members provides information about how individuals are likely to carry out their work and interact with each other. Given your personality preferences, the following are the strengths and possible blind spots you will most likely bring to a team:

  • Supplies clear ideas and inventive new insights.
  • Contributes elevated degrees of enthusiasm and energy.
  • Provides analysis, solutions and identifies opportunities.
  • Brings different viewpoints and information to the table.
  • Questions and examines different pathways and possibilities.
  • Dares the group to go beyond the status quo.
  • Focuses on future possibilities, not current limitations.
  • Sometimes presents too many possibilities and concepts, possibly overwhelming others.
  • Is apt to grab the limelight with so much energy and enthusiasm.
  • Irritates others by editing everything down to a theoretical model.
  • Becomes frustrated with others who do not look at new prospects or fail to have a “can-do” attitude.
  • Wants others to be able to discern the trivial from the important.
  • Can be irritated by others who do not think abstractly.

Learning Style

For many years it has been known that different personality types have different ways of learning.  Knowing how a person learns is a big advantage for structuring on-the-job training or classroom instruction.  Once again, you may find this section valuable to share with your manager.  Your learning style is as follows:

  • Is passionate about learning and enjoys competition and stimulating environments.
  • Suffers in highly structured, rote and fragmented learning situations.
  • Needs to grasp the model inherent in the material before proceeding.
  • Finds future-oriented theoretical questions and essay exams the most appealing.
  • Is easily bored once the major problems or challenges are solved to his/her satisfaction.
  • Enjoys challenging instructors and classmates.
  • Learns through participating in discussions plus questioning and challenging others.

Opportunities for Growth

As we have said before, each person has his or her strengths and blind spots.  Sometimes strengths are over-used and become blind spots.  We tend to simply ignore other modes of being as we rely on our favourite preferences.  When our strengths are over used, they can become our only tools, possibly becoming irritants to others, or blocking out other possibilities and choices that we may have when responding to situations.  As we grow and mature, it is important to pull back from our favourite ways of doing things and build skills in the areas of our least favourite preferences.  We thereby become a more balanced and versatile individual.  The following suggestions address some of your more obvious blind spots and are areas to pay attention to if they have been ignored up to this point:

  • Remember the importance of human needs and feelings in projects- not everything is cool, logical reasoning.
  • Try to thaw out a bit when talking with others- listen more and debate less; others can sometimes see you as critical, impersonal and distant.
  • Learn to exercise greater patience with others who are different from you and who bring different talents to the table.
  • Pay more attention to details and project follow-through.
  • Learn to surround yourself with more structure so that projects are completed.
  • Practice setting more realistic goals and time frames- try doubling the time you think it will take.
  • Focus on finishing current projects before moving on to new ones.
  • Balance staying in the present with being in the future.
  • Build greater tolerance for the organisational system- learn how to use rules and regulations to advance your work, not hinder it.
  • Remember that asking questions does not reflect negatively upon your competence.
  • Recognise and listen to others’ suggestions; accept that it is OK to not know everything.
  • Temper your competitive edge – it is not always useful.
  • Give more recognition and appreciation to others.
  • Practice giving your inspirations, analysis and models a day or two of rest- you may spot real flaws and have them make a better fit when you return to them.
  • Be wary of overextending yourself with your excitement over possibilities and new projects.

ENTP vs ENFP – Two Distinct Breeds of Extraverted Intuition

Similarities and Differences

The ENTP and ENFP are similar in many ways. They both share the same dominant trait of Extraverted Intuition (Ne). The difference lies in their second cognitive function, The Supporting Role, which creates two unique types, as similar as they may seem to be on the surface.

Similarities – Extraverted Intuition as the Dominant Function

  • Relaxed, nonjudgmental, non-aggressive look and demeanor.
  • Person is easily intrigued, starts new things very easily, and always has energy for new beginnings.

  • Relaxed posture and open and easy-going look most of the time.

  • Very often enthusiastic, but rarely physically robust or vigorous.

  • Like to have spontaneous moments rather than traditional / planned situations or “proper” behavior.

