Introduction To Myers-Briggs Type in Organizations - Ebook MB6539e Marius Fulga 20230608150901

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Introduction to Myers-Briggs Type ®
in Organizations
SANDRA KREBS HIRSH

JEAN M. KUMMEROW
Fourth Edition

About the Authors
Sandra Krebs Hirsh, MA, MAIR, is principal of Sandra Hirsh
Consulting, a Minneapolis-based management consulting
firm. Her type is ENFP.
Jean Kummerow, PhD, is a consulting psychologist

and principal of Jean Kummerow & Associates LLC, a
Minneapolis-based management consulting firm. Her
type is ESTJ.
They both have extensive experience using personality type

in organizations for team building, coaching, leadership
development, training, and career counseling.
Introduction to Myers-Briggs® Type in Organizations Copyright 1987, 1990, 1998, 2016 by The The Myers-Briggs Company
Myers-Briggs Company. No portion of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or media or by any means, electronic, mechanical, photocopying, +1 800 624 1765 | www.themyersbriggs.com
recording, or otherwise, without the prior written permission of The Myers-Briggs Company.
Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Step II, Introduction to Type, the MBTI logo,
and The Myers-Briggs Company logo are trademarks or registered trademarks of The Myers & Briggs
Foundation in the United States and other countries.
Printed in the United States of America.

23 22 21 20 19 18 12 11 10 9 8 7 6

Contents
WHAT IS THE MBTI ® ASSESSMENT? 1 TYPE DYNAMICS: ORDER OF THE MENTAL PROCESSES 26
The MBTI® Preferences 3 Favorite Process 26

Effects of Extraversion and Introversion
on the Favorite Process 26
PREFERENCE GROUPINGS 5
Second Process 26
The Four Quadrants of the Type Table 6 The Balancing Role of the Second Process 27
The Four Process Pairs 7 Third Process 27
Another Popular Grouping of Preferences 8 Fourth Process 27

Example 28
A Note on Introversion 28
DESCRIPTIONS OF THE 16 TYPES 9
A Note on the Fourth Process 29
ISTJ 10
ISTP 11 DECISION MAKING USING TYPE PREFERENCES 30
ESTP 12
ESTJ 13 Using the Problem-Solving Model 30
ISFJ 14 Using Your Natural Strengths 31
ISFP 15
ESFP 16
ESFJ 17
INFJ 18
INFP 19
ENFP 20
ENFJ 21
INTJ 22
INTP 23
ENTP 24
ENTJ 25

What Is the MBTI Assessment?
®
This booklet is designed to help you its opposite. Your four preferences—your choice from
understand your results on the Myers-Briggs each pair of opposites—make up your four-letter
Myers-Briggs type. The four pairs of preferences describe
Type Indicator® (MBTI®) assessment and how
four different aspects of personality, as shown below.
you can use them to optimize success at work.
The MBTI assessment provides a useful method for EXTRAVERSION (E) or INTROVERSION (I)
Opposite ways to direct and receive energy
understanding people by identifying 16 Myers-Briggs ®
personality types. The personality types arise from the SENSING (S) or INTUITION (N)*
four pairs of opposite preferences shown at right. Each Opposite ways to take in information
preference is indicated by a letter.

THINKING (T) or FEELING (F)
Although each of us can and does use all of the Opposite ways to decide and come to conclusions
preferences at least some of the time, people typically

JUDGING (J) or PERCEIVING (P)
find one in each pair more comfortable and natural than Opposite ways to approach the outside world
THE FOUR MYERS-BRIGGS ® PREFERENCE PAIRS
The way you direct and receive energy
EXTRAVERSION INTROVERSION
People who prefer Extraversion tend to direct their People who prefer Introversion tend to direct their
energy toward the outside world and get energized energy toward their inner world and get energized
by interacting with people and taking action. by reflecting on their ideas, memories, and experiences.
The way you take in information
SENSING INTUITION *
People who prefer Sensing tend to take in information People who prefer Intuition tend to take in information
that is real and tangible. They focus mainly on what by seeing the big picture. They focus mainly on the
they perceive using the five senses. patterns and interrelationships they perceive.
The way you decide and come to conclusions
THINKING FEELING
People who prefer Thinking typically base their People who prefer Feeling typically base their decisions
decisions and conclusions on logic, with accuracy and conclusions on personal and social values, with
and objective truth the primary goals. understanding and harmony the primary goals.
The way you approach the outside world
JUDGING PERCEIVING
People who prefer Judging typically approach the People who prefer Perceiving typically approach the
world with decisiveness and tend to like planning world with flexibility and tend to like spontaneity and
and closure. openness.
*
To avoid duplication and confusion, the letter “N” is used for Intuition because the letter “I” signifies Introversion.

The MBTI assessment has been used for many years with caution and individually verified. You will want to
by organizations around the globe, including determine the type that comes closest to describing you.
• Small businesses and large multinational This probably is the same type you reported on the MBTI
corporations assessment, although this is not always the case. You can
• Service and manufacturing companies use this booklet to help you find the personality type that
• Consulting and training services firms best fits you.
• Government agencies
• Established businesses and new
CHARACTERISTICS OF THE PREFERENCES
entrepreneurial ventures
• Educational and healthcare institutions The way you direct and receive energy
The MBTI assessment helps people in organizations EXTRAVERSION (E) INTROVERSION (I)
• Understand themselves and their behaviors external/exterior internal/interior
outside thrust inside pull
• Appreciate others and make constructive use
talk thoughts out keep thoughts in
of individual differences
breadth depth
• Approach problems in different yet healthy involved with people, things work with ideas, thoughts
ways and thus be more productive interaction concentration
action reflection
Organizations use the MBTI assessment to
do-think-do think-do-think
• Make the most of their talent
• Leverage individuals’ natural strengths The way you take in information
• Improve teamwork SENSING (S) INTUITION (N)
• Understand and adapt to differences in present orientation future possibilities
leadership/management styles what is real what could be
• Increase communication effectiveness practical theoretical
facts inspirations
• Assist in career development
perfecting established skills learning new skills
• Manage conflict utility novelty
• Coach individuals step-by-step insight-by-insight
• Design training activities the five senses the sixth sense, a hunch
• Recognize employees’ unique contributions

The way you decide and come to conclusions
• Develop employees’ skills in creativity, time
management, stress management, and other areas THINKING (T) FEELING (F)
logical system value system
The MBTI assessment was developed by Isabel Briggs head heart
Myers and her mother, Katharine Cook Briggs, based on objective subjective
justice mercy
the personality type theory proposed by psychologist
critique compliment
Carl Jung. As you explore your Myers-Briggs personality
principles harmony
type, remember that the MBTI assessment reason empathy
• Describes rather than prescribes; it is used to open firm but fair compassionate
possibilities, not limit options
The way you approach the outside world
• Identifies preferences, not skills, abilities, or
competencies JUDGING (J) PERCEIVING (P)
• Assumes that all preferences are equally important decide about information attend to/gather information
and valuable, and are used by every person regulate flow
• Is research based and well documented with control adapt
thousands of scientific studies settled tentative
run one’s life let life happen
• Is supported by ongoing research
set goals seek options
Because the results on the MBTI assessment are closing off opening up
organized flexible
subject to a variety of influences (e.g., work tasks, family
demands, and/or cultural norms), they need to be treated

