LSE - Logical Sensory Energiser - "The Practitioner"

This is the profile for the Logical Sensory Energiser (LSE). To see more type profiles, click here.

Thomas Edison

1. Pragmatism
LSEs are highly practical and busy individuals who direct their energies to solving mechanical and procedural issues in the here and now. Possessing a keen ability for applying new information to real problems, LSEs are adept at researching a range of useful subjects and utilising what they learn to aid their daily lives, sharpening their mind into a useful and adaptable tool for their benefit and those of others. Trying to be as capable and self-sufficient as possible, LSEs try to act in a way that everything they do serves some real, concrete use and they will endeavour to lend their energies to any matter around them that needs addressing, working to fix the problem so that everything runs smoothly and effectively. This can keep them continually on their feet moving from one task to the next in order to keep things working to a high quality. Frequently, the workings and processes of the immediate surroundings are taken on by the LSE as a personal responsibility and they will proactively attempt to improve this environment, not only fixing particular issues and keeping things working, but measuring and quantifying the results of their efforts, looking to see if there is anything to be learned for further improvements. LSEs need to feel that everything to be done to optimise their environment has been done, and will try to offer advice to others so that they can similarly function more effectively. As such, LSEs often make capable teachers of daily tasks to others, explaining step-by-step how best to go about doing something in a way that works well. Similarly they may put themselves to use sharing their knowledge and informing others of things they find interesting and relevant to a situation, allowing others to learn from such experiences and help themselves. In this way, LSEs earnestly try to be of the greatest assistance they can be to their environment and those that inhabit it.

2. Senses

Christine Lagarde

Most frequently, the processes worked at and improved on by LSEs exist in the real, physical world, with the increases to efficiency being specifically in terms of increasing visible, measurable output with minimum waste of energy and resources. As such, quality of utility is prioritised in anything LSEs are working on. This leads to clean, fluid procedures in harmony with the surroundings, reducing clutter, mess and noise in a way that feels organic and natural. Such methods result in LSEs relying much on their hands to physically work on things, being able to interact directly with objects and move them around into the way that best aligns for a particular result. LSEs have a capable grasp of the details to the matters they work with, making them efficient managers in being able to account for minutiae that others may miss. LSEs feel unease around inefficient, clunky processes and have difficulty not stepping in to fix something causing a jam or unpleasant grinding of the gears. Similarly, LSEs try to avoid waste of resources available to them, trying to put each and every part to frugal, sustainable use. LSEs tend to be particular about how they are doing things in the day to day, often insisting upon doing things to an appropriate level of quality and refusing to perform shoddy work for other ends. Furthermore, LSEs are aware of the value of their own body as a tool in the workings around them, and pay much attention to its needs and upkeep. LSEs may be very capable of working hard, but they are unlikely to overwork themselves or forget to take time out for recuperation. Instead, they leave adequate time for leisure, putting together relaxing events for themselves and those close to them, or simply taking out a quality evening on their own. As such, LSEs are able to maintain themselves mentally and physically for continued productive efforts.

George H. W. Bush

3. Emotions
Although naturally dry and businesslike in their approach to the world, LSEs understand the need to make themselves appealing to others and for the sake of ease in conversation, will endeavour to be friendly and appealing in public, breaking the ice and keeping people happy in a socially engaging manner. In doing so, LSEs are better able to persuade people to allow themselves to be helped, as well as keeping those who might interfere or disrupt their efforts from wanting to do so. In these attempts, LSEs tend to be very polite and gracious, trying not to offend and coming across as a respectable, likeable person or even a role model for correct behaviour. However, LSEs tend to dislike the insincerity and superficiality of these attempts and much prefer finding people who they can interact with on closer, more accepting terms. In these more intimate relationships, LSEs feel they are better able to cut loose and simply be themselves, without having to play up to a crowd. The external charm of LSEs is a mask that can quickly wear thin when faced with people who are unresponsive to their attempts to help or inform, and in such situations, the LSE may quickly grow frustrated at others' stubbornness and wilful ignorance. In this way, the gregarious role that LSEs play is ineffective in more challenging situations, where people do not merely need to be kept happy, but won over entirely. 