  • Spontaneous behavior and the absence of social masks serves to convey one’s “true” self to others. A concern with “proper” behavior only serves to mask the true self.

Extraverted Intuition (Ne) implies a rejection of the Intraverted Sensing (Si) in one’s behavior. Therefore, Ne types try to interest others with thoughts, insights, and a particular vision of things and not through material means or by exerting a direct physical or visual impact on others.

Extraverted Intuition (Ne) types “drop out” of situations (and their eyes glaze over and stop “seeing”) because they generally are abstracted from physical stimuli and are thinking about intangible characteristics of the situations they are in. The eyes remain open, but the visual stimuli is not reaching the conscious mind.

Extraverted Intuition (Ne) implies an ability to recognize and develop high-potential situations, people, and ideas – hence the innate enthusiasm, openness, and the ability to become intrigued and intrigue others. Ne implies attentiveness to the unseen essence of things, and Ne types want to have their essence come through to others.

Differences – Intraverted Thinking vs Intraverted Feeling as the Supporting (Auxiliary) Function

ENTP – The Visionary

  • Explorer Inventor
  • Enthusiastic Innovator
  • Inventor
  • One exciting challenge after another
  • Progress is the product
  • Relationships are just another challenge
  • Answer the questions and question the answers
  • Precocious Planner

Explorative; lighthearted and detached curiosity; focused on interests and ideas; usually upbeat and good-natured.

The theme for ENTPs is inventing, finding ingenious solutions to people and technical problems.Their talents lie in developing ideas into functional and innovative applications that are the first of their kind. They thrive on finding new ways to use theories to make systems more efficient and people better off. They have a hunger for new projects.

ENTPs have faith in their ability to instantly come up with new approaches that will work. Engineers of human relationships and systems as well as in the more scientific and technological domains.

ENTPs tend to smile the same way most of the time, and don’t use all the muscles of their face. This shows that they are little concerned with being agreeable or emotionally involving others. ENTPs have a more distant and detached look than ENFPs.

  • Ti seeks precision, such as the exact word to express an idea. It notices the minute distinctions that define the essence of things, then analyzes and classifies them.
  • Ti examines all sides of an issue, looking to solve problems while minimizing effort and risk. It uses models to root out logical inconsistency.

  • ENFP – The Inspirer

    • Discoverer Advocate
    • Journalist
    • Champion
    • Giving life an extra squeeze
    • People are the product
    • You can never be too close
    • Pied Piper

    Playfulness; tinge of irony; acceptance; frivolous; warm curiosity about people and relationships.

    The theme for ENFPs is inspiration, both of themselves and others. Their talents lie in grasping profound significance, revealing truths, and motivating others. They are very perceptive of others’ hidden motives and purposes. ENFPs are Interested in everything about people and their stories, as long as they are genuine.

    ENFPs have a contagious enthusiasm for “causes” that further good and develop latent potential and the same zeal for disclosing dishonesty and inauthenticity. They are often moved to enthusiastically communicate their “message.”

    ENFPs tend to have a wide, “sincere,” likable smile and to show a wide range of facial expressions. ENFPs have softer expressions than ENTPs, often tilt their head a bit to the side to show their interest in people.

    ENFPs reflect their mood on their face more than ENTPs. At the same time, they are usually somewhat emotionally subdued and do not show powerful passions in their face or movements.

    • With a supporting tole of Intraverted Feeling (Fi), ENFPs are attuned to other people’s feelings and sentiments and are generally aware of people’s emotional response to them.
  • They feel responsibility for the emotional climate of situations they are in and soften these situations by being emotionally open and showing their inner feelings on their face.

  • Fi filters information based on interpretations of worth, forming judgments according to criteria that are often intangible.

  • Fi constantly balances an internal set of values such as harmony and authenticity.

  • Attuned to subtle distinctions, Fi innately senses what is true and what is false in a situation.