THE MBTI ® PREFERENCES • By looking at how the preferences affect
communication (see p. 4)
The eight MBTI preferences are described here in three ways:
As you read this chapter, you may find it helpful to
• By presenting a list of characteristics commonly
associated with each preference (see p. 2) highlight all the words and phrases that apply to you
• By examining the effects of the preferences in and see which preferences describe you best.
work situations (see below)
EFFECTS OF PREFERENCES IN WORK SITUATIONS
Like participating actively in a variety of tasks Like quiet and private space for concentration
May become impatient with long, slow jobs Tend to be comfortable working on one project for a long time
Are interested in the activities involved in your work and Are interested in the facts and/or ideas behind your work
in how other people do them Like to think before you act, sometimes to the point of
Act quickly, sometimes without thinking not acting
Welcome disruptions when working on a task Find disruptions intrusive when concentrating on a task
Develop ideas by discussing them with others Develop ideas alone through reflection
Like having people around and working on teams Like working by yourself or occasionally in a small group
SENSING INTUITION
Like using experience and standard ways to solve problems Like solving new, complex problems
Enjoy applying skills you’ve already perfected Enjoy the challenge of learning something new
Seldom make errors of fact, but may ignore your inspirations Seldom ignore insights but tend to overlook facts
Like to do things you view as practical Like to do things you view as innovative
Like to present the details of your work first Like to present an overview of your work first
Prefer continuing on with the way things are, with fine-tuning Prefer change, sometimes radical, to continuing on with the
Work step-by-step or piece-by-piece, accurately estimating way things are
the time needed Work in bursts of energy, following your inspirations
THINKING FEELING
Use logical analysis to reach conclusions Use values to reach conclusions

Can work without harmony, concentrating instead on the task Work best in harmony with others, concentrating on the people
Upset people inadvertently by overlooking their emotions Enjoy meeting people’s needs, even in small matters
Decide impersonally, sometimes paying insufficient attention Let decisions be influenced by your own or others’ likes
to people’s wishes and dislikes
Tend to be firm-minded and ready to offer critiques Are sympathetic and avoid telling people unpleasant things
Look at the principles involved in the situation Look at the underlying values in the situation
Want recognition after task requirements are met or exceeded Want appreciation throughout the process of working on a task
JUDGING PERCEIVING
Work best when they can plan their work and work their plan Want flexibility in your work
Enjoy organizing and finishing tasks Enjoy starting tasks and leaving them open for last-minute
Focus on what needs to be completed, ignoring other things changes
Feel more comfortable once a decision has been made about Want to include as much as possible, deferring needed
a thing, situation, or person tasks as long as you can
Decide quickly in your desire for closure Like staying open to experiences, not wanting to miss anything
Seek structure and schedules Postpone decisions so you can continue to search for options
Use lists to prompt action on specific tasks Adapt to changing situations and feel restricted by too
much structure
Use lists to remind yourself of possible things to do
Source: Adapted from Myers, I. B. (1962), Introduction to Type® (1st ed.). Sunnyvale, CA: The Myers-Briggs Company.

PREFERRED METHODS OF COMMUNICATION
Communicate with energy and enthusiasm Keep energy and enthusiasm inside
Respond quickly without long pauses to think Pause and reflect before responding
Converse about people, things, and ideas in the outside world Think through ideas, thoughts, and impressions
Sometimes need to moderate your delivery Sometimes need to be drawn out
Seek opportunities to communicate with groups Seek opportunities to communicate one-to-one
Like at least some communication to be face-to-face Like at least some communication to be in written format
In meetings, like talking out loud to build your ideas In meetings, verbalize ideas that have been thought through
SENSING INTUITION
Like evidence (facts, details, and examples) presented first Like global schemes, with broad issues presented first
Want practical and realistic applications shown, with Want to consider future possibilities and challenges
relationships between the facts clearly explained Use insights and imagination as information and anecdotes
Rely on direct experience to provide information and Rely on a roundabout approach in conversations
anecdotes
Like suggestions to be novel and unusual
Use an orderly, step-by-step approach in conversations
Refer to general concepts
Like suggestions to be straightforward and feasible
In meetings, use the agenda as a starting point
Refer to specific examples
In meetings, follow the agenda
THINKING FEELING
Prefer to be brief and concise Prefer to be personable and in agreement

Want the pros and cons of each alternative to be listed Want to know an alternative’s impact on people and values
Can be intellectually critical and objective Can be appreciative and accepting of others
Are convinced by cool, impersonal reasoning Are convinced by personal authenticity
Present goals and objectives first Present points of agreement first
Use emotions and feelings as secondary data Consider logic and objectivity as secondary data
In meetings, seek involvement with the task first In meetings, seek involvement with people first
JUDGING PERCEIVING
Want to agree on schedules, timetables, and reasonable Are willing to discuss timetables but resist tight deadlines
deadlines and unchangeable schedules
Dislike surprises and want advance warning Enjoy surprises and adapt to last-minute changes
Expect others to follow through, and count on that happening Expect others to respond to situational requirements
State your positions and decisions as final Present your views as tentative and modifiable
Want to hear about results and achievements Want to hear about options and opportunities
Focus on purpose and direction Focus on autonomy and flexibility
In meetings, concentrate on completing the task In meetings, pay attention to how things are proceeding
Source: Adapted from Talking in Type by Jean M. Kummerow, Center for Applications of Psychological Type, 1985.

Preference Groupings
As mentioned earlier in this booklet, your four TYPE TABLE
preferences—your choice from each pair of

opposites—make up your four-letter Myers-
Briggs type. When the eight preferences in
the four pairs of opposites are combined in all
possible ways, 16 four-letter types result.
These 16 types are displayed on a type table, as shown
here.
The type table is arranged as follows:
EXTRAVERSION (E) in the two bottom rows

INTROVERSION (I) in the two top rows
SENSING (S) in the two left columns

INTUITION (N) in the two right columns
THINKING (T) in the two outer columns Type professionals like to group the preferences together
FEELING (F) in the two inner columns in different ways. The following sections show three
common groupings of the preferences.
JUDGING (J) in the top and bottom rows
PERCEIVING (P) in the two inside rows

THE FOUR QUADRANTS OF THE TYPE TABLE
One way the preferences are often grouped is by quadrants of the type
table. The quadrants combine Extraversion and Introversion (E–I; the way
you direct and receive energy) with Sensing and Intuition (S–N; the way you
take in information) and result in the preference pairs IS, IN, ES, and EN. The
quadrants are related to leadership, learning, and work styles, as well as to
corporate culture and ways of handling change.
PREFERENCE GROUPING BY TYPE TABLE QUADRANTS
IS | Thoughtful Realist IN | Thoughtful Innovator
Leadership Through attention to what needs doing Through ideas
Work environment Quiet, reflective, thoughtful Quiet, reflective, thoughtful

Hours that are regular and scheduled Hours that can be sporadic
Administrative focus: procedures are followed Quasi-academic focus: independent of
and exceptions noted procedures
Reliance on written words and policies Reliance on written words and research
Individual focus Practical considerations Intangible thoughts and ideals
Learning focus What can be applied to current or anticipated Learning for learning’s sake, for the joy of creating
needs something new
Learning process By reading and observing By reading and reflecting
Organizational Continuity, such as in administration and Vision, such as in research and development
focus accounting
Change Comes from seeing the difference between what Comes internally from their visions of the future
should be preserved and what could be changed
Motto “Let’s keep it!”* “Let’s think about it differently!”*
ES | Action-Oriented Realist EN | Action-Oriented Innovator
Leadership Through action, doing Through enthusiasm
Work environment Energetic, outgoing, active Energetic, outgoing, active

Hours that are regular and scheduled Hours that can be sporadic with bursts of energy
Implementation focus: time is spent out and Cutting-edge focus: time is spent out there trying
about doing what works new things
Reliance on spoken words leading to action Reliance on spoken words leading to possibilities
Individual focus Practical actions Systems and relationships
Learning focus What is relevant that will help them do their job What is engaging and fun that feeds their creativity
better now and insight
Learning process By doing By talking/acting through ideas
Organizational Results, such as in sales, production, and Change, such as in marketing, promotions, and
focus manufacturing new ventures
Change Comes from getting things to run more Comes from trying something different or novel
effectively and efficiently
Motto “Let’s do it!”* “Let’s change it!”*

*Mottos are excerpted from Organizational Tendencies by Earle C. Page, Center for Applications of Psychological Type, 1985.

