.SPtitle
{The SP Temperament}
.SPsubtitle
{"When all else fails, read the directions."}
.SPone
{SPs' data collection is practical and realistic (Sensing), to which they bring spontaneity and flexibility (Perceiving), which makes them the original "now" generation. Their Sensing grounds them in the reality of the moment, and their Perceiving keeps them open for other ways of dealing with that reality. The only thing an SP can be sure of is the moment; a "long-range plan" is a contradiction in terms. Their quest is for action, leading them to "act now, pay later."}
.SPtwo
{Comprising about 35 percent of the U.S. public, they are attracted to careers that have immediate, tangible rewards: fire-fighting, emergency medicine, mechanics, farming, carpentry, and anything involving technical skills. Although they are frequently misunderstood because of their somewhat hedonistic, live-for-now nature, they make excellent negotiators and troubleshooters.}
.SPthree
{The SP's strengths -- which, when maximized, become liabilities -- include:}
.SPthree1
{practicality, particularly at hands-on tasks}
.SPthree2
{adept problem-solving skills, particularly at hands-on tasks}
.SPthree3
{resourcefulness}
.SPthree4
{a special sense of immediate needs}
.SPfour
{Here, briefly, are some of the positive and negative ways the SP role plays out:}
.SPmanagement
{<BU>Management.<N>  At work, SPs are good at resolving crises and geniuses at generating solutions to problems. But they are not above creating crises to solve, just to give themselves a sense of purpose. For SPs, "authority" isn't necessarily in an individual or institution; it's accomplishing whatever needs to be done in a given moment. SPs operate under the assumption that "it's easier to get forgiveness than permission." Rather than go through channels, they would rather take their marching orders from the sneaker company that once advertised, "Just do it."}
.SPmating
{<BU>Mating.<N>  Life with an SP can be a thrill-a-minute and a surprise-a-minute, which can be intense to a partner whose type demands predictability. Planning and structure are always a low priorities.}
.SPparenting
{<BU>Parenting.<N>  Their proclivity for immediacy makes parenting a "today"
issue, often forgetting promises made yesterday and neglecting a vision for their child's future.}
.SPteaching
{<BU>Teaching.<N>  SPs are best when teaching practical, hands-on skills, such as industrial arts, vocational-technical skills, and elementary school subjects, tending to shy away from subjects that are more theoretical or abstract. Lesson plans are the banes of their existence.}
.SPlearning
{<BU>Learning.<N>  Because they tend to dismiss the relevancy of theoretical courses, SP students often shun intellectual pursuits. They learn best those subjects that seem practical and immediately rewarding.}
.SPmoney
{<BU>Money.<N>  SPs are the original high rollers, tending to win big and lose big. Money, like almost everything else, is something "of the moment." Budgets and financial plans are out of the question.}
.SJtitle
{The SJ Temperament}
.SJsubtitle
{"Don't fix what isn't broken."}
.SJone
{SJs' information-gathering process is practical and realistic (Sensing), to which they prefer to give organization and structure (Judging).  SJs yearn to belong to meaningful institutions and, as such are the bill-payers of life. They are the foundations and backbone of society -- America, Motherhood, and a Hot Lunch for Orphans.  They are trustworthy, loyal, helpful, brave, clean, and reverent.}
.SJtwo
{They are stabilizing traditionalists who, as about 38 percent of the U.S. population, represent the largest single Temperament group. As Judgers, their tendency is to organize -- people, furniture, schedules, organizations, and on and on. Just as people are integral to the NF, and conceptualization integral to the NT, SJs' lives revolve around procedure.  They have a procedure for everything, from making breakfast to making love.}
.SJthree
{The SJ's strengths -- which, when maximized, become liabilities -- include:}
.SJthree1
{administration}
.SJthree2
{dependability}
.SJthree3
{the ability to take charge}
.SJthree4
{always knowing who's in charge}
.SJfour
{Here, briefly, are some of the positive and negative ways the SJ role plays out:}
.SJmanagement
