True to Type

1. The MBTI Measures Preferences, Not Abilities or Performance

"The Myers-Briggs Type Indicator (MBTI) is a carefully validated, highly reliable personality inventory that allows individuals to declare the degree to which they express preferences for eight aspects of human personality."

Non-judgmental framework: The MBTI is not a test with right or wrong answers. It doesn't measure intelligence, maturity, or psychological health. Instead, it focuses on identifying an individual's natural preferences in four areas of life:

• How we see reality (Sensing vs. Intuition)
• How we judge that reality (Thinking vs. Feeling)
• Where we get our energy (Extraversion vs. Introversion)
• How others see our orientation to the world (Judging vs. Perceiving)

Wellness orientation: Unlike some psychological assessments, the MBTI has a positive, non-pathological approach. It doesn't categorize people as "normal" or "abnormal," but rather celebrates the diversity of human personalities and their unique strengths.

2. Understanding the Four Dichotomies: E-I, S-N, T-F, and J-P

"We perceive either by gathering concrete, specific, data (Sensors) or registering concepts, theories, relationships, or possibilities (iNtuitives)."

Extraversion (E) vs. Introversion (I):

• E: Prefer to focus on the outer world of people and things
• I: Prefer to focus on the inner world of ideas and impressions

Sensing (S) vs. Intuition (N):

• S: Prefer to take in information through the five senses, focusing on what is real and concrete
• N: Prefer to take in information by seeing patterns and the big picture, focusing on future possibilities

Thinking (T) vs. Feeling (F):

• T: Prefer to make decisions based on logic and objective analysis
• F: Prefer to make decisions based on values and how actions affect people

Judging (J) vs. Perceiving (P):

• J: Prefer a planned, organized approach to life
• P: Prefer a flexible, spontaneous approach to life

Understanding these dichotomies helps individuals and teams appreciate diverse perspectives and strengths, fostering better communication and collaboration.

3. Type Development and "True Type" vs. Reported Type

"The theory holds that each of us has a 'true type.' Whether or not the MBTI reflects that type at any one taking is, to a certain extent, up for grabs, depending on the circumstances, frame of mind, and 'honesty' of the person taking the indicator."

Self-discovery process: Identifying one's true type is an ongoing journey of self-reflection and validation. The MBTI results are a starting point, not a definitive label.

• Factors affecting reported type:
  • Job expectations and societal pressures
  • Stress or unusual circumstances
  • Misunderstanding of questions or preferences
  • Cultural or linguistic differences

Type development: As individuals mature and gain life experience, their preferences may become clearer or more balanced. This doesn't mean changing type, but rather developing a more nuanced expression of one's innate preferences.

4. The Impact of Stress on Type Expression

"When we confront major stress, the routine can go haywire, and type alone may become inadequate. At these times we may slip from strength to weakness."

Comfort zone regression: Under mild stress, individuals often retreat to their dominant function, becoming exaggerated versions of their type.

Inferior function emergence: During severe stress, people may display characteristics opposite to their usual preferences, often in immature or uncontrolled ways.

• Example: An INTJ might become uncharacteristically emotional and impulsive under extreme stress.

Understanding these stress responses can help individuals and teams develop coping strategies and support systems tailored to their type preferences.

5. Ethical Considerations in Using MBTI in Organizations

"The APT (Association of Psychological Type) Statement of Ethical Principles makes it clear that psychological type ought not to be used to advantage or disadvantage anyone."

Voluntary participation: Taking the MBTI should always be optional, not mandatory.

Confidentiality: Results should be shared only with the individual, not with supervisors or colleagues without explicit permission.

Avoiding stereotyping: Type should not be used to limit career opportunities or make hiring decisions.

• Proper use: Personal development, team building, and communication enhancement
• Improper use: Job placement, performance evaluation, or promotion decisions

Organizations must establish clear guidelines for ethical MBTI use to prevent misuse and maintain employee trust.

6. The Importance of Self-Validation and Confidentiality

"Confidentiality is an important issue when discussing the results from the MBTI."

Self-validation process: Individuals should be encouraged to reflect on their results and decide if they feel accurate. The MBTI is a tool for self-discovery, not a definitive label.

Protecting privacy:

• Results should be returned in sealed envelopes
• No public displays of type without permission
• Individuals choose whether to share their type

Modeling openness: Facilitators can encourage sharing by being open about their own type, while emphasizing that it's always a personal choice.

Creating a safe, non-judgmental environment allows for more honest self-reflection and meaningful discussions about type differences.

7. MBTI's Role in Enhancing Communication and Team Dynamics

"If you and I see reality differently, we can't have a meaningful conversation."

Bridging communication gaps: Understanding type differences helps team members appreciate diverse perspectives and communication styles.

• Example: Sensors focus on concrete details, while Intuitives prefer big-picture concepts

Leveraging diverse strengths:

• Thinking types: Analytical problem-solving
• Feeling types: Maintaining team harmony
• Judging types: Project planning and closure
• Perceiving types: Adaptability and exploring options

Team composition: While no ideal type combination exists, teams benefit from diverse perspectives. Awareness of type can help manage potential conflicts and leverage complementary strengths.

8. Limitations and Potential Misuses of the MBTI

"Too often, while not stated overtly, this is the impression that lingers."

Not a comprehensive measure: The MBTI doesn't assess skills, intelligence, or job performance. It's one tool among many for understanding personality.

Potential misuses:

• Pigeonholing individuals based on type
• Using type to justify poor behavior or avoid growth
• Over-relying on type for major life decisions

Avoiding determinism: Type preferences are tendencies, not absolute predictors of behavior. Individuals can and do act outside their preferences when necessary.

Emphasize that the MBTI is a framework for understanding, not a rigid categorization system.

9. The Relationship Between Type and Career Choice

"Should I use my type to choose a career?"

Type as guidance, not destiny: While certain types may be drawn to specific careers, no type is inherently suited or unsuited for any profession.

Considerations:

• Personal interests and values
• Skills and experience
• Job market demands
• Work environment preferences

Career exploration: Use type insights to:

• Identify potential areas of interest
• Understand work environment preferences
• Recognize potential challenges in certain fields

Encourage individuals to explore various career options, regardless of type stereotypes. The MBTI can inform career choices but should not dictate them.

10. Type Differences in Decision-Making and Problem-Solving

"Once we have recorded our perceptions, Jung suggests that we have to make some decisions about them."

Thinking (T) approach:

• Analyze cause-and-effect relationships
• Seek logical consistency
• Focus on objective criteria

Feeling (F) approach:

• Consider impact on people
• Seek harmony and consensus
• Focus on personal and group values

Application in teams:

• Recognize the value of both approaches
• Encourage input from both T and F perspectives
• Balance logical analysis with consideration of human factors

Problem-solving strategies:

• S types: Focus on practical, step-by-step solutions
• N types: Explore innovative, big-picture approaches
• J types: Seek closure and decisive action
• P types: Keep options open and adapt to new information

Understanding these differences can lead to more comprehensive decision-making and problem-solving processes in organizations.

Last updated: July 28, 2024