There may be some creative tension between the All four perspectives are needed and are valuable to
diagonals (IS versus EN, and IN versus ES). For example, organizations. When one or more perspectives are missing,
while the ISs are saying, “If it ain’t broke, don’t fix it!” the organizational members can use the chart on page 6 to
ENs are saying, “If it ain’t broke, break it!” The INs may be see how or where to supplement their view to ensure an
so busy envisioning a possibility that they overlook the optimal outcome. This does not mean that an organization
steps involved in its implementation—just the opposite of needs to add a “missing type” to its group; rather, members
what the ESs are doing. should be encouraged to use all perspectives.
THE FOUR PROCESS PAIRS
The process pairs correspond to the columns of the type table. They combine
Sensing and Intuition (S–N; the way you take in information) with Thinking
and Feeling (T–F; the way you decide and come to conclusions). These
combinations of preferences (ST, SF, NF, NT) are related to communication
style, problem solving, career choice, and organizational culture.
All four perspectives add value to an organization. When one or more

perspectives are missing, people can use the chart below to supplement
their view and ensure an optimal outcome.
PREFERENCE GROUPING BY PROCESS PAIRS OR TYPE TABLE COLUMNS
ST SF NF NT
People who prefer Sensing + Thinking Sensing + Feeling Intuition + Feeling Intuition + Thinking
Focus on What is; the facts What is; the facts What could be; What could be;
the possibilities the possibilities
Contribute Policies and Internal and external Ideals worth Theoretical concepts
procedures customer service striving for
Have as a goal Efficiency Helping others Empowerment Mastery
Ask questions about How will it be done, by Who will it affect, who How will it be What is the latest and
when, and how much will do it, and how? communicated and most relevant theory
does it cost? who will it affect? or strategy?
Like computers for Keeping track of data Keeping track of data, Aiding growth and Modeling and
especially data relating development of self simulating
to people and others
Experience conflict When work is not When people disagree When values are When principles are
done correctly ignored or crossed incorrect or faulty
Reduce conflict by Having the structures Meeting people’s Articulating values Making sure the
in place needs clearly principles are sound
Want teams to Bottom line Offering support Giving Systems

focus on encouragement
May be found in Government, Service, healthcare, Communication, Start-up technologies,

these types of production, education arts, counseling and scientific, academic
organizations construction development

ANOTHER POPULAR GROUPING OF PREFERENCES
Another notable pattern of preferences can be found in many organizations.

This unusual pattern combines Sensing with Judging or Perceiving (SJ or SP),
and Intuition with Feeling or Thinking (NF or NT). As you put type to practical
use, you may find it helpful to look for your particular pattern in the chart
below. This grouping of preferences is based primarily on observable clusters
of behavior, which may be seen as “activity patterns.”
A THIRD PREFERENCE GROUPING
SJ SP NF NT
Leadership style Traditionalist, Troubleshooter, Catalyst, Visionary, architect

stabilizer, consolidator negotiator, firefighter spokesperson, of systems, builder
energizer
Work style Have a sense of duty, Act with cleverness Persuade people Add ingenuity and
responsibility, loyalty, and timelessness about values and logic to ideas and
and industry inspirations actions
To do best work, Knowledge of the Freedom to do things Personal meaning Intriguing models
they need goal and what they’re as they see fit and congruence with to challenge their
supposed to do to who they are imagination
get there
Learning style Step-by-step, with Active involvement to Personalized and Impersonal and
preparation for current meet current needs imaginative ways of analytical process for
and future utility self-awareness personal mastery
Want others to Hardworking and Resourceful and Authentic and Competent and
see them as reliable risk taking inclusive logical
Acknowledged for Administrative Expeditious handling Something unique Strategic analysis of

contributing expertise, timely of the out-of-the- or a special vision of complex issues
output ordinary and possibilities
the unexpected
Want to be known Dependability Spontaneity that Ability to inspire Expertise

for their includes a spirit of play others
Can get into Too bureaucratic Too expedient Too idealistic Too competitive
trouble by being

Descriptions of the 16 Types
Below are lists of words, arranged in In reading the individual type snapshots, keep in mind
alphabetical order, often used in that there are no “good” or “bad” types. The MBTI
assessment identifies preferences, not abilities or skills.
self-descriptions by people of each of the
As expressed in the descriptions that follow, each type
16 types. Longer type descriptions appear has something to offer and something to learn that
on the following pages. could enhance its contribution to the organization.
SNAPSHOTS OF THE 16 TYPES
ISTJ ISFJ INFJ INTJ
dependable realistic accommodating patient compassionate intense analytical organized

exacting reliable detailed practical conceptual intimate autonomous original
factual reserved devoted protective creative loyal determined private
logical sensible loyal quiet deep methodical firm systems-minded
organized steadfast meticulous responsible determined reflective global theoretical
practical thorough organized traditional idealistic sensitive independent visionary
ISTP ISFP INFP INTP
adaptable logical adaptable modest adaptable gentle autonomous precise

adventurous practical caring observant committed idealistic cognitive self-determined
applied realistic cooperative sensitive curious imaginative detached skeptical
expedient resourceful gentle spontaneous deep intimate independent speculative
factual self-determined harmonious trusting devoted loyal logical spontaneous
independent spontaneous loyal understanding empathetic reticent original theoretical
ESTP ESFP ENFP ENTP
activity oriented outgoing adaptable outgoing creative imaginative adaptive original

adaptable persuasive casual playful curious independent analytical outspoken
adventurous pragmatic cooperative practical energetic original challenging questioning
alert quick easygoing sociable enthusiastic restless clever resourceful
easygoing spontaneous enthusiastic talkative expressive spontaneous enterprising strategic
energetic versatile friendly tolerant friendly versatile independent theoretical
ESTJ ESFJ ENFJ ENTJ
decisive organized conscientious responsible appreciative idealistic challenging objective

direct practical cooperative responsive congenial loyal controlled opinionated
efficient responsible harmonious sociable diplomatic organized decisive planful
gregarious structured loyal sympathetic energetic personable energetic straightforward
logical systematic personable tactful enthusiastic responsible logical strategic
objective task focused planful traditional expressive supportive methodical tough-minded

ISTJs are thorough, exacting, systematic, hardworking, and
careful with detail. They enjoy working within organizations to
improve procedures and processes, remaining loyal through
both good and bad times.
Work Style Leadership Style