{<BU>Management.<N>  At work, SJs make phenomenal administrators of systems that require precision and organization. They have a tendency to do what needs to be done today, often to the neglect of what must be done tomorrow. For the SJ, authority is in the system; credentials are important. One of the beautiful qualities of the SJ is to give the benefit of the doubt to a credentialed appointed person. Even if the SJ thinks the person is incompetent, they start with the assumption that if the system has appointed this person, he or she much have some credentials. So, one must trust the system and give this person the benefit of the doubt. Generally, Js, and SJs in particular, are not a very patient type, yet they have an abundance of patience with "the system." The downside of this is that when things go wrong, SJs tend to blame the system, saying, "I was only following orders."}
.SJmating
{<BU>Mating.<N>  Home and hearth are cornerstones of SJs' relationships. An SJ's relationship roles are clearly defined and must not vary. Rituals and traditions are a stabilizing factor, but the rigidity with which they are carried out may become tedious.}
.SJparenting
{<BU>Parenting.<N>  SJs make clear who is the parent and who is the child -- and what is expected of each. Though sometimes overly rigid, they provide the structure and boundaries many children need. Such definition, though, can be confining, especially to a child of a different type.}
.SJteaching
{<BU>Teaching.<N>  Punctuality and neatness can at times be as important as content, whether the subject at hand is an assignment, a student's appearance, or the condition of someone's locker.}
.SJlearning
{<BU>Learning.<N>  SJ students respond well to teachers who are organized and deliver what they promise. Their need for closure may make them less than open to learning new things.}
.SJmoney
{<BU>Money.<N>  SJs are the money (and moneyed) people of the world - the bankers, accountants, lawyers, and stockbrokers -- who conservatively guard society's trust funds.} 
.NTtitle
{The NT Temperament}
.NTsubtitle
{"Change for the sake of change produces learning, even if the only thing we learned is that we shouldn't have changed."}
.NTone
{NTs gather data consisting largely of abstractions and possibilities (iNtuition), which they filter through their objective decision-making process (Thinking).  Their driving force, in their never-ending quest for competence, is to theorize and intellectualize everything.  Driven to try to understand the universe, they ask "Why?" or "Why Not?" of everything: Why does this rule exist? Why can't we do it differently? NTs are enthusiastic pursuers of adventures who, in their enthusiasm, may take risks that unintentionally imperil other people close to them.}
.NTtwo
{NTs -- who represent about 12 percent of the U.S. population --  learn by challenging any authority or source.  They have their own standards and benchmarks for what is "competent," against which they measure themselves and everybody else. Relentless in their pursuit of excellence, they can be very critical of their own and others' shortcomings, and impatient when confronted with them. They are frequently perceived by others -- often incorrectly -- as being aloof, intellectual snobs.}
.NTthree
{The NT's strengths -- which, when maximized, become liabilities -- include:}
.NTthree1
{an ability to readily see the big picture}
.NTthree2
{a talent for conceptualization and systems planning}
.NTthree3
{insight into the internal logic and underlying principles of  systems and organizations}
.NTthree4
{the ability to speak and write clearly and precisely}
.NTfour
{Here, briefly, are some of the positive and negative ways the NT role plays out:}
.NTmanagement
{<BU>Management.<N>  At work, NTs are the strategic planners and researchers, although they can get lost in their strategies and overlook day-to-day business. An NT's loyalty is directly related to an individual's competencies. If the NT discerns an individual is competent, credentials are totally unimportant; conversely, if the NT deems an individual to be incompetent by NT standards, all the credentials in the world are of little use. Even when an NT does judge someone as competent, the judging process continues. In fact, "competence" is merely an invitation to further testing, challenging, and intellectual stretching.}
.NTmating
{<BU>Mating.<N>  NT mates intellectualize feelings and emotions, and are more interested in theorizing a relationship than nurturing and experiencing it.}
.NTparenting
