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Category: Jung’s Cognitive Style

  • Jung’s Cognitive Style 3

    In the last byte we looked at the sensing based cognitive styles of decision making. In today’s byte we look at the intuition based cognitive styles of decision making.

    Intuiting/thinking:

    These individuals focus on the alternative possibilities in a situation and then evaluate each of them in an objective and impersonal way. These individuals love to initiate ideas and they like to focus on the long term, they are also risk taking and innovative. These make them suited for new business development according to research. They however have the weakness of ignoring arguments based on facts and the feelings of others.

    Intuiting/Feeling:

    These individuals seek out alternate possibilities and also consider how these possibilities influence the people involved. This nature allows them to make participative decisions and also develop their employees with commitment. They however could make decisions based on personal preferences rather than a clear objective way. They are also found to be too responsive to the needs of others.

  • Jung’s Cognitive Style 2

    In the last byte, we began our discussion on the Jungian Cognitive Theory. In today’s byte, we look at two of these cognitive styles and try to understand about them:

    Sensing/ Thinking:

    These individuals relay on facts – they generally conduct an impersonal analysis of the situation and then go on to making an analytical and objective decision. The ability to get a clear, simple solution is of immense value in an organization. These people are extremely detail oriented and very rarely make any factual errors – their weakness however is that they may alienate others due to relatively less involvement of the interpersonal aspects in decision making.

    Sensing/Feeling:

    These individuals relay on information gathering but they judge on how the decision would affect other people involved. While they put a lot of weight on interpersonal relationships they do not lose sight of the practical approach to information gathering and problem solving. The strength of these individuals is in their ability to take care of the interpersonal problems while taking in calculated risks too. These people however might have difficulty accepting a new idea that breaks the rule in an organization.

  • Jung’s Cognitive Style

    In the last byte, we looked at the affect of escalation of commitment. In today’s byte, we begin our discussion on Jung’s Cognitive Style.

    Cognitive Style refers to an individual’s preference for gathering information and evaluating alternatives.

    Jungian theory gives us a frame to understand the way individuals understand and appreciate the differences in decision making. Carl Junk identifies two broad thought processes – one is the information gathering and the other is making judgements. An individual could gather information through two broad ways – sensing and intuition, he/she could also make judgments using two broad ways – thinking and feeling. This could lead us to see four cognitive styles:

    1. Sensing/Thinking
    2. Sensing/Feeling
    3. Intuiting/Thinking
    4. Intuiting/Feeling.
    Each of these cognitive styles has a definitive influence on managerial decision making – we shall explore this over the next few bytes.