What if understanding why your colleague excels at spotting patterns could change how you approach project collaboration? The answer lies in cognitive functions, the mental processes that shape how we perceive information and make decisions at work.
During my years leading agency teams, I watched countless professionals struggle with what seemed like personality clashes. The detail-oriented project manager who clashed with the big-picture strategist. The data analyst who couldn’t understand why the creative director resisted structured processes. I assumed these were simply communication breakdowns. Discovering cognitive function theory changed everything.
Swiss psychiatrist Carl Jung first outlined cognitive functions in his 1921 work “Psychological Types,” identifying four primary mental processes, Sensing, Intuition, Thinking, and Feeling, each expressed with either introverted or extroverted tendencies. Katharine Briggs and Isabel Myers later refined Jung’s framework into the practical system millions use today through the Myers-Briggs Type Indicator.
Learning to recognize these patterns transformed my approach to team building. Instead of forcing everyone through identical workflows, I started matching tasks to cognitive strengths. The results surprised me, projects that had taken weeks suddenly came together in days.
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The Eight Cognitive Functions Explained
Each personality type uses four of eight possible cognitive functions in a specific order. According to MasterClass research on cognitive functions, these eight processes include Introverted Sensing, Extraverted Sensing, Introverted Intuition, Extraverted Intuition, Introverted Thinking, Extraverted Thinking, Introverted Feeling, and Extraverted Feeling.
The perceiving functions determine how individuals gather information. Sensing types focus on concrete data, immediate details, and practical application. Intuitive types prioritize patterns, possibilities, and big-picture connections. Think of it as the difference between reading instructions word-by-word versus scanning for the underlying concept.
The judging functions govern decision-making processes. Thinking types evaluate options through logical analysis and objective criteria. Feeling types weigh decisions based on personal values and human impact. One marketing director I worked with made brilliant strategic decisions through analytical frameworks. Another equally successful director arrived at similar conclusions by deeply understanding stakeholder motivations.
Each function appears in both introverted and extraverted forms, creating eight distinct cognitive processes. Introverted functions focus inward, processing information internally. Extraverted functions direct outward, engaging with the external environment.
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Recognizing Dominant Functions in Action
Your dominant function represents your strongest mental process, the tool you rely on most naturally. Observing someone’s dominant function reveals why they approach problems in specific ways.
Those leading with Extraverted Thinking (Te) organize external systems efficiently. In meetings, they immediately identify process bottlenecks and propose streamlined solutions. I managed several Te-dominant analysts who could diagnose organizational inefficiencies within days of joining the team. Research on cognitive function roles confirms Te excels at optimizing structures through empirical data and established methods.
People with dominant Introverted Intuition (Ni) synthesize complex information into singular insights. One creative director I collaborated with rarely explained her reasoning initially. She’d present a campaign concept that seemed disconnected from the brief, yet after execution, we’d discover she’d anticipated market shifts months ahead. Ni processes work beneath conscious awareness, forming holistic impressions from scattered data points.
Extraverted Sensing (Se) types thrive in immediate, tangible environments. They excel at crisis management and real-time adaptation. During one product launch that went sideways, my Se-dominant operations manager improvised solutions faster than anyone could plan alternatives. She noticed physical details others missed and responded instinctively to changing conditions.
Introverted Feeling (Fi) individuals develop rich internal value systems. They make decisions through personal authenticity checks. One project lead rejected a lucrative client because something felt ethically inconsistent, though she couldn’t articulate specifics immediately. Three months later, that client faced public controversy that would have damaged our reputation.
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The Function Stack Creates Personality Patterns
Each personality type arranges four cognitive functions in hierarchical order: dominant, auxiliary, tertiary, and inferior. This “function stack” explains why two people with the same four-letter type might still express their personality differently based on function development and life experience.
The dominant function operates most naturally, requiring minimal energy. Your auxiliary function supports the dominant, creating balance between introverted and extraverted processing. The tertiary function develops through conscious effort, while the inferior function represents your greatest growth edge.
A 2025 study analyzing 18,264 computer industry professionals found specific cognitive function combinations significantly overrepresented compared to general population norms. Ni-Te, Ti-Ne, Si-Te, and Ni-Fe combinations appeared most frequently in technology roles, revealing how cognitive preferences influence career success in specialized fields.
Understanding function stacks helped me assign client accounts strategically. Teams with Ni-Te combinations handled long-term strategic planning brilliantly. Ti-Ne groups excelled at innovative problem-solving requiring analytical creativity. Matching cognitive strengths to project demands improved quality and team satisfaction.
