LSE are rmore relaxed in their natural state than SEE. However LSE will mobilize and concentrate when needed to accomplish an objective. After the task has been completed, LSE demobilize again. This state of demobilization is the natural state of LSE.
When contemplating a task, it takes LSE longer time to mobilize than SEE; i.e., LSE prefer to spend some time in a more natural state of relaxedness which will then prepare them to subsequently mobilize and concentrate at the crucial moments, improving their performance.
When working on a project, LSE are more likely than SEE to break up larger tasks into several stages. Then LSE mobilize to carry out each stage (and demobilize between the stages).
When getting ready to start a project, LSE spend more time planning and preparing for the project than SEE. In particular, LSE spend more time discussing the plan, discussing options and ways to approach the project, etc.)
When describing their reasoning for their actions, LSE (more so than SEE) tend describe how and why they came to a certain decision, and focus less on the timing and initiation of the action.
When it comes to completing a task, SEE are more likely than LSE to mobilize for longer periods of time. Specifically, SEE tend to mobilize for an action early and stay mobilized for a longer period of time after the task has been completed. For SEE, this state of readiness is their natural state.
SEE are more likely than LSE to tackle a task in its entirety, rather than breaking it up into smaller separate stages.
When doing a task, SEE are inclined to work for the sake of the result (for example, a reward or bonus for completing the task). In contrast to LSE, SEE can renounce their comforts and conveniences for this; SEE evaluate their place of work by looking at what returns they get for the effort they invested (e.g., monetary, prestige, etc.).
When describing why they undertook a project, SEE are more likely than LSE to focus on the moment when a decision is made and to speak in detail about the stages of its implementation.
When discussing work, SEE are more likely than LSE to focus on the fruits of their labor, about what their effort will yield. LSE on the other hand are more likely to focus on the environment they work in, e.g., their work conditions, conveniences, commute time, etc.
LSE tend to plan ahead, making decisions early. On the other hand, SEE tend to prefer a wait and see, more spontaneous approach.
SEE are relatively more flexible and tolerant than LSE.
LSE are relatively more rigid and stubborn than SEE.
SEE are comfortable making changes and adjustments to their decisions quite frequently. LSE, on the other hand, prefer to not make changes to their decisions.
LSE tend to put more effort than SEE into finishing any new project they start.
SEE tend to start more tasks and other projects than LSE, but the SEE are less likely to complete all of them.
LSE tend to have stiffer more angular movements. SEE tend to have more relaxed fluid movements.
SEE tend to have a more democratic leadership style than LSE.
LSE tend to have a more authoritarian, hierarchical leadership style than SEE.
SEE have a relatively higher stress tolerance than LSE. LSE often struggle with continually changing situations more than SEE do.
LSE are more likely to make decisions based on logical reasons than SEE, who are more likely to make decisions based on their own feelings.
SEE are often better at solving and minimizing interpersonal problems, where as LSE often struggle understanding them.
LSE are often more interested in studying systems, structures, and functionality than SEE.
SEE tend to prefer using persuasion as a means of convincing others to do something, where as LSE prefer to use argumentation as a means of convincing others.
SEE are more vulnerable to logical manipulation than LSE. However LSE in contrast, are often more vulnerable to emotional or ethical manipulations than SEE.
LSE place greater value on their interests than SEE. For example, LSE will maintain high levels of energy and focus on an interest they value, even deprioritizing their other resources to maintain the interest. For example, LSE may spend a large amount of energy on an interest they value, often to the detriment of their time, sleep, relationships, money, etc.
SEE place greater value on their resources than LSE. For SEE, resources like their money, time, sleep, etc., fall into their "inner personal space," and the SEE will be more likely to deprioritize an interest if it starts to drain these resources too much.
LSE pay more particular attention to aspects of a situation or plan that are insufficient or lacking. This can be interpreted by others as LSE having a negative assessment of various situations and events (.e.g, "the glass is half empty). On the other hand, SEE pay more attention to what is actually present in a situation, and this can be interpreted as an affirmative or positive manifestation of the surrounding world, situations, possibilities, and prospects (e.g. "the glass is half full").
When assessing an option or available choice, SEE tend to focus more on how the choice could benefit them (what it would potentially yield) than LSE would. On the other hand, LSE would be more cognizant of the potential risks and potential losses that may accompany the decision that SEE may unconsciously minimize.
LSE are more likely than SEE to perceive and distinguish themselves primarily through personal qualities. LSE focus on individualism more than SEE.
LSE attitude towards a specific person (more so than SEE) is based on their personal characteristics (authority, intellect, personal achievements, etc.) LSE recognize superiority of certain individuals drawing from their personal qualities
SEE, more than LSE, frequently perceives and defines themselves and other people through group associations. SEE focus on collectivism over individualism.
When SEE form opinions of others, these opinions are formed under the influence of their attitude towards the group to which the person belongs. To SEE, it is incomprehensible how it is possible to belong to two opposing groups at the same time:, i.e., "you're either with us, or with them and against us."
SEE are often able to form quicker opinions of others they have just met than LSE. This is based on the ability of SEE to draw conclusions about the person based on the groups the person belongs to; LSE are more reluctant to make these inferences.
LSE tend to perceive events in an episodic manner, i.e., they see events evolve in discrete states rather than continuous changes. On the other hand, SEE tend to perceive events in a continuous sequence; i.e., they see events evolving fluidly rather that one state to the next.
When describing the stages of an event, SEE are more likely to focus on how stage A leads to stage B, how stage B leads to stage C, etc. LSE, on the other hand, focus more on the stages themselves without necessarily seeing or emphasizing the transitions or causes and effects of the stages to the extent that SEE do.
When describing reality, LSE are more likely to talk about the properties and structure of reality. SEE are more likely to describe reality as movements, interactions, and changes.
When planning to complete something, LSE are more likely to focus their attention on the goal itself, overlooking and deprioritizing the individual actions needed to reach that goal. On the other hand, SEE tend to focus their attention on the each action; i.e., they're focused on how each decision and choice is being made (towards reaching the goal), in a step by step process.
SEE are able to change and make adjustments to their goals more easily than LSE (depending on how progress is being made, etc.). LSE on the other hand, prefer to stick with their original goals.
LSE tend to judge their available options by how likely the option will help them reach their goal. If a choice no longer helps LSE reach their goals, it will be dismissed and discontinued. On the other hand, SEE prefer to continue pursuing their current option, opting to adjust their ultimate goal in order to fit the current choice.