• Get things done steadily and on • Use experience and knowledge
schedule of the facts to make decisions
Introversion • Concentrate on details and are

careful about managing them
• Build on reliable, stable, and
consistent performance
Sensing • Have things at the right place at

the right time
• Respect traditional, hierarchical
approaches
Thinking • Can be counted on to honor

commitments and follow through
• Reward those who follow the rules
while getting the job done
Judging • Work within organizational

structure comfortably
• Pay attention to immediate and
practical organizational needs
Work Environments Problem-Solving Approach

• Contain realistic, hardworking • Want to be thoroughly grounded
people focused on facts and results in the facts (S) analyzed in a logical
• Provide long-term security framework (T)
• Reward a steady pace and those • May need to consider the impact
who meet deadlines on people (F) and search for more
possibilities and other meanings (N)
• Utilize structure with systematic
for optimal results
methods
• Are task oriented and firm-minded
Learning Style
• Offer quiet and orderly settings
• Presented in a concrete and
• Allow privacy for uninterrupted
sequential style
work
• Practical with applications that are
Type Dynamics* useful now
Si First
Te Second
F Third
Ne Fourth
Potential Pitfalls Suggestions for Development
See ”Type Dynamics: Order of
*
the Mental Processes“ later in this • May overlook the long-range • May need to pay attention to wider,
booklet for further explanation. implications in favor of day-to-day future ramifications of problems in
operations addition to present realities
• May neglect interpersonal niceties • May need to consider the human
• May become rigid in their ways and element and communicate
thought of as inflexible and less deserved appreciation
open to innovation • May need to try fresh alternatives
• May expect others to provide the to avoid ruts
same level of detail and conform to • May need to develop patience
the same operating procedures for those who communicate
differently or who bypass standard
operating procedures
10

ISTPs are pragmatic, aware of facts, expedient, realistic,
and not likely to be convinced by anything but reasoning.
They enjoy working independently, relying on logic and
resourcefulness to solve immediate organizational problems.

• Act as troubleshooters, rising to • Lead by taking action and setting
meet the needs of the occasion an example
• Function as walking databases
of information in any area that
• Want everyone to be treated as
an equal and to pull his or her
Introversion
interests them
• Figure out practical ways to get
own weight
• Respond quickly when trouble
Sensing
things done, overcoming obstacles
in the way
arises, using the most expedient
techniques
Thinking
• Remain calm during crises and thus
have a settling effect on others
• Manage others loosely and prefer
minimal supervision themselves
Perceiving
• Add expertise in areas of interest in • Operate from clear, logical
which they have technical skills principles

• Contain action-oriented people • Want to use their internal logic to
focused on the immediate situation structure problems and solutions
• Are project oriented and task (T) while attending to the facts and
focused specifics (S)
• Pay attention to what is logical • May need to consider other

possibilities (N) and the impact on
• Reward a quick response to
people (F) for optimal results
problems
• Allow for hands-on experience
Learning Style
• Offer freedom to do the job as
they see fit • Lively and entertaining
• Foster independence and • Useful content that can be Type Dynamics*

autonomy practically applied in areas that
are interesting to them Ti First
Se Second
N Third
Fe Fourth
*
• May keep important things to • May need to open up and share the Mental Processes“ later in this
themselves and thereby appear concerns and information with booklet for further explanation.
unconcerned others
• May lack follow-through, moving • May need to develop perseverance
on before their prior effort bears or communicate changes in
fruit direction
• May conserve efforts, be overly • May need to plan and put in the
expedient, and take shortcuts effort necessary to achieve
• May appear indecisive, lacking desired results
in interest, energy, and follow- • May need to devise methods of
through setting and meeting goals
11

ESTPs are action-oriented, pragmatic, resourceful, and
realistic individuals who prefer to take the most efficient route.
They enjoy making things happen now and typically find a way
through difficult situations.

• Negotiate and seek compromise to • Take charge readily in a crisis
move things along • Persuade others to their point
Extraversion • Keep things lively; make things
happen
of view
• Exhibit a direct and assertive style
Sensing • Take a realistic and direct approach • Take the most expedient route
• Embrace risk in a calculated way
Thinking
• Seek action and immediate results
• Notice and remember factual
information
Perceiving Problem-Solving Approach
• Want to make a realistic and
Work Environments concrete assessment of the
• Contain lively, results-oriented situation (S) and logically analyze
people who value firsthand the next steps (T)
experience • May need to consider the impact
• Have rules, but space is given for on people (F) and search for
deviations alternate possible views (N) for
• Allow time for fun optimal results
• Provide for flexibility in doing

the job Learning Style
• Have a technical orientation with • Active, hands-on, with some
all the latest equipment trial and error in determining
• Are physically comfortable what works
• Respond to the needs of the • Practical and focused on

moment something they can apply now
Type Dynamics*
Se First
Ti Second
F Third Potential Pitfalls Suggestions for Development

• May appear demanding, blunt, and • May need to curb their task focus
Ni Fourth insensitive when acting quickly and factor in the feelings of others
* • May focus too much on the • May need to look beyond the quick
the Mental Processes“ later in this immediate and miss the wider fix, plan ahead, and consider the
booklet for further explanation.
implications of their actions wider ramifications
• May sacrifice follow-through by • May need to complete the tasks
moving on to the next problem at hand
• May get caught up in off-work • May need to keep work and play
activities, such as sports and in the proper perspective
other hobbies
12

ESTJs are logical, analytical, decisive, and tough-minded,
using concrete facts in systematic ways. They enjoy working
with others well in advance to organize the details and
operations to get the job done.

• See, point out, and correct flaws • Seek leadership directly and take
in advance charge quickly
• Critique programs in a logical,
objective way
• Apply and adapt past experiences
to solve problems
Extraversion
• Organize the process, product,
and people to achieve goals
• Get to the core of the situation
crisply and directly
Sensing
• Monitor to determine that the job
is done correctly
• Decide and implement quickly Thinking
• Act as traditional leaders who
• Follow through in a step-by-step
way
respect the hierarchy, achieving
within the system
Judging
• Contain hardworking people • Want to logically analyze and
determined to get the job done control situations (T) based on
properly pertinent facts and relevant
• Are task oriented and committed details (S)
• Offer organization and structure • May need to look at the broader

picture (N) and the impact on
• Have team projects
people and themselves (F) for
• Provide stability and predictability optimal results
• Focus on efficiency and
productivity
Learning Style
• Reward meeting goals
• Active, hands-on, and done in a
structured way
• Practical and focused on Type Dynamics*
something they can use
Te First
Si Second
Potential Pitfalls Suggestions for Development N Third

• May decide too quickly and • May need to consider all sides
pressure others to do so too before deciding, including Fi Fourth
• May not see the need for factoring in the human element See ”Type Dynamics: Order of
*
changing things that they believe • May need to prod themselves to the Mental Processes“ later in this
are already working look at the benefits of what others
• May overlook the interpersonal want to change
niceties in getting the job done • May need to make a special effort
• May be overtaken by their to show appreciation to others
emotions when they ignore • May need to take time away from
their own feelings and values for their work to reflect on and identify
too long their feelings and values
13

ISFJs are sympathetic, loyal, considerate, and kind, and will
go to any amount of trouble to help those who need it.
They enjoy providing behind-the-scenes support and
encouragement.