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Reading Communication Styles Through Cognitive Lenses
Cognitive functions shape how colleagues communicate, process feedback, and collaborate. Recognizing these patterns prevents misinterpretation and conflict.
Extraverted Thinking communicators value directness and efficiency. They share ideas as they form them, thinking aloud during discussions. Those who rely heavily on Te may appear blunt, but they’re optimizing information exchange, not expressing judgment.
Introverted Thinking (Ti) types need processing time before sharing conclusions. They analyze information through internal logical frameworks, preferring to present fully formed thoughts. One analyst on my team rarely spoke during brainstorming sessions but sent detailed memos afterward with solutions the group had missed.
Extraverted Feeling (Fe) communicators maintain group harmony through attentive social awareness. They notice emotional undercurrents others miss and adjust their approach accordingly. These colleagues excel at facilitating difficult conversations and mediating conflicts.
Introverted Sensing (Si) individuals reference past experiences and established precedents when contributing. They provide valuable institutional memory and practical wisdom. One senior account manager I worked with remembered every client preference from years of interaction, enabling personalized service that built lasting relationships.
Adapting Your Communication Approach
Effective workplace communication requires matching your delivery to others’ cognitive preferences. Sensing types want concrete data and specific examples. Provide them with detailed project timelines, measurable outcomes, and step-by-step implementation plans.
Intuitive types need context and conceptual frameworks. Show them how initiatives connect to broader organizational goals and long-term vision. I learned to present identical proposals differently depending on whether I was speaking to Si-dominant operations teams or Ni-dominant strategy groups.
Thinking types require logical rationale and objective analysis. Present options with pros, cons, and evidence-based recommendations. Feeling types want to understand human impact and alignment with values. Explain how decisions affect team members, clients, and stakeholders.
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Building Cognitively Diverse Teams
Teams with diverse cognitive approaches often outperform homogeneous teams on complex tasks requiring multiple perspectives. According to Jung typology team building research, appreciating differences among team members creates more harmonious and productive work environments.
Si-dominant members maintain quality standards, track essential details, and ensure proven methods function properly. Se-dominant colleagues provide real-time adaptation capabilities and crisis management skills. Ni-dominant members contribute long-term strategic thinking and pattern recognition. Ne-dominant individuals generate innovative possibilities and creative alternatives.
For one major campaign pitch, I deliberately assembled a team spanning cognitive preferences. The Si account executive documented every client meeting detail. The Ne creative director generated dozens of alternative concepts. The Ti strategist analyzed market data systematically. The Fe project manager kept everyone aligned and motivated. We won the account because our proposal addressed immediate tactical needs and long-term strategic vision.
Cognitive diversity does require intentional management. Different cognitive approaches can create friction when team members don’t understand why colleagues reach conclusions differently. Establishing shared processes that accommodate multiple thinking styles prevents conflict.
Structuring Projects for Cognitive Strengths
Divide complex projects into phases that leverage different cognitive functions. Start with Ne brainstorming to generate possibilities. Move to Ni synthesis for strategic direction. Apply Te for implementation planning. Use Si for quality control and documentation.
Assign specific responsibilities based on natural strengths. Ti-dominant individuals excel at analyzing systems and identifying logical inconsistencies. Fe-dominant members facilitate stakeholder engagement and team cohesion. Understanding cognitive function stacks helps predict which roles energize versus drain different team members.
Create workflows accommodating varied processing speeds. Some functions operate quickly through external processing. Others require solitary reflection time. One policy I implemented allowed team members to contribute via written analysis instead of forcing real-time decisions in meetings.
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Recognizing Stress Patterns Through Inferior Functions
Your inferior function emerges under prolonged stress, producing uncharacteristic behavior. Recognizing these patterns in colleagues signals when someone needs support.
Te-dominant individuals experiencing inferior Fi may become uncharacteristically emotional or take criticism personally. The analytical project manager who suddenly quits after feedback probably reached burnout. Ni-dominant types under stress display inferior Se through impulsive decisions or excessive focus on sensory details.
Si-dominant colleagues might show inferior Ne by catastrophizing possibilities or becoming paralyzed by uncertainty. One operations director I worked with handled routine crises brilliantly but completely shut down when facing ambiguous strategic decisions requiring imaginative leaps.
According to research on Jung’s personality theory, inferior function activation represents an attempt to compensate for prolonged overdependence on dominant strengths. The solution isn’t avoiding inferior functions but developing them gradually through manageable challenges.
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Practical Applications for Workplace Success
Understanding cognitive functions transforms how you collaborate, delegate, and resolve conflicts. Start by observing which mental processes your colleagues use most naturally.
