Can what you see first influence your understanding of what is happening?

Sherlock Holmes and Dr. Watson went on a camping trip. After a good meal, they went to sleep.
A few hours later, Holmes woke up, nudged his faithful friend, and said: "Watson, I want you to look up at the sky and tell me what you see."
Watson: "I see millions and millions of stars."
Sherlock said: "And what does that tell you?"
After a moment of reflection, Watson says: "Even if a few of them have planets, it is quite likely that there are some planets like Earth, and if there are a few planets like Earth out there, there could also be life."
Holmes was silent for a moment before he says: "Watson, you idiot, someone has stolen our tent!"

In personality psychology, a fundamental difference is described between people who prefer facts, experience, and what is concrete and tangible, and people who primarily orient themselves toward wholes, patterns, ideas, and possibilities. In MBTI and JTI, this is referred to as sensing, often called S, and intuition, often called N. These are not just individual preferences, but perspectives that shape how organizations understand reality, make decisions, and develop over time.

A similar difference is also found in trait research, particularly in the Big Five model. Here, it concerns the degree of openness to experience. Some are drawn to ideas, abstract connections, and new possibilities, while others prefer the concrete, the well-proven, and the practical. Together, this provides a solid language for understanding how different cognitive styles contribute to organizations, both in daily operations and in development work.

These differences manifest clearly in everyday life. Some ask what we know for sure, what has worked before, and what the numbers actually show. Others are more concerned with what this might mean in the long run, what patterns are beginning to take shape, and what opportunities might open up. Both perspectives are necessary, but they can also create friction if they are not understood as different, yet equally valid, ways of creating value.

Two ways of understanding reality

People with a sensing preference direct their attention toward what is concrete, observable, and experience-based. They are often concerned with details, precision, and practical implementation. They ask how things actually work today, what routines apply, and what we know with reasonable certainty. In organizations, they contribute to stability, quality, and reliability. They ensure that plans can be carried out in practice and that decisions are based on facts and experience.

People with an intuitive preference orient themselves more toward wholes, connections, and possible futures. They are often concerned with meaning, direction, and what can develop over time. They question the established and are curious about what could be different. In organizations, they contribute to innovation, strategic thinking, and the ability to see new opportunities before they are obvious.

Organizations need both of these perspectives. Without sensing, one risks losing touch with reality and underestimating the practical work that must be done. Without intuition, one risks standing still in a world that is constantly changing. Research on innovation and ambidexterity shows that organizations that manage to combine the further development of the existing with the exploration of the new often succeed better over time.

When the culture is characterized by an accumulation of S or N

Over time, organizations develop cultural patterns that favor specific ways of thinking and speaking. In cultures with a strong emphasis on sensing perspectives, there is a heavy focus on facts, experience, and what can be documented here and now. This can lead to high-quality deliverables, efficient operations, and low risk. At the same time, it can make it difficult to look ahead, think long-term, and invest in solutions that do not yet yield clear results. The organization often becomes very good at improvement, but weaker at innovation.

In cultures where the intuitive perspective dominates, conversations are often characterized by visions, ideas, and future outlooks. This can create energy, a willingness to change, and strategic direction. At the same time, it can lead to details being underestimated, execution becoming challenging, and employees experiencing ambiguity regarding what is actually expected in their daily work.

Neither of these cultures is inherently good or bad. The challenges arise when one way of understanding reality becomes so dominant that the other is perceived as less relevant. The organization then risks becoming either too cautious and conservative, or too abstract and fragmented.

Implications for leadership

Leaders have a significant influence on which perspectives are given space. Through the questions they ask, what they prioritize in meetings, and what they recognize, they clearly signal what matters. Leaders with a strong sensing preference may unconsciously signal that only what is measurable and documented has value. Conversely, leaders with a strong intuitive preference may signal that details and existing practices are less important than new ideas and future visions.

Good leadership is often about bridging these perspectives. This involves making visions concrete enough to be implemented, and elevating experiences and facts into a larger picture that provides meaning and direction. When leaders achieve this, the organization gains both better idea development and better execution.

What leaders can do to create better balance

A good starting point is to become aware of which preference dominates your own organizational culture. You can identify this by noticing which arguments gain traction, what types of questions are rewarded, and what provides legitimacy in decision-making processes.

Subsequently, leaders can consciously create forums where both concrete and broader perspectives are given space. This may involve ensuring that facts and experience are always part of the decision-making basis, while actively inviting reflection on long-term consequences and new opportunities. It can also involve structuring decisions so that you first look at what we know, then what this might mean, before settling on a direction.

It is also important to recognize that the tension between the concrete and the visionary is often a sign of quality. Friction between these perspectives often means that the organization is actually working with real dilemmas, not that something is wrong.

When sensing and intuitive perspectives work together, the organization becomes both more robust and more forward-looking. It manages to deliver stably today, while simultaneously building capacity for what does not yet exist.

Reflection questions for leaders

• Which perspective dominates our organization today?
• What works well with this way of thinking?
• What might we risk overlooking or underestimating?
• When do we need more focus on facts, experience, and details?
• When do we need more room for the big picture, direction, and new opportunities?

Understanding the tension between sensing and intuition is not about putting people in boxes. It is about seeing how different ways of understanding the world influence decisions, collaboration, and development. Organizations that are able to value both perspectives are better equipped to handle the demands of today while simultaneously creating what is needed for tomorrow.

References

• Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696–717. https://doi.org/10.1287/orsc.1080.0406
• Popadić, M., Černe, M., & Milohnić, I. (2015). Organizational ambidexterity, exploration, exploitation and firms’ innovation performance. Organizacija, 48(2), 112–119. https://doi.org/10.1515/orga-2015-0006
• Zhu, H., Jia, F., Zhang, Y., & Wang, R. (2025). The relationship between the Big Five personality model and innovation behavior: A three-level meta-analysis. Behavioral Sciences, 15(9), 1143. https://doi.org/10.3390/bs1509114