{<BU>Parenting.<N>  With their high standards and desire to inspire independence in their children, they become role models who may seem impossible to live up to. They demand intellectual prowess of their children and enthusiastically sometimes over-enthusiastically surround their children with learning "opportunities."}
.NTteaching 
{<BU>Teaching.<N>  The NT's conceptual clarity and precision of language can be exciting to students, although it can also be intimidating at times. They love it when students challenge them, allowing both parties to learn from the engagement.}
.NTlearning
{<BU>Learning.<N>  As one who learns by discussing, the NT is initially fun to have in any classroom but, over the long haul, can become tiresome as a consequence of working any given point to death.}
.NTmoney
{<BU>Money.<N>  NTs cover the financial waterfront -- they tend to have well-designed financial plans but can still lose their shirts because they like high-risk ventures.}
.NFtitle
{The NF Temperament}
.NFsubtitle
{"Hi, I'm an NF and I'm here to help."}
.NFone
{NFs look at the world and see possibilities (iNtuition), then translate those possibilities inter- and intrapersonally (Feeling). They eat, sleep, think, breathe, move, and love people. Representing about 12 percent of the U.S. population, they are the idealists of life and they tend to serve causes that advance human interests: teaching, humanities, counseling, religion, and family medicine, among others.}
.NFtwo
{As idealistic do-gooders, NFs articulate and champion various causes -- they create anti-drunk-driving campaigns and peace movements and collect money to protect endangered species. But their sensitivity can lead them to personalize any form of criticism, often resulting in their needlessly feeling hurt. Overall, NFs feel that the most important thing is to be in harmony with themselves and with others.  Everything else will naturally fall into place.  According to Keirsey, NFs' quest in life is for identity. This quest leads them forever to ask, "Who am I?"}
.NFthree
{The NF's strengths -- which, when maximized, become liabilities -- include:}
.NFthree1
{a phenomenal capacity for working with people and drawing out their best}
.NFthree2
{being articulate and persuasive}
.NFthree3
{a high desire to help others}
.NFthree4
{the ability to affirm others freely and easily}
.NFfour
{Here, briefly, are some of the positive and negative ways the NF role plays out:}
.NFmanagement
{<BU>Management.<N>  At work, NFs are positive, affirming idealists whom others may like, but whose warm style can make it difficult for others to disagree with them. NFs often have difficulty being supervisors and tend to give workers too much leeway. In their idealism, NFs tend to make heroes and heroines of authority figures and, as such, can become fiercely loyal when things are going well. When they learn that these heroes are "only human," their loyalty can give way to disillusionment, even dissatisfaction, and work can lose its meaning. In conducting business, NFs are less concerned with others' credentials than they are with how much they like them. While that dynamic can add valuable enthusiasm to any transaction, it also risks that genuine contributions may be overlooked if personality differences get in the way.}
.NFmating
{<BU>Mating.<N>  As mates, NFs are often the teddy bears who, out of a deep need to give and receive affection as well as to avoid conflict may, inadvertently reduce a relationship to "a hug a day keeps problems away." Unfortunately, there's more to relationships than hugs and kisses.}
.NFparenting
{<BU>Parenting.<N>  They provide unlimited warmth and affection, but their ongoing quest for self-identity creates a confusing role model to a child trying to grow up. NF parents defend their children against all odds and in all situations.}
.NFteaching
{<BU>Teaching.<N>  The beauty of NF teachers is their ability to make each individual student feel important and cared about. They make superb teachers, albeit a bit idealistic at times. Successful learning, in NFs' eyes, is a product of students feeling happy and understood.}
.NFlearning
{<BU>Learning.<N>  NF students like to please their teachers but, perhaps more
than SFs, take criticism too personally.}
.NFmoney
{<BU>Money.<N>  This is one of the least important things to NFs.  Ultimately, money is to be used, but not at the expense of their ideals.}
