86 THE INVESTMENT TEAM
the form of numbers and graphs. The intuitives will now be glaz-
ing over. They find details—without a theory or pattern behind the
mass of data—uninteresting.
So how do the preferences get reconciled? First, acknowledge
that both styles of thought are valid, and then decide how to in-
tegrate them for best results. The process that I’ve used with teams
is to designate the preferences as “filters.” Consider them as eye-
glasses through which we see the world. The sensing (S) types wear
filters that allow them to focus on details. The intuitives (N) have
glasses that help them pick out patterns and see beyond the surface
information. Thinkers (T) have filters that help them see objec-
tively. Feelers (F) use filters that allow them to see how people are
reacting to the decisions. In my workshops, the filters are assigned
colors (see Figure 10.1).
Participants are encouraged to choose the order in which the
filters will be used, and to be conscious of which filter they are
using. To get an idea of why this process is effective, imagine the
first assembly lines. Instead of having assembly people work inde-
pendently, Henry Ford thought that productivity could be enhanced
by having them specialize in one area. The assembly line was cre-
ated and mass production was born. Similarly, when individuals in
a meeting use one filter at a time, they avoid the inefficiency of
having several different conversations occurring simultaneously.
Obvious as it may seem, this mistake occurs all the time in
meetings, even at the highest levels. One large insurance firm was
putting a major effort (time and money) into redefining its cus-
tomer experience. I was facilitating some of the brainstorming
Blue Sensing (S): facts, details Blue police uniforms: facts
Yellow Intuitive (N): creativity Yellow light bulb: ideas
Green Thinking (T): evaluating Green money: bottom-line
Red Feeling (F): activating Red passion: heart and blood
Figure 10.1 Color assignments for thought-style preference “filters.”
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