In the MBTI certification program, the instructor demonstrated how using the four mental functions (sensing, intuition, thinking and feeling) are really a decision making process, and if followed, lead to a more robust decision.
One begins with sensing (get the data), moves to intuition (what other possibilities are there), then on to thinking (analyze the options logically) and finally feeling (considering the human impact of the decision.)
What I found interesting is that he also gave examples of which parts of an organization typically bring each of the functions to the group. We all get that finance often brings the sensing and thinking functions, while the strategy group looks for possibilities.
When he got to feeling, I expected him to say “human resources”. Instead he said Marketing. Now come on….human resources deals with the people, right?
Being a long-time human resources practitioner, that bothers me. Shouldn’t human resources be the ones to bring in the “what about the people element?”
I wonder. Has the human resource profession, at least sometimes, become so embroiled in compliance and process that we don’t have the time we need to raise the “people” flag?
Interesting discussion topic….
....@ the intersection of learning & performance 
I agree that’s interesting. Perhaps some of what’s happened is that as HR has focused more and more on being a “business partner” some of the “feeling” parts have become lost or camouflaged.
I also find that the term “business partner” has varied meanings, and sometimes depending upon the strengths or interests of the individual in the role. In my recent organizations, the “business partner” did mostly serve the “Director of People” function, while other areas of HR were centralized. But even with a seat at the table, should HR represent the people part of the business? Thinking out loud….
It seems to me that HR must serve the people side as long as there are people on the delivery side of the product or service. Human nature is not so easy to capture in an algorithm unless we are all statisticians. That certainly is not me.
Agree, Emily. But I can’t think of an industry, service or product that doesn’t have people on the delivery side. Adding up all the different experiences, feelings and perspectives of all of the people creates a mind-boggling amount of variability, and that’s the part that is so easy to miss because it IS so complex.
So for me, I keep seeing the people side as an important facet of the business side, not something separate.