4. Time

Morgan Fairchild

LSEs are most driven to optimise tasks in the day-to-day and assessing their productivity in terms of immediate, visible results. Relying on what their senses tell them empirically, they are unable and largely unwilling to grasp the unseen effects of their actions in the long term and are uninterested in thinking far beyond the daily application and use of ideas and tools. They may reject the notion of placing much faith on hunches or beliefs in outcomes without considerable concrete proof. The main drive of LSEs is to work hard and well with the situation immediately before them, and this may significantly lessen the efficacy of their efforts when something seems like a prudent option but fails to lead anywhere or accomplish anything in the long run. Although capable organisers, LSEs prefer to handle things in the moment, or arrange loose plans for activities on a particular date. They will be far less likely to prepare for or give much thought to things happening that have no clear tie to present happenings. LSEs need flexibility to find the most efficacious plan in the moment and have difficulty lining these up with a singular, predicted outcome. Rather than limit their activities and improvements to those that best bring about a long-term result, LSEs prefer to be of continuous use throughout the day in as many areas as possible, and are likely to reject the notion that unseen higher goals or needs must be achieved at the expense of immediate practicality. For this reason, LSEs may take on projects, regardless of whether they can see its end within their means or not. However, such an approach is not always going to lead to beneficial results further down the line, with LSEs becoming so caught up in attending to the mundane processes that they can miss the big picture and things only achievable from commitment and dedication to a particular end. This need to fix any issue as and when it comes up can cause LSEs to easily and inadvertently wander off track with their plans and cause their daily helpfulness to not amount to very much on a larger scale. While being capable of working with speed, LSEs often lack appropriate haste, not knowing when no action is going to better help a situation than acting immediately. As such, they may hustle and bustle about from one task to the next, wasting their time for only superficial utility.

Mike Rowe

5. Relations
Naturally pragmatic and business-minded, LSEs are best at making objective, effective decisions in the here and now, relying on the facts to inform them how best to proceed. However, LSEs are less able to consider more subjective sources for decision-making. Although deeply desiring a meaningful relationships with certain special people, LSEs have a hard time relying on their personal sentiments to make personal judgements on the internal qualities of others, whether they like the person or not. Usually, they will try to rely instead on factual information, what someone has done and whether their record is that of someone who is beneficial. However, LSEs desire assistance in being able to follow their heart when deciding how they feel about a person. Although wanting to see the best in others, LSEs tend to be unsure how to justify the correctness of such a feeling, greatly appreciating those who are able to validate their feelings and point out their potential as worthwhile relations. Furthermore, the busy tendency of LSEs to work hard at improving their surroundings can lead them to unintentionally neglect their long-term relationships with those close to them. As such, they desire patient, understanding people who are able to make time for them and allow them to unwind and simply be themselves in their spare moments. By doing this, LSEs can begin to form close, special bonds with their best friends and partners. More than anything, LSEs desire for someone else to look within them and see the goodness of their soul, treasuring those who can bring to attention that they are not merely useful, helpful people to others, but also fundamentally good and beneficial in nature.

6. Ideas

Roger Corman

Although the restless energy of LSEs can make them already highly busy in the moment, a substantial amount of attention is given to the many possible things they can do next. LSEs tend to be highly intellectually curious and creatively open to expanding their horizons. As such, they are often looking for new perspectives and ways with which they can improve themselves, trying to think outside the box to find an unexpected or unlikely solution to a problem. They tend to dislike the idea that they may be limited in some way, taking the view that they can achieve anything they want if they simply work hard at something and will try to maximise their capability in many possible avenues. Similarly, they may attempt to come up with new, unexplored ideas to apply to their activities, offering their insights to others and taking pride in themselves should they be accepted and lead to beneficial results. However, the capability of LSEs to think of multiple unexplored scenarios can be adversely affected by their blindness to eventualities too far ahead of what their immediate observations can tell them. Although pragmatic and resourceful, LSEs are disinclined to give their ideas much careful forethought or consideration when they could instead be putting things into practice. LSEs may frequently be willing to try out a new idea, only for things to not turn out as they had hoped. When faced with inevitable failure, LSEs tend to instead conclude they simply have not worked hard enough and will up their efforts, often in vain. LSEs want to be be people of insightful creativity, who come up with good ideas, and may be very resistant to hyperbole of people saying their ideas will not work, demanding proof rather than abandoning their efforts to another's fatalistic hunch.

