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    Jungs Model PDF

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    Siddharth Chaudhary
    The Perception-Evaluation model of Jung (1923) describes how people gather and evaluate information through four orientations: 1. Sensing (S) focuses on practical details and facts, while Intuition (N) focuses on patterns and innovative ideas. 2. Thinking (T) uses logic and truth to evaluate situations, while Feeling (F) focuses on human values and creating harmony. 3. These orientations determine how people perceive and evaluate information, their ideal work environments, strengths, and potential weaknesses.

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    Jungs Model PDF

    Uploaded by

    Siddharth Chaudhary
    46 views2 pages
    The Perception-Evaluation model of Jung (1923) describes how people gather and evaluate information through four orientations: 1. Sensing (S) focuses on practical details and facts, while Intuition (N) focuses on patterns and innovative ideas. 2. Thinking (T) uses logic and truth to evaluate situations, while Feeling (F) focuses on human values and creating harmony. 3. These orientations determine how people perceive and evaluate information, their ideal work environments, strengths, and potential weaknesses.

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    The Perception-Evaluation model of Jung (1923) describes how people gather and evaluate information through four orientations: 1. Sensing (S) focuses on practical details and facts, while Intuition (N) focuses on patterns and innovative ideas. 2. Thinking (T) uses logic and truth to evaluate situations, while Feeling (F) focuses on human values and creating harmony. 3. These orientations determine how people perceive and evaluate information, their ideal work environments, strengths, and potential weaknesses.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    46 views2 pages

    Jungs Model PDF

    Uploaded by

    Siddharth Chaudhary
    The Perception-Evaluation model of Jung (1923) describes how people gather and evaluate information through four orientations: 1. Sensing (S) focuses on practical details and facts, while Intuition (N) focuses on patterns and innovative ideas. 2. Thinking (T) uses logic and truth to evaluate situations, while Feeling (F) focuses on human values and creating harmony. 3. These orientations determine how people perceive and evaluate information, their ideal work environments, strengths, and potential weaknesses.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    Perception-Evaluation model of Jung (1923)

    People gather Information through People evaluate Information through


    Characteristic
    Sensing (S) Intuition (N) Thinking (T) Feeling (F)
    Details, practical, action, Patterns, innovation, ideas, Logic of situation, truth, Human values and needs,
    Focus getting things done long-range planning. organizational principles. harmony, feelings,
    quickly. emotions.
    Time Present, live life as it is. Future achievement, Past, present and future. Past.
    orientation change, re-arranges.
    Pay attention to detail, Look at the “big picture”, Businesslike, impersonal, treat Naturally friendly,
    Work
    patient with details and do patient with complexity, others fairly, well organized. personal, harmony, care
    Environment
    not make factual errors. risk takers. and concern for others.
    Pragmatic, result-oriented, Original, imaginative,
    Good at putting things in Enjoy pleasing people,
    objective, competitive. creative, idealistic. logical order, tend to be form sympathetic, loyal, draw
    Strengths and tough minded, rational, out feelings in others, take
    objective, predict logical interest in person behind
    results of decisions. the job or idea.
    Impatient when projects Lack follow-through, Overly analytical, Sentimental, postpone
    get delayed, decide issues impractical, make errors of unemotional, too serious, unpleasant tasks, avoid
    Possible too quickly, lack long facts, take people’s rigid, verbose. conflict.
    weakness range perspective, can contributions for granted.
    oversimplify a complex
    task.
    Source:
    Hellriegel et.al.,
    1992  ST people rely on sensing for  SF people rely on sensing for  NT people rely on intuition for  NF people rely on intuition
    (adapted and purposes of perception and perception and feeling for perception and thinking for for perception and thinking
    modified) on thinking for purposes of evaluation evaluation for evaluation
    evaluation  Ideal organization is realistic  Ideal organization is NT  Ideal organization is NF
     Ideal organization has and opinion of others matters impersonal and idealistic organically adaptive,
    complete control, certainty substantially  Impersonally conceptual, broad personally idealistic and
    and specificity and  Approach decisions with and ill-defined macroeconomic flexible
    authoritarian personal warmth issues, long-term and open-  Prefers decentralized
     Deals best with concrete,  Like working in harmonious, ended projects interest them organization having no clear
    objective problems familiar and predictable  Leaders are conceptualizers, lines of authority
     Conserve valued resources, situations accomplish very specific,  They create new lines of
    protect practices that work  concerned with the detailed limited set of goals and create direction and enjoys creative
    and find scope for their human relations in their new goals problem solving
    abilities in technical skills organization  Tend to seek and focus on  Engage in actions involving
     Work roles are well defined  Physical work environment is positive aspects of substantial, radical changes
     Well-defined hierarchical important and tendency to pay opportunities, ignore risks or affecting org.-environment
    line of authority. more attention to people- threats involved in interface
    ST oriented information implementing some action  Use gestalt and holistic
    SF
    approach to problem

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