• Take the practical needs of each • Will step in to lead when needed,
person into account even though they may be reluctant
Introversion • Use follow-through skills in

carrying out organizational goals
at first
• Expect themselves and others to
Sensing • Are patient, even painstaking,

and responsible with detail
comply with organizational needs
and structures
Feeling and routine

• Expend efforts willingly to serve
• Use their personal influence
behind the scenes
Judging others
• Have things at the right place
• Follow traditional procedures and
rules conscientiously
at the right time • Employ their eye for detail to reach
practical results
Work Environments
• Contain conscientious people Problem-Solving Approach
working on well-structured tasks • Want to be thoroughly grounded in
• Provide security and predictability the facts (S), especially those that
apply to people and values (F)
• Are clearly structured and
organized • May need to step back, consider
what is logical (T), and search
• Maintain calm and quiet, with
for more possibilities and other
some privacy
meanings (N) for optimal results
• Require a thorough approach
with adequate follow-through
Learning Style
• Are personalized, kind, and
considerate • Structured and quiet with enough
Type Dynamics * time to commit material to
• Offer a service orientation
memory
Si First • Practical and focused on what
will help people
Fe Second
T Third
Ne Fourth Potential Pitfalls Suggestions for Development

• May be overly cautious, especially • May need to work at taking
*
the Mental Processes“ later in this about the future calculated risks and seeing the
• May act in a manner that is not future in positive, global terms
sufficiently tough-minded • May need to develop more
• May be undervalued because of assertiveness and be more direct
their quiet, self-effacing style • May need to learn to publicize
• May rely too much on their own and spotlight their own
experience and not be as flexible accomplishments
as the situation or others require • May need to work at remaining
open to other ways of doing things
14

ISFPs are gentle, considerate, and compassionate toward those
in need of help; they use an open-minded, flexible approach.
They enjoy working cooperatively and harmoniously, but often
on their own individual tasks.

• Respond to the needs of each • Lead reluctantly, preferring a
person in the organization as team approach, often acting as
they arise
• Act to ensure others’ well-being
coordinator
• Use personal loyalty as a means
Introversion
• Infuse joy into their work of motivating others
• Offer more praise and support
Sensing
• Bring people and tasks together by
virtue of their cooperative nature than criticism
• Rise to the occasion and adapt
Feeling
• Pay attention to how people are
treated to what is needed
• Gently persuade by tapping into
Perceiving
others’ good intentions
Work Environments
• Contain cooperative people quietly
enjoying their work Problem-Solving Approach
• Allow for private space • Want to reflect on what really
matters to themselves and others
• Have people who are compatible
(F) with a pragmatic view of facts
• Provide flexibility and security and experiences (S)
• Are aesthetically appealing • May need to consider other
• Include courteous co-workers interpretations and possibilities
• Seek practical outcomes (N) and decide about things more
objectively (T) for optimal results
Learning Style
• Quiet with opportunities to
experience things directly Type Dynamics*
• Practical and focused on what
will help people Fi First
Se Second
N Third
Potential Pitfalls Suggestions for Development Te Fourth

• May be too trusting and unwilling • May need to develop more
*
to question skepticism in analyzing others’ the Mental Processes“ later in this

• May avoid conflict by not critiquing information booklet for further explanation.
others when needed • May need to learn how to give

• May focus only on the present corrective feedback to others
reality, missing things in their and manage conflict
fuller context • May need to develop a wider and
• May be overly self-critical and more future-oriented perspective
too easily hurt • May need to be more assertive with
others and more appreciative of
themselves
15

ESFPs are friendly, outgoing, fun loving, likable, and naturally
drawn toward others. They enjoy working in groups with other
lively, fast-paced people, as well as offering alternatives based
on common sense.

• Bring energy, enthusiasm, and a • Lead by promoting goodwill and
spirit of cooperation teamwork
Extraversion • Present a positive image of the

organization
• Prefer managing initial steps of
a project
Sensing • Offer action, excitement, and fun • Defuse tense situations by putting
people at ease
• Link people, information, and
Feeling resources • Make things happen by focusing
on immediate problems
• Accept and deal with others as
Perceiving they are, even treating them
generously
• Facilitate effective interactions
among people

• Contain energetic and easygoing • Want to make a realistic and
people focused on present realities concrete assessment of the
• Are lively and action oriented situation (S), especially about
people (F)
• Foster a fast pace
• May need to add objectivity (T) and
• Include people who are adaptable
a long-range vision of what else
and spontaneous
might be (N) for optimal results
• Emphasize being harmonious,
friendly, and appreciative
Learning Style
• Are upbeat and social
• Interactive with ample time to
• Look attractive and colorful
talk through new information
• Practical with content they can
Type Dynamics* try out to see what works
Se First
Fi Second
T Third Potential Pitfalls Suggestions for Development

• May overemphasize subjective data • May need to include logical
Ni Fourth in an effort to maintain harmony implications in their decision
* • May jump into things without first making in order to depersonalize
the Mental Processes“ later in this reflecting on what is at hand conflict
• May spend too much time • May need to plan ahead when
socializing and neglect tasks managing work
• May not always finish what • May need to balance task and
they start socializing time
• May need to work on project and
time management skills
16

ESFJs are helpful, tactful, compassionate, and orderly.
They place a high value on getting along with others and
enjoy organizing people and projects to help complete the
tasks at hand.

• Bring a service orientation and • Lead by giving personal attention
attitude to others
• Pay close attention to each
person’s needs, desiring to please
• Gain cooperation through good
relationships
Extraversion
• Complete tasks in a timely and
accurate way
• Keep people well informed Sensing
• Set an example of hard work
• Respect rules and authority and follow-through Feeling
• Handle day-to-day operations • Uphold organizational traditions
efficiently Judging
Problem-Solving Approach
Work Environments • Want to consider values and the
• Contain conscientious, cooperative impact on people (F) as well as
people oriented toward helping pertinent facts and useful
others details (S)
• Are goal oriented, with helpful • May need to identify other
procedures in place interpretations and meanings (N)
• Reward organization and efficiency and to logically and dispassionately
analyze them (T) for optimal results
• Encourage friendships
• Are appreciative and outgoing
Learning Style
• Foster interpersonal sensitivity and
caring • Structured, participative, and
personable with ample time to talk
• Include both facts and values
through new information
• Practical material with known
applications Type Dynamics*
Fe First
Si Second
Potential Pitfalls Suggestions for Development N Third

• May avoid conflict and pretend • May need to pay attention to
problems don’t exist disagreements and manage Ti Fourth
• May ignore their own priorities conflict See ”Type Dynamics: Order of
*
because of a desire to please • May need to factor in their personal the Mental Processes“ later in this
others needs and wants
• May prescribe what they assume is • May need to listen more objectively
best for others or the organization to what is really needed
• May not always take the time to • May need to consider the logical,
step back, be objective, and see the global implications of their
bigger picture decisions
17

INFJs are compassionate and insightful, trust their visions,
and quietly exert influence. They enjoy working alone or in
compatible small groups using their inspirations for people’s
growth and development.

