Jungle
In the middle of the maze
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- Joined
- Oct 25, 2014
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- 53
A few weeks ago I had a very strong realisation that Si is the missing link for INTPs. It keeps the Ne in check and helps Ti-Ne actually manifest into tangible outputs that will eventually form a bridge between Ti-Ne and Fe. The reality is that most INTPs are viewed by society as being lazy and incompetent due to our external behaviour. It is a rude awakening to really understand this. It is only by waking up Si discipline and perseverance that we can stick with projects long enough to prove the value of our theoretical insights.
However, Ne and Si working together can be a mess if Ti is not adequately consulted. For example, I have an idea for an online business that I have been playing with sporadically over the past year. My Ne has been coming at it from many different angles and has been constantly reinventing the project. I have had multiple attempts at getting it off the ground, but I always end up becoming disillusioned with it after a few weeks and abandon it.
At the beginning of last week I decided that it was time to bring Si into play and just systematically build up the project, no matter how long it takes to achieve success. Without really consulting Ti I adopted a bullish new Si routine. I diligently made sure that I was sitting at a desk in my living room by 8.30am each morning, taking exactly one hour for lunch, and finishing no earlier than 5pm. It was actually a pretty cool feeling to be genuinely ‘working from home’.
But at the end of the third day I suddenly realised that the idea in its current form is deeply flawed, and it is not the correct vehicle for me to be concentrating my efforts over the coming months. Or is it? I still can’t decide. This is a major difference between the way Si is used by an ISTJ and the way it can be used by an INTP. An ISTJ would not have this problem because they would never be attempting to start up their own business in the first place. They would maintain a stable job within a stable organisation. Questioning the purpose of the entire organisation would not be an issue for them.
Things are more complicated for an INTP. I’ve now started thinking of it in terms of business anthropology. Within the ‘business’ of an INTP personality:
Ti is the chief executive. They are responsible for making all big decisions and signing off on any significant new projects before they commence. However, unlike a conventional chief executive, they are not good at making decisions quickly and can easily fall prey to analysis paralysis.
Ne is the head of strategy and research. A capable assistant to Ti, they are responsible for bringing in new inspiration that will create a competitive advantage. They are, however, something of a bullshit artist who has a tendency to fly by the seat of their pants.
Si is the group of employees who turn up to work at the same time every morning and do the work they have been assigned. Not only do they not mind following orders, they actually enjoy following orders and slowly building something over time.
Crucially, it is not within Ne’s mandate to be giving out orders to Si in case the direction they have set turns out to be a dead end. Right now I am using Ne-Ti (as opposed to Ti-Ne) to write a strategy paper about my business idea (as well as another idea which I have not yet developed as much). Basically I am saying to my Ne: go crazy and put all of your great ideas in writing. During this phase Ti is only being used to provide some basic structure to the proposal. Then I will let my ‘pure Ti’ mull it over for a few days before making a decision about how to direct Si, or possibly go back to Ne and ask for some revisions.
It has been a frustrating week, but I have got a valuable lesson out of it all. It seems that Si needs to be explicitly told not to take orders from Ne and wait for the final sign off from Ti. Meanwhile, Ti needs to step up and fully inhabit its role as leader of the organisation.
Has anyone else experienced this type of scenario?
However, Ne and Si working together can be a mess if Ti is not adequately consulted. For example, I have an idea for an online business that I have been playing with sporadically over the past year. My Ne has been coming at it from many different angles and has been constantly reinventing the project. I have had multiple attempts at getting it off the ground, but I always end up becoming disillusioned with it after a few weeks and abandon it.
At the beginning of last week I decided that it was time to bring Si into play and just systematically build up the project, no matter how long it takes to achieve success. Without really consulting Ti I adopted a bullish new Si routine. I diligently made sure that I was sitting at a desk in my living room by 8.30am each morning, taking exactly one hour for lunch, and finishing no earlier than 5pm. It was actually a pretty cool feeling to be genuinely ‘working from home’.
But at the end of the third day I suddenly realised that the idea in its current form is deeply flawed, and it is not the correct vehicle for me to be concentrating my efforts over the coming months. Or is it? I still can’t decide. This is a major difference between the way Si is used by an ISTJ and the way it can be used by an INTP. An ISTJ would not have this problem because they would never be attempting to start up their own business in the first place. They would maintain a stable job within a stable organisation. Questioning the purpose of the entire organisation would not be an issue for them.
Things are more complicated for an INTP. I’ve now started thinking of it in terms of business anthropology. Within the ‘business’ of an INTP personality:
Ti is the chief executive. They are responsible for making all big decisions and signing off on any significant new projects before they commence. However, unlike a conventional chief executive, they are not good at making decisions quickly and can easily fall prey to analysis paralysis.
Ne is the head of strategy and research. A capable assistant to Ti, they are responsible for bringing in new inspiration that will create a competitive advantage. They are, however, something of a bullshit artist who has a tendency to fly by the seat of their pants.
Si is the group of employees who turn up to work at the same time every morning and do the work they have been assigned. Not only do they not mind following orders, they actually enjoy following orders and slowly building something over time.
Crucially, it is not within Ne’s mandate to be giving out orders to Si in case the direction they have set turns out to be a dead end. Right now I am using Ne-Ti (as opposed to Ti-Ne) to write a strategy paper about my business idea (as well as another idea which I have not yet developed as much). Basically I am saying to my Ne: go crazy and put all of your great ideas in writing. During this phase Ti is only being used to provide some basic structure to the proposal. Then I will let my ‘pure Ti’ mull it over for a few days before making a decision about how to direct Si, or possibly go back to Ne and ask for some revisions.
It has been a frustrating week, but I have got a valuable lesson out of it all. It seems that Si needs to be explicitly told not to take orders from Ne and wait for the final sign off from Ti. Meanwhile, Ti needs to step up and fully inhabit its role as leader of the organisation.
Has anyone else experienced this type of scenario?