Notice information-gathering preferences. Does someone request detailed specifications before beginning tasks, suggesting Si? Do they immediately generate multiple approaches, indicating Ne? Recognizing these patterns helps you provide information in formats they’ll process most effectively.
Pay attention to decision-making styles. Some colleagues need objective analysis and measurable criteria. Others require time to check decisions against internal value systems. One team lead I mentored struggled because she kept presenting logical arguments to an Fi-dominant director who needed to understand how initiatives aligned with company values.
Adjust your feedback approach based on cognitive preferences. Ti types want specific logical explanations for what needs improvement. Fe types benefit from context about how their work affects team dynamics. Te types prefer direct, efficient feedback. Fi types need private conversations respecting their personal standards.
The framework isn’t about labeling people or limiting potential. Everyone uses all eight functions to varying degrees. Cognitive function awareness simply helps you leverage natural strengths while developing weaker areas strategically.
Implementing Function-Based Team Development
Introduce cognitive function concepts gradually. Start with personality type assessments, then explore underlying function stacks. Create opportunities for team members to share how they prefer processing information and making decisions.
Design collaborative processes accommodating diverse cognitive approaches. Include brainstorming sessions for Ne types and individual analysis time for Ti types. Provide concrete examples for Si types and conceptual frameworks for Ni types.
Rotate project roles to develop underutilized functions. Challenge Si-dominant members with innovation tasks. Give Ne-dominant colleagues detailed implementation responsibilities. Growth happens outside comfort zones, but provide support during function development.
The most effective teams I built combined cognitive diversity with psychological safety. People contributed their strongest functions confidently while developing weaker areas without judgment. This approach transformed personality differences from obstacles into competitive advantages.
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Final Thoughts
Cognitive function theory reveals the “why” behind workplace behaviors that previously seemed inexplicable. That colleague who needs extensive data before deciding isn’t being difficult, their Si function requires concrete precedents. The team member who keeps generating alternatives isn’t being indecisive, their Ne function explores possibilities naturally.
Learning this framework changed my perspective from frustration with differences to appreciation for complementary strengths. The detail-oriented project manager and big-picture strategist who previously clashed became my most effective partnership when I matched their tasks to their cognitive strengths.
Start observing cognitive patterns in your workplace. Notice which colleagues thrive on structure versus improvisation. Watch who processes externally versus internally. Pay attention to whether someone leads with logic or values in decision-making. These observations transform team dynamics when you align responsibilities with natural mental processes.
Explore more MBTI and personality insights in our complete MBTI General & Personality Theory Hub.
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About the Author
Keith Lacy is someone who embraced his introversion later in life. With a background in marketing and a successful career in media and advertising, Keith has worked with some of the world’s biggest brands. As a senior leader in the industry, he has built a wealth of knowledge in marketing strategy. Now, he’s on a mission to educate people about the power of introversion and how understanding this personality trait can improve productivity, self-awareness, and success.
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Frequently Asked Questions
How do cognitive functions differ from personality types?
Personality types represent your four-letter MBTI code, while cognitive functions explain the underlying mental processes creating that type. Each type uses four of eight possible functions in a specific order, revealing why two people with the same type might still think and behave differently based on function development and expression.
Can you develop cognitive functions that aren’t natural to you?
Everyone uses all eight cognitive functions to varying degrees. Your dominant and auxiliary functions operate most naturally, while tertiary and inferior functions require more conscious effort. You can strengthen weaker functions through deliberate practice, though they’ll always demand more energy than your natural preferences.
Why do some colleagues seem to misunderstand my communication style?
Communication breakdowns arise when people use different cognitive functions for processing information. Sensing types focus on concrete details while Intuitive types prioritize patterns. Thinking types evaluate through logic while Feeling types consider human impact. Recognizing these differences helps you adapt your message delivery to match others’ cognitive preferences.
What’s the best cognitive function mix for project teams?
Effective project teams balance perceiving functions (Sensing and Intuition) with judging functions (Thinking and Feeling). Include detail-oriented Si or Se types for execution and pattern-focused Ni or Ne types for strategy. Combine analytical Ti or Te types with people-focused Fi or Fe types for comprehensive decision-making.
How can I identify someone’s dominant cognitive function?
Observe how people approach problems and make decisions. Te-dominant individuals immediately organize systems and processes. Ni-dominant types synthesize information into singular insights. Se-dominant colleagues respond instinctively to immediate circumstances. Fi-dominant people check decisions against internal value systems. These patterns reveal which mental process someone relies on most naturally.
