+Fi-c（FM-D/E）

"Influence" RelationshipEthics(Divergent/Creative)

Influence
""Gripping the motivation wheel, restraining runaway enthusiasm" — Motivation Tuner"
Motivation switch, emotional leverage, persuasion, group drive, behind-the-scenes motivation control, heat reserve
Traits of Influence
Irrational
非合理
Static
静的
Serious
深刻
Obstinate
頑固
Result
結果
Negativist
否定主義
Aristocratic
貴族主義
Flexible-Maneuvering
Irrationality is a perceptual style focused on sensory impressions, intuitive flashes, and sensitivity to the states of body and mind.
• Tends to act improvisationally, watching how the situation unfolds
• Generally flexible and tolerant
• May change decisions frequently
• Takes on many things but may lose interest and drop them midway
• Movements appear smooth and soft
• Leadership tends to be democratic (bottom-up)
• Stress tolerance is relatively high
Static types perceive the world as a collection of states, attending to stability and inherent qualities rather than change.
• Tends to perceive the world as “states” rather than continuous processes
• Attends to stability and inherent qualities rather than change
• Remembers events not as a continuous flow but as independent scenes and moments
• Values the fixed structure of states and relationships
• Attends to simultaneity (“what existed at that moment”) rather than cause and effect

Characteristic Behaviors and Cognition
• Recalls memories as still images and discrete scenes
• Strong awareness of frameworks — relationships, rules, values
• Emphasizes grasping the present state, the “here and now”
• Tends to find stability and essence in repetition
Serious types believe in objective, absolute standards of correctness and approach encounters and relationships through step-by-step, formal processes.
Emotions and Relationships
• Has difficulty reading emotional atmospheres and subtle moods
• Does not separate fun from activity — enjoyment is embedded within the activity itself
• Encounters must pass through step-by-step, formal processes (e.g., greetings and introductions)
• Values information such as names and titles; without a proper introduction, does not consider someone an acquaintance

Worldview and Judgment Style
• Believes correctness is determined by objective, absolute standards
• Personal opinions and experience matter, but beyond them there is “an answer that holds in general”
• In discussion, presents “the correct method” itself rather than their own view

Behavioral Tendencies
• Asks “who did it?” rather than “why did they do it?”
• When a mistake bothers them, would rather redo it themselves than explain
• Tends to believe there is a single correct answer for methods and actions

Speech and Vocabulary
• Frequent objective assertions: “this way is the most efficient,” “this is not correct”
• Rarely negotiates concepts; assumes a “correct definition” already exists
• When explaining actions, relies on examples and marks right and wrong explicitly

Logical types tend to lean toward objectivism (Serious)
Obstinate types treat their interests and aims as sacred and inviolable, while treating resources as flexible tools.
Core Values
• Interests (aims and passions) are sacred and inviolable
• Resources (possessions and abilities) are flexible tools to be used

Behavior and Psychology
• When interested, does not give up even without the resources: “if I lack them, I’ll work until I have them”
• Strong attachment and sense of identity toward their interests, tastes, and principles
• Not much bothered when others use their possessions or time, but reacts strongly against intrusions on their values
• Prone to reject outside pushes and suggestions of interests (“why not try this?”)

Example Remarks
• “If resources are short, I’ll find a way to make up for them”
• “If I gave up my interests that easily, I would fall apart”
• “No matter how busy I am, I can’t cut what I love”
• “I don’t want others steering my interests”
Result types take a bird’s-eye view oriented toward outcomes and goals, with clear beginnings and endings.
Key Characteristics
• Views things from above, oriented toward results and goals
• Conscious of the boundaries between beginning and end
• Does not immerse deeply in the process; handles several things in parallel
• Tends to skim or read for key points
• A top-down type: grasps the whole first, then moves to details

Speech Tendencies and Vocabulary
• Frequent words: “result,” “goal,” “beginning and end,” “milestone,” “outlook”
• Reactions like “so what does it come to?” “is that the end of it?”

Behavioral Tendencies
• What matters is where things arrive, more than how they proceed
• Feels strong discomfort and irritation with work whose end is not in sight
• A multitasker who manages several tasks in parallel
Negativist types perceive the world through what is missing or lacking, and are driven to detect problems and gaps and resolve them.
Cognitive and Expressive Tendencies
• Perceives things through “what is missing” and “what falls short”
• Quick to spot problems, defects, and unmet goals — and wants to resolve them
• Keeps some distance at first meetings, judging cautiously
• Uses negative expressions more than affirmative ones (“it’s not...,” “it doesn’t...”)
• When presenting an issue, enters from the negative side: “this is good, but this is lacking”