Abraham Lincoln

7. Laws
LSEs are most disposed to acting in a manner that is practical and convenient, relying on their knowledge and common sense in order to do things effectively. As such, they tend to be averse to precise rules and guidelines, structuring their day and limiting their ability to think for themselves. Suffice to say, LSEs prefer to work at companies that give them breathing room and promote their self-sufficiency. Often motivated to explain how things work to others, LSEs are likely to do away with complex terminologies and precise definitions, preferring instead a looser, albeit drier, sequence of facts and helpful commentary that a person may use to help themselves. For LSEs, there is little true improvement to be had with simply devising a framework or model, as it simply makes people reliant on a set order and does not teach people to apply their own minds to solve problems situationally. LSEs are aware that in different circumstances, set systems and laws can be limiting, rather than enabling, and as such, are prone to avoiding using them unless absolutely necessary. Instead, LSEs prefer to give general guidelines and pieces of advice for how a person can may live more sufficiently and prudently, helping people by teaching them how to best apply their own common sense.

8. Force

David Petraeus

Frequently, LSEs are highly restless, busy individuals who seem to be everywhere at once, acting on a desire to improve everything they lay their eyes on. This tirelessness makes them highly productive when they need to be, getting things done at a pace few others can sustain. Expertly able to respond in the moment, they are capable of quick, successful decisions. Despite this hyperactivity, LSEs tend to shun ferocity and competition with others for the sake of winning. Although very decisive and capable of assuming leadership of a situation, LSEs prefer not to see themselves as an authority of power, so much as an authority of wisdom, and will endeavour to assist others with what they know, rather than lead or control others into doing what they want. That being said, LSEs can be frightening in the rare situations that they lose their temper. However, LSEs are individualist and self-sufficient at heart, not seeing any justification in being the boss of others. Although often being successful in life due to hard work on their own initiative, LSEs simply aspire to be their own masters and perform tasks capably without interference of pushiness from others. Despite being unwilling to push others to do things, LSEs are very able to push themselves when necessary in order to get things done, often protecting the weaknesses and failings of multiple others in doing so. Such workhorse tendencies are sustainable by their hardy nature, although LSEs are not pain-embracing, and will be aware of the point where they begin to feel tired, being able to take an appropriately long rest after such bursts of activity. 


Some famous people we think are LSEs:

• Albert, Prince Consort
• Leon Battista Alberti
• Robert Barron (bishop)
• Isambard Kingdom Brunel
• William F. Buckley, Jr.
• George H. W. Bush
• James Callaghan
• Constantius Chlorus
• Roger Corman
• Richard Dawkins
• Hugo Eckener
• Thomas Edison
• Morgan Fairchild
• Frugalgreengirl (YouTuber)
• Galen
• Rutherford B. Hayes
• Prince Henry of Prussia (1862-1929)
• Herbert Hoover
• Joseph II, Holy Roman Emperor
• Charles G. Koch
• Jared Kushner
• Christine Lagarde
• Abraham Lincoln
• Grand Duke Nikolai Nikolaevich of Russia (1856-1929)
• Hugh O'Flaherty
• David Petraeus
• Pliny the Elder
• Georges Pompidou
• Mitt Romney
• Mike Rowe
• David Sharpe (actor)

Some fictional characters we think are LSEs:

• Captain America (Marvel Comics)
• Brock (Pokemon)
• Edgar Linton (Wuthering Heights)