• Provide future-oriented insights • Lead through their vision of
directed at serving human needs what is best for others and the
Introversion • Follow through on commitments organization

• Win cooperation rather than
• Work with integrity and consistency
Intuition • Use periods of solitude and
demand it
• Utilize a quiet, intense, and
concentration to come up with
Feeling creative ideas persistent course of action
toward strategic objectives
• Organize complex interactions
Judging between people and tasks • Work to make their inspirations real
• Motivate others toward their ideals
in a determined manner
Work Environments
• Contain people strongly focused
on ideals that make a difference to Problem-Solving Approach
human well-being • Want to identify an internal vision
• Provide opportunities for creativity of what is possible (N), especially in
and expressing their values relation to people and values (F)
• Encourage harmony and • May need to include objective

consideration views of their vision of the future
(T) as well as the details needed
• Have smooth-running processes
to make it a reality (S) for optimal
respectful of people’s needs
results
• Reward personal insights
• Foster quiet with time and space
Learning Style
for reflection
• Individualized and reflective so
• Are organized and planful
Type Dynamics * depth can be attained
• Focused, structured, and complex
Ni First with an emphasis on concepts and
relationships
Fe Second
T Third
Se Fourth
*
the Mental Processes“ later in this • May notice their ideas being • May need to develop political savvy
booklet for further explanation. overlooked and underestimated and assertiveness skills to help
• May not be forthright with criticism them present their ideas
• May be reluctant to intrude on • May need to learn to give

others and thus keep too much to constructive feedback to others on
themselves a timely basis
• May operate with single-minded • May need to solicit feedback and

concentration for what they believe suggestions along the way
is best for the future • May need to relax and be more
open to the present situation
18

INFPs are open-minded, idealistic, insightful, and flexible
individuals who want their work to contribute to something
that matters. They enjoy working by themselves or in small
groups where they can be creative.

• Communicate and persuade based • Take a facilitative approach
on their ideals • Prefer unique leadership roles to
• Draw people together around a
common purpose
conventional ones Introversion
• Work independently toward their
• Work to find matches for people in
organizations
vision Intuition
• Are more likely to praise than to
• Seek new ideas and possibilities for
the organization
critique others Feeling
• Encourage people to act on their
• Quietly push an organization to
uphold its values
ideals Perceiving
Problem-Solving Approach
Work Environments • Want to reflect on what is really
• Contain pleasant and committed important to them and others
people focused on important (F) and to seek out creative
values possibilities (N)
• Have a cooperative atmosphere • May need to gather factual data
• Allow privacy as well as collegiality (S) and decide about things more
objectively (T) for optimal results
• Provide flexibility with minimal
routine
• Are nonbureaucratic Learning Style
• Foster calm and quiet • Quietly engaging their interests,
and imaginatively presented
• Allow time and space for reflection
• Flexible and focused on their
own and others’ development
Type Dynamics*
Fi First
Ne Second
S Third
Te Fourth
*
• May delay completion of tasks • May need to learn to work with the Mental Processes“ later in this
because of perfectionism what is rather than search for an booklet for further explanation.
• May try to please too many people ideal response

at once • May need to develop more tough-
• May not adjust their ideals to the mindedness and a willingness to
facts and logic of the situation say no
• May spend more time in reflection • May need to factor in facts and
than in action logic along with their personal
values
• May need to develop and
implement action plans
19

ENFPs are enthusiastic, insightful, innovative, versatile, and
tireless in pursuit of new possibilities. They enjoy working on
teams to bring about change related to making things better
for people.

• See the need for and initiate • Share their energy and enthusiasm
change • Take charge of the start-up phase
Extraversion • Focus on possibilities, especially
for people
• Communicate readily, possibly
becoming spokespersons for
Intuition • Energize and persuade others
through their enthusiasm
worthy causes
• Make an effort to include and
Feeling • Bring creativity and imagination
to projects and actions
support people while allowing
for autonomy
Perceiving • Appreciate and acknowledge

others
• Focus on what motivates people
and encourage them to act

• Include imaginative people focused • Want to explore creative
on possibilities possibilities for growth (N) that
• Allow for sociability and flair fit with their values (F)
• Foster participation with different • May need to apply logic

kinds of people and perspectives dispassionately (T) and consider
the relevant facts and details (S) for
• Offer variety and challenge
optimal results
• Encourage sharing ideas
• Are flexible, casual, and
Learning Style
unconstrained
• Active, experiential, and
• Mix in fun and enjoyment
imaginative
• Interesting, whether or not it
Type Dynamics* has practical applications
Ne First
Fi Second
T Third
Si Fourth • May want to move on to new ideas • May need to set priorities based on
or projects without finishing what what is most important and then
*
the Mental Processes“ later in this

they’ve already started follow through
booklet for further explanation. • May overlook relevant facts and • May need to pay attention to
details key details and then stay focused
• May overextend themselves and try on them
to do too much • May need to screen tasks and say
• May procrastinate while searching no rather than try to do them all,
for the best possible answer no matter how appealing they may
sound
• May need to use project- and time-
management skills to meet goals
20

ENFJs are interpersonally focused, understanding, tolerant,
appreciative, and facilitators of good communication. They
enjoy working with others on a variety of tasks focused on the
development of people.

• Bring strong ideals about how • Lead by sharing their personal
organizations should treat people enthusiasm and offering praise
• Enjoy leading and facilitating teams • Take a participative stance in
managing people and projects
Extraversion
• Encourage cooperation
• Communicate organizational • Respond to followers’ needs
while putting everyone at ease
Intuition
values
• Like to bring matters to fruitful • Challenge the organization to
make actions congruent with
Feeling
conclusions
values
• Inspire change that is beneficial
Judging
Work Environments
to people
• Contain individuals focused on
changing things for the betterment
of others Problem-Solving Approach
• Are people oriented and social • Want to consider values and the
impact on people (F) by identifying
• Encourage support and
a future vision (N)
appreciation
• May need to include more factual
• Have a spirit of harmony and
data (S) and to logically and
empathy
dispassionately analyze it (T) for
• Encourage self-expression optimal results
• Are settled and decisive
• Seek responsiveness and order Learning Style
• Interactive and cooperative, with
many opportunities to talk about
what is important to them Type Dynamics*
• Well structured, with much
encouragement Fe First
Ni Second
S Third
• May idealize others and suffer from • May need to recognize people’s Ti Fourth
blind loyalty limitations and guard against
*
• May pretend problems don’t exist unquestioning loyalty the Mental Processes“ later in this
when in conflict • May need to learn to manage booklet for further explanation.
• May ignore tasks in favor of conflict productively

relationship issues • May need to pay as much attention
• May take criticism personally and to the details of the task as to the
be overly self-critical people involved in the task
• May need to suspend self-criticism
and listen carefully to objective
information
21

INTJs are independent, individualistic, single-minded, and
determined individuals who trust their vision of possibilities
regardless of universal skepticism. They enjoy working by
themselves on projects that are complex.

• Provide theoretical insights and • Drive themselves and others to
design skills attain the organization’s goals
Introversion • Organize ideas into action plans • Act strongly and forcefully in the
field of ideas
• Work to remove obstacles to
Intuition goal attainment • Can be tough-minded with self and
others
• Have a clear vision of what the
Thinking organization can be • Conceptualize, create, and build
new models
• Push everyone to understand
Judging the system as a whole, with its
complex interaction among parts
• Are willing to relentlessly
reorganize whole systems when
necessary
Work Environments
• Contain decisive, intellectually Problem-Solving Approach
challenging people focused on • Want to use their internal vision for
implementing long-range visions strategies, systems, and structures
• Allow independence and privacy (N), which they have objectively
for reflection determined (T)
• Are efficient • May need to include the input of

others (F) and the details needed
• Include competent and productive
to make their visions a reality (S) for
people
optimal results
• Encourage and support autonomy
• Provide opportunities for creativity
Learning Style
• Are task focused and deliberate
• Individualized, reflective, and
Type Dynamics * in-depth in their areas of interest
• Intellectual, theoretical, and
Ni First focused on the big picture first
Te Second
F Third
Se Fourth
• May appear so unyielding that • May need to solicit feedback and
* others are afraid to approach or suggestions on both their personal
the Mental Processes“ later in this challenge them style and their ideas
• May keep their ideas to themselves • May need to communicate with
for too long, believing others see and involve others in their ideas
things the same way and strategies early on
• May have difficulty letting go of • May need to face reality when the
impractical ideas data do not support their ideas
• May be so task focused that they • May need to make sure that others’
pay scant attention to others’ contributions are encouraged and
contributions acknowledged
22

INTPs are rational, curious, theoretical, and abstract,
preferring to organize ideas rather than situations or people.
They enjoy working alone with ample autonomy for their own
ideas and methods.

