

SCOAN is a leader who drives a clear vision, and SCUEI believes everything is connected and explores here and there. When SCOAN tries to go in a straight line, SCUEI keeps wanting to take side roads.
2 of the five axes match and 3 differ. Matching axes are where you recognise each other at once; differing ones are where you learn from each other.
When SCOAN sets the project's direction, SCUEI discovers unexpected links in the process.
SCOAN sees SCUEI's scattering as inefficiency, and SCUEI sees SCOAN's narrowness as a risk.
The best moment together is when what SCUEI discovered greatly expands SCOAN's plan. Then SCOAN too acknowledges SCUEI's view. But most of the time they move at different speeds.
“When SCOAN gives a little room to SCUEI's exploration, and SCUEI can respect SCOAN's priorities, the two can become a team with depth and breadth at once. Otherwise they just keep speaking different languages.”
This is for self-exploration, not a basis for judging facts.
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