    Similarities between AI and the Human Mind

    The main distinguishing feature between the human mind and AI is consciousness (Frantz, 2003). While it is true that computers are far from being fully assimilated to the human brain, advances in the field of AI shed light on many features of the human mind that were previously unknown and that is a reliable indicator that there are innumerable similarities between the two.

    The most obvious contrast is the brain and mind in humans compared to hard drive and software in computers. Brain is the entity responsible for storing information and executing the mechanical aspect of information processing while the hard drive carrying the same function in computers. The mind on the other hand is responsible for directing the brain on what, which and how to process the vast stored information in the brain while the software executes similar function in computers.

    More interesting is the fact that information is received and processed by humans much the same way as is with AI. The learning process for example involves three steps: acquisition, storage and retrial of information (Frantz, 2003). Though humans can acquire information through natural senses such as sight and hearing and AI conventionally acquires information through input devices such as the key board on a computer or a scanner on the cash register, the gap between the two means of information acquisition is being bridged.

    On the other hand, storage of information and its retrieval is carried with astonishing ease in AI compared to humans and in fact storage and retrieval in AI is far more efficient and often that makes it out perform humans in problem solving (Pinker, 1997).

    There is a difference in processing speed which might indicate that operation mechanisms are different but the end result isn’t much different. The feelings of touch and smell are being now perfected in machines which denote the possibility of complete assimilation in the years to come. The variance in the abilities of each will be discussed elsewhere in this paper but the point we stress here is the fact the sequence of events in the process of learning is similar, at the very least on the sequence of events involved in learning.

    Humanization of Robots

    Many observers in the field agree that AI is hugely reliant on brute force calculations rather than strategy (Belsie, 1995). There are examples proving that computers are becoming increasingly strategizers rather than just information processing machines. As noted by Frantz “the ID3 algorithm not only diagnose soybean diseases with an accuracy which would make most any psychic jealous, but it does so with maximum efficiency. That is, it asks the right questions in the right order so as to make the diagnoses in the minimum amount of time” (Frantz, 2003). He contends that AI has discovered patterns in data and discovered tactics in chess that humans never though of.

    While past decades have seen massive improvements in robotics, AI has a long way to reach the abilities of the human brain. Some of the areas of improvements are as follows: First, AI lack consciousness, that is to say computers require massive advances before they attain the ability to be aware of the world around them. Being fully conscious would mean that computers are able to make decisions that have not been pre-coded in them. They also lack more incalculable functions such as “musical and artistic aptitudes” that humans enjoy. They are still in their dark ages when it comes to responding to emotions such as smile and tears. Kurzweil calculates that in order for robots to reach these abilities they would require a calculating power of at least 20 billion calculations per second which conventional silicon chips are far from realizing (Kurzweil, 2000).

    Such assumptions indicate that even the most mysterious of feelings such as love are just basic number crunching carried out in a more intense, faster and massive manner. Second, AI is far from realizing the ability necessary for survival that the human brain takes for granted; namely the ability to repair faulty parts when necessary (Setton, Dolly, Forbes, 2001).

    Third, whereas AI are mainly depended on brute force calculations, humans make good amount of their decisions based on intuition which is defined as analytical thinking that is imbedded in habit so that when faced with similar situation recalculation is no longer necessary and action is taken spontaneously (Belsie, 1995).

    The above are some of the interesting phenomenon that AI lack and which the human mind exploits regularly, but they are not by any means a complete list.

    Artificialize-tion of the Human Mind

    Having established the brain muscles that are lacking in the artificial brain lets now explore the opposite, strengths of robots that could make humans super beings. AI is considered to be an absolutely pure cognitive power.

    In its ability to execute “what if” questions in a manner and speed which humans are far sloppier and slower, AI has indeed the edge in terms of speed and efficiency and has proved itself in chess competitions against world champions such as Kasparov (Pinker, 1997). It already carries most of the cognitive work that would have been impossible for humans to handle. In almost all the fields that humans need for their survival AI is employed.