• Design logical and complex • Lead by conceptually analyzing
systems problems and goals
• Demonstrate expertise in tackling
intricate problems
• Apply logical systems thinking Introversion
• Allow for autonomy and
• Add short- and long-range
intellectual insight
independence for themselves
and others
Intuition
• Apply logic, analysis, and critical
thinking to ideas
• Relate to people based on
expertise rather than position
Thinking
• Concentrate on core issues • Seek to interact at an intellectual
rather than an emotional level
Perceiving
Work Environments
• Contain independent thinkers Problem-Solving Approach
focused on solving complex • Want to use their internal logic to
problems structure problems and solutions
• Allow privacy, with plenty of time (T) while searching for possible
and space to think options (N)
• Foster independence and • May need to pay attention to

originality of thought present reality and data (S) as
well as to the needs and wants
• Provide flexible policies and
of others (F) for optimal results
procedures
• Are quiet, with as few meetings
as possible Learning Style
• Have unstructured and • Individualized with no set
nonbureaucratic ways beginning or end, following their
own interests in depth Type Dynamics*
• Reward self-determination
• Broad, conceptual, and challenging
to their intellect Ti First
Ne Second
S Third
Fe Fourth
• May be too abstract and therefore • May need to focus on practical
unrealistic about necessary follow- details and develop concrete steps See ”Type Dynamics: Order of
*
through for implementation the Mental Processes“ later in this

• May overintellectualize and • May need to state things more
become too theoretical in their simply
explanations • May need to yield on minor
• May pay too much attention points in order to gain the needed
to minor inconsistencies at the cooperation of others
expense of teamwork and harmony • May need to learn more about
• May turn their critical analytical others and express appreciation
thinking on people and act of them
impersonally
23

ENTPs are innovative, strategic, versatile, analytical, and
entrepreneurial. They enjoy working with others in
start-up activities that require ingenuity and unusual
resourcefulness.

• View limitations as challenges • Develop theoretical systems to
to be overcome meet organizational needs
Extraversion • Provide new ways to do things • Encourage independence in others

• Bring a conceptual framework to • Apply logic and find models
Intuition problems for change
• Take initiative and spur others on • Use compelling reasons for what
Thinking • Enjoy complex challenges that they want to do
address future needs • Act as catalysts between people
Perceiving and systems
Work Environments
• Contain independent people Problem-Solving Approach
working on models to solve • Want to explore future possibilities
complicated problems and patterns (N) and logically
• Provide for flexibility and challenge analyze the pros and cons for
each (T)
• Are change oriented and
nonbureaucratic • May need to include what people
want and need (F) and the relevant
• Have competent people
facts and details (S) for optimal
• Reward risk taking results
• Encourage autonomy and freedom
of action
Learning Style
• Focus on the big picture
• Active, conceptual, and expertly
taught
• Challenging and big-picture
Type Dynamics* focused
Ne First
Ti Second
F Third Potential Pitfalls Suggestions for Development

• May become lost in the model, • May need to pay attention to
Si Fourth forgetting about current realities the here and now and the essential
* and details facts
the Mental Processes“ later in this • May be competitive and • May need to acknowledge and
unappreciative of others’ input validate others’ contributions
• May overextend themselves to and value as people
the point of burnout • May need to set realistic priorities
• May resist standard procedures and time lines and know when
to stop
• May need to recognize the value of
procedures and traditions
24

ENTJs are logical, organized, structured, objective, and
decisive about what they view as conceptually valid. They
enjoy working with others, especially when they can take
charge and add a strategic plan.

• Develop well-thought-out plans • Initiate an action-oriented,
• Provide structure to the energetic approach
organization • Provide long-range plans to
the organization
Extraversion
• Design strategies that work toward
broad goals • Manage directly and are tough
when necessary
Intuition
• Take charge quickly and do
what it takes • Enjoy complex problems and
managing them resourcefully
Thinking
• Deal directly with problems caused
by confusion and inefficiency • Run as much of the organization
as possible
Judging
Work Environments
• Contain results-oriented, Problem-Solving Approach
independent, and competent • Want to logically analyze and
people focused on solving control situations (T) based on an
complex problems internal understanding of what
• Are goal oriented could be (N)
• Have efficient systems and people • May want to include a realistic

determination of the actual facts
• Provide challenges with a direct
(S) and to consider the impact
payoff for effort
on people and themselves (F) for
• Reward decisiveness optimal results
• Include tough-minded people
• Offer structure and focus on use of Learning Style
a master plan
• Cutting-edge and theoretically
based, delivered by experts Type Dynamics*
• Open to challenges and questions
Te First
Ni Second
Potential Pitfalls Suggestions for Development S Third

• May overlook people’s needs • May need to factor in the human
and contributions in their focus on element and appreciate others’ Fi Fourth
the task contributions See ”Type Dynamics: Order of
*
• May discount pragmatic • May need to check the practical, the Mental Processes“ later in this
considerations and constraints personal, and situational resources
• May decide too quickly and appear available before plunging ahead
impatient and domineering • May need to take time to reflect
• May ignore and suppress their own and consider all sides before
and others’ feelings deciding
• May need to learn to identify and
value feelings in both themselves
and others
25

Type Dynamics:
Order of the Mental Processes
More than just a shorthand designation for EFFECTS OF EXTRAVERSION AND
What Is Personality Type?
four preferences, each Myers-Briggs type INTROVERSION ON THE FAVORITE PROCESS
represents the dynamic interaction of the
Jung developed his ideas about personality typePeople
in an use their to
effort favorite process,
explain thealso known as
normal, the
natural
preferences with one another. dominant function, mostly in their favorite world. That is,
differences that exist between people. Based on his observations, Jung concluded that
if you are more energized by interacting in the outside
Every person is more comfortable using some of the
differences in how people behave result from theworld
preferences than others. Those favorite preferences tend
natural tendencies
(Extraversion), people
then that have
is where to your
you use use
favorite process. If you are more energized by reflecting
their minds
to become indeveloped
better differentand
ways.
more As people
relied on thanact on their tendencies, they develop the behavior
on your internal world (Introversion), then that is where
the others. As explained below, it is possible to predict
patterns that match. Jung’s theory defines eight you
different
use yourpatterns of normal
favorite process. behavior,
So, Extraverts use their
the order in which any individual will develop and use
which favorite process
theyindevelop.
their extraverted world, and Introverts
some of he called types, along
the preferences—the with anknown
four preferences explanation
as of how
use their favorite process in their introverted world.
the mental processes. See the chart titled “Order of the
Mental Processes for Each Type” later in this chapter for For example, ESTJs have Thinking as their favorite
your type’s order. process. Because they have a preference for Extraversion,
ESTJs typically express their logical reasoning and
FAVORITE PROCESS conclusions out loud. On the other hand, ISTPs also have
Thinking as their favorite process, but they use it primarily
The two middle letters of your Myers-Briggs personality in their internal world (Introversion). Therefore, ISTPs
type show the two mental processes that make your have a logical framework mostly in their head ordering
type unique. You use these processes in one of the two their thoughts. Other people may not always hear their
mental activities your mind is involved in whenever it is reasons for coming to the conclusions they do.
active: taking in information and coming to conclusions.
SECOND PROCESS
Taking In Information The other of your middle two letters is your second
process. It helps out and supports your favorite process.
SENSING or INTUITION
To continue the analogy, all organizations need at least
two things to survive and be effective: good information
Coming to Conclusions and good decision making about that information. The
THINKING or FEELING same is true within each person. Thus if people use
their favorite process to take in information (Sensing or
For each type, one of these mental processes takes Intuition), then they use their second process to come to
the lead, or is the favorite process. An analogy may conclusions about that information (Thinking or Feeling)
help illustrate the importance of the favorite process. and vice versa.
No organization can operate well without a sense of
direction and purpose. The same holds true with a
personality: few people can be effective or consistent
without one of the mental processes taking the lead.
26