Examples (negative framing)
• “This glass is half empty”
• “We’re still $62,000 short”
• “I think that’s wrong, because...”
Aristocratic types tend to perceive people through groups (social categories, professions, attributes). First impressions and relationships are often based on how they evaluate the group a person seems to belong to.
• Tends to perceive others through labels and group affiliations such as “from such-and-such a place” or “someone from that field”
• Emphasizes hierarchy and position within groups, and the distinction between “us” and “outsiders”
• Frequently uses phrases like “that person is a typical representative of such-and-such”
• Friendships and trust are influenced by how they evaluate the group a person seems to belong to
• Comfortable with self and others being described in terms of social roles and positions
• Strong sense of “our group” and “our circle”
Parent Functions
Di-c Di-c
"Trend"
Child Functions
Se-Fi-Di Se-Fi-Di
"Catalyst" Ne-Fi-Di Ne-Fi-Di
"Propagation"
Types with this as a basic function
IEE-D IEE-D
｢Promoter｣ SEE-D SEE-D
｢Politician｣

Characteristics of People Strong in This Function

Positive Traits (Healthy Range)

[Motivation Tuner]
- Holding the handle of drive
- Suppressing runaway
- Releasing at the critical moment
- Storing passion from strong stimuli
- Instant cooling when overheated

[Motivation Leverager]
- Negotiation, promotion, team huddles
- "Key moment" emotional buttons
- Rapidly storing action energy
- Conserving until the critical moment
- Releasing at maximum output

[Heat Safety Valve]
- When burning enters the danger zone
- Releasing residual heat through jokes or scene changes
- Preventing burnout and conflicts preemptively
- Safe emotional control

[Energy Accumulator]
- Conserving stored drive until the critical moment
- Releasing at maximum output
- Results-oriented
- Effective timing

[Emotional Reserve Mechanism]
- Tribal hunting, combat, rituals
- Storing and releasing heat
- High-risk actions
- Conserving until the timing of maximum success probability
- This is the evolutionary value

Neutral Traits

[Manipulative]
- Maneuvering people's motivations
- Using flattery and praise
- This is the role
- Ethical?
- Gray zone

[Pragmatist]
- "Utility over truth"
- Results-focused
- This is a strength
- What about sincerity?
- What about morals?

[Conspiracy Thinking]
- "Conspiracies around me"
- Probing hidden intentions
- This is vigilance
- Paranoid?
- Excessive?

[Master of Flattery]
- Doesn't sound unnatural
- Strategic use
- This is technique
- What about sincerity?
- Manipulative?

Negative Traits (Pathological Range)

[Mild]
- Excessive manipulation
- Excessive alertness to conspiracy
- Undervaluing truth
- Declining trust
- Exhaustion

[Moderate]
- Complete manipulation ideology
- "Solve everything through manipulation"
- Conspiracy theories
- Relationship breakdown
- Isolation

[Severe]
- Runaway manipulation
- Complete distrust
- "Can't trust anyone"
- Social dysfunction
- Isolation

[Secondary Problems]
- Loss of trust
- Being judged as "manipulative"
- Relationship breakdown
- Career stagnation
- Ethical issues

Differences by Developmental Stage

[Childhood (Ages 0-12)]
Neural characteristics:
- Early development of amygdala
- Motivation detection ability
- Manipulative thinking

Behavior:
- A child who praises often
- Introduces people to each other
- Uses flattery
- Strategic

Challenges:
- Lack of ethical consideration
- Too manipulative
- Trust issues

How to raise:
- Acknowledge motivation skills
- Also teach ethics
- Sincerity is also important

[Adolescence (Ages 13-25)]
Neural development:
- Maturation of prefrontal cortex
- Refinement of strategy
- Core nature preserved

Behavior:
- Master of motivation
- Building influence
- Strategic networking

Challenges:
- Ethical consideration
- Respecting truth
- Building trust

Developmental tasks:
- Ethical motivation
- Developing sincerity
- Preserving manipulation skills

[Adulthood (Ages 26-40)]
Maturity:
- Completion of motivation manipulation
- Appropriate ethical consideration
- Optimization of creative function

Optimal roles:
- Sales storyteller
- HR onboarding designer
- Community manager
- SNS campaign architect
- Event producer

Challenges:
- Maintaining ethical consideration
- Building trust
- Avoiding excessive manipulation

[Middle Age (Ages 41-60)]
Characteristics:
- Deepening of motivation manipulation
- Refinement based on experience
- Influence on younger people

Strengths:
- Deep strategic thinking
- Building influence
- Mentoring ability

Challenges:
- Maintaining ethical consideration
- Openness to new methods

[Old Age (Ages 61+)]
Characteristics:
- Embodiment of motivation manipulation
- Symbol of influence
- Mentoring younger people

Strengths:
- Years of experience
- Deep insight
- Legacy of influence

Related Functions

Dual Function
Technique
Technique
+Te-c
Activation Function
Profit
Profit
+Te-p
Conflict Function
Structure
Structure
-Ti-p
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Basics
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Theory
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