    In our field of psychology there is ample opportunity to benefit from AI’s ability to function rationally. For example, it could help us combat relapses of mental illnesses that have already been treated or just a good advice read from a self help book and accepted as rational but which we fail to follow once under enough pressure. Imagine a brain so fast that once a lesson has been learned on how to handle a particular interpersonal situation the response will always be carried out in a computerized manner! For instance, if our professor has learned that snapping at a student because she presented a sloppy paper is grossly unprofessional but repeats the behavior, our professor could benefit greatly from improvement in the “if this” then “that no matter what” processes; in which case he will always react according to acceptable professional customs. We would no longer have to deal with the pain of repeating same foolishnesses as we often do.

    Perhaps the most important feature in which AI is superior to humans is its ability to share knowledge; what one computer knows can easily be transferred to millions of machines (Kurzweil, 2000). The point here is that our inability to have brute rational strengths that AI has, renders us victims of emotions and are bound to run into same situations and repeat same errors; sadly enough, in some cases those errors result in wars, famine and much suffering for humanity.

    Artificial Intelligence-Mind Interface

    Humans created AI and ironically, as detailed above, the human brain might actually realize improvements by aid from its own creation; a creature that could transform humans into some sort of super human creature or even affords them some god-like qualities. While that may sound like a cheap joke, scientists from the computer field and neuroscientists are hard at work to transfer strengths of each side to the other. Kuwato Robotics of Japan have produced most advanced robots and contend that they are increasingly learning from them on how do certain human function take place.

    By understanding how robots function they are optimistic that they will gain more “insights into how people think, make decisions and interact with the world” (Huang, 2005). Computers that are more humans and humans that are more computers is an actual science with clear sets of goals and ambitions.

    Scientists believe that by reverse engineering the human brain it is feasible to achieve the humanization of robots. By humanizing robots, the possibility for transferring AI abilities into humans becomes a reality. At present this is of course a science that is more fiction than facts however, the mere fact that scientists have valid theories on how to create an electronic organ that is similar to the way the brain is made gives us hope that we will get there.

    For example scientist know that “if a machine that matched the brain was built, mapping 10000 billion neurons, each with about 1000 connections, and assumed that a function of each connection could be represented by one bit, it would need ten square meters of silicon at today’s electronics density rates” (Kavanagh, 2005). Managing to realize such calculations does give a basis for exploring the human-machine interface and open up a door way much as reaching mars gives hope for reaching the sun. If we consider that scientists have made enough progress to allow the brain to control artificial limbs, it is a very encouraging factor that human-machine interface is a possibility (Huang, 2005).

    If we reach that point we would be in a “positive” vicious cycle whereby humans are improved by AI and vice versa and perhaps humans have by now managed to bring AI to a point where it has become a tool for their own evolution into super humanity.

    Conclusion and Summary

    Much progress has been realized in the world of AI which in turn is proving essential in the understanding of the human mind processes and structure. Human mind is superior to AI in many ways such as consciousness and intuitiveness. On the other hand, AI possesses a more brutal form of rationality which renders it quite beneficial in those functions which require speed and accuracy.

    The possibility of AI and Human brain gaining improvements by learning from one another or otherwise borrowing features from each other are promising and could lead humanity to a world far different from what we experience today. A world where machines feel more and humans feel less and think more.

    It is interesting note of introspection that humans could one day afford robots the ability to love or ability to kill and enslave. Even more interesting is the prospect of reaching a point where humans can selectively choose which stimuli affect them emotionally. So that just as AI functions according to the software’s demands so humans might be able to suppress certain desires such as sex selectively and have only their spouses able to stimulate them sexually.

    It is also quite interesting to consider that AI could one day help us become more saint-like.




    Research on the function of the human mind and Artificial Intelligence (AI) suggests that the similarities between the two are far more profound then ever envisaged. The main aim of this report is to asses the processes involved in the function of the brain and of AI. With the idea that Mind = Software and Brain = Hardware in mind, a thorough discussion will ensue to highlight the similarities and differences between human and AI information processing qualities. Attention will be given to the possibilities of that advances in the field of AI has had a significant impact on our understanding of how the human mind functions and the effect of our understanding of the human mind in aiding scientists to excel in the field of AI. The sheer possibility that brain know how can improve the field of AI and vise versa makes it a central discussion in…

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    The Ideal Future Problem Solving Team

    Creating the idea problem solving / future trends team is pretty simple. In fact, simplicity is an important aspect of success. Understanding these basic principles, can differentiate between a game-changer or complete bust.

    The Mind

    Size Matters

    With a future focused, problem forecasting, and solution creation team, you can’t have too many open minds at the same time. The ideal size is a minimum of three and a maximum of five team members.The people involved will all have the same goal of future problem solving, but by having too many divergent ideas in the same room, an unorganized, directionless discussion will develop quite quickly. So keep the team 3-5, and you’ll be in a great place.

    Personality Matters

    Let us pretend when have a three person team. The personality type of each person greatly changes the social dynamics of the group. It’s extremely important that all team members share the same overall goal, which is to solve a huge problem and to build a better future. However, it is equally important for a diversity of personality types.

    An Example of a Future Problem Solving Team

    Future Problem Solving

    1. The Visionary

    • Idea people.
    • Their perceptive abilities cause them to see possibilities everywhere.
    • Primary interest in life is understanding the world that they live in.
    • Constantly absorbing ideas and images about the situations they are presented in their lives.
    • Extremely quick and correct in their ability to size up a situation.
    • Flexible and adapt well to a range of tasks.
    • Get excited and enthusiastic about their ideas, and are able to spread their enthusiasm to others.
    • Following through on the implementation of an idea is usually a chore.
    • Extremely visionary, inventive, and enterprising.
    • Fluent conversationalist, mentally quick, and enjoy verbal sparring with others.
    • Live in the world of possibilities, and become excited about concepts, challenges and difficulties.
    • When presented with a problem, they’re good at improvising and quickly come up with a creative solution.
    • Creative, clever, curious, and theoretical.

    2. The Strategist

    • Capable of turning the big ideas or concepts and breaking them down into a workable plan.
    • Ability to challenge the Visionary, while still remaining a respect for them.
    • They aren’t the best at coming up with the ideas, but they quickly become enthusiastic.
    • Once they fully comprehend the idea, they are fantastic at working out possible plans to carry out the ideas.

    3. The Duty Fulfiller

    • Serious and quiet, interested in security and peaceful living.
    • Extremely thorough, responsible, and dependable.
    • Well-developed powers of concentration.
    • Usually interested in supporting and promoting traditions and establishments.
    • Well-organized and hard-working, they work steadily towards identified goals.
    • They can usually carry out any task once they have set their mind to it.
    • Have tremendous respect for facts.

    Shake It Up

    This is merely one example of a group with diversity, there are many ways you can try alternate teams, keeping a focus on making a team that’s diverse and have contrasting strengths and weaknesses. By keeping the team diverse, you create and environment of “accidental collaboration,” The opposing forces triggers a stronger team with a bigger potential.

    There are endless possibilities to try out, and I strongly recommend that you experiment a while to see what works best for you.

    The Beatles

    Each member possessed different personality type, which made them stronger together than they could ever be by themselves.

    • John was a visionary, abstract thinker, with a great deal of imaginary. However, he was not great at turning these ideas into the finished product. It a contrast of future thinking, and a propensity for randomness, adventure, doing whatever felt good at the moment. As a result, he wasn’t strong at getting his song concepts into a polished, organized, consistent product.
    • Paul was great at turning big ideas and creating ways to make them.
    • He loved the imaginative, big vision, but go his greatest pleasure from working out the instrumentation and details of the final songs.
    • George was an introverted person. He was very insightful, relaxed, and much more spiritual. He also shared in the big vision, but his primary focus came from throwing in a beneficial part here and there.
    • As a team member, George served as a balance to John and Paul’s aggressive, extroverted, and controlling personalities. George didn’t crave or care about control.
    • Ringo was great at route detail, consistency, and execution of the finished product.
    • It didn’t upset him that he would not start the project, bur he found his enjoyment from carrying it out.