THE BALANCING ROLE OF THE FOURTH PROCESS
SECOND PROCESS
Your fourth process, or inferior function, is the process
The second process, also known as the auxiliary function, opposite your favorite process. For example, if your
helps provide balance to our personality in another favorite process is Feeling, your fourth process is
manner—providing ways to both act (extravert) and Thinking. If the favorite process is extraverted, the
reflect (introvert). The favorite and second processes fourth process will be introverted, and vice versa. It
are used in opposite ways. If the favorite process is may be helpful to think about the fourth process as
extraverted, the second process will be introverted. If the having two forms.
favorite process is introverted, the second process will • The fourth process is a way to tap into a deeper
be extraverted. So, for ESTJs, the information for their awareness of yourself, likely to become more
decisions comes from their introverted Sensing, that important to you at midlife. ESTJs, whose fourth
is, from their past experiences, information about what process is introverted Feeling, will use the fourth
others have done, and so on. For ISTPs, the information process to tune into what is really important to
for their introverted Thinking decisions comes from them and others. They may become interested and
extraverted Sensing, that is, from what their current involved in mentoring others and helping in the
experience is and what others are doing. community. These actions tap into their introverted
A way to think about this is to consider the leader of Feeling as they seek ways to live out their values.
an organization. Some leaders focus primarily on the • When people are under extreme stress, ill, or
outer world (Extraversion). They concentrate on those otherwise not acting like themselves, the fourth
people or things in the environment that might affect the process may show up in negative or inferior ways.
organization. This kind of leader needs people to help This means that for ESTJs the characteristics of
maintain the internal (Introversion) functioning of the introverted Feeling, such as knowing what is really
organization. Other leaders prefer to direct their energies important, take over their personality, but with a
primarily to the internal (Introversion) organization and negative twist. For example, ESTJs may suddenly
delegate much of the external (Extraversion) monitoring become hypersensitive and take things too
to others. personally, forgetting their usual logic. See the chart
at the end of this chapter for typical ways different
THIRD PROCESS types show their fourth process in these less-than-
ideal circumstances.
Even though they aren’t listed in your four-letter type,
you also use the other two mental processes at times.
For example, if the two middle letters of your type are S
and T, you also use N and F at least some of the time.
Your third process, or tertiary function, is the preference

opposite your second process. For instance, if your
second process is Sensing (S), your third process is
Intuition (N). Your third process may appear in both
introverted and extraverted forms. ESTJs use their third
process, Intuition, both to see possibilities for the future
of the organization and to develop an inner vision around
that future.
27

EXAMPLE A NOTE ON INTROVERSION
Putting it all together, consider INFPs (the opposite to Remember, people with a preference for Introversion
ESTJs). INFPs’ favorite process is Feeling. Because they are more likely to show their second process to others
prefer Introversion, they use their Feeling preference because their favorite process is used mainly inside,
primarily in their inner world. Therefore, INFPs’ likely in their favored introverted world. What you see with
focus is on deciding about ideas related to people using those who prefer Introversion is not always what is most
their internal, people-centered values. INFPs’ second important to them. For example, INTJs often show
process is Intuition, which they use primarily in the outer others their extraverted Thinking, with its characteristics
world. Their Intuition provides ideas and possibilities of logical structure and analysis. Others may not realize
to help them make decisions. INFPs’ third process is that INTJs’ favorite process, introverted Intuition, with its
Sensing, and their fourth process is Thinking. INFPs might vision for future possibilities, is really in charge.
choose to delve into the logic of the situation, perhaps by
People may experience IJs (the top row in the type table)
getting involved in academic or scholarly pursuits. When
as having their minds made up because they use their
under stress, INFPs may have difficulty identifying the
decision-making process (Thinking or Feeling) in the
applicable logical principles.
external world. IPs (the second row in the type table) may
In MBTI terms, the order of mental processes for INFPs is seem more adaptable than they actually are on a given
1. Feeling (introverted) issue because they extravert the process they use for
taking in information (Sensing or Intuition).
2. Intuition (extraverted)
3. Sensing (extraverted or introverted)
4. Thinking (extraverted)
ORDER OF THE MENTAL PROCESSES FOR EACH TYPE
ISTJ ISFJ INFJ INTJ
1. Sensing (i) 1. Sensing (i) 1. Intuition (i) 1. Intuition (i)

2. Thinking (e) 2. Feeling (e) 2. Feeling (e) 2. Thinking (e)
3. Feeling (e or i) 3. Thinking (e or i) 3. Thinking (e or i) 3. Feeling (e or i)
4. Intuition (e) 4. Intuition (e) 4. Sensing (e) 4. Sensing (e)
ISTP ISFP INFP INTP
1. Thinking (i) 1. Feeling (i) 1. Feeling (i) 1. Thinking (i)

2. Sensing (e) 2. Sensing (e) 2. Intuition (e) 2. Intuition (e)
3. Intuition (e or i) 3. Intuition (e or i) 3. Sensing (e or i) 3. Sensing (e or i)
4. Feeling (e) 4. Thinking (e) 4. Thinking (e) 4. Feeling (e)
ESTP ESFP ENFP ENTP
1. Sensing (e) 1. Sensing (e) 1. Intuition (e) 1. Intuition (e)

2. Thinking (i) 2. Feeling (i) 2. Feeling (i) 2. Thinking (i)
3. Feeling (e or i) 3. Thinking (e or i) 3. Thinking (e or i) 3. Feeling (e or i)
4. Intuition (i) 4. Intuition (i) 4. Sensing (i) 4. Sensing (i)
ESTJ ESFJ ENFJ ENTJ
1. Thinking (e) 1. Feeling (e) 1. Feeling (e) 1. Thinking (e)

2. Sensing (i) 2. Sensing (i) 2. Intuition (i) 2. Intuition (i)
3. Intuition (e or i) 3. Intuition (e or i) 3. Sensing (e or i) 3. Sensing (e or i)
4. Feeling (i) 4. Thinking (i) 4. Thinking (i) 4. Feeling (i)
28

A NOTE ON THE FOURTH PROCESS When people whose favorite process is Thinking or
Feeling are using their fourth process in a negative or
When people whose favorite process is Sensing or
inferior way, encourage them to take a break. Then
Intuition are using their fourth process in a negative or
invite them to gather the relevant facts and/or consider
inferior way, encourage them to take a break. Then invite
possible options—in other words, to use their second and
them to consider which facts and possibilities are the
third processes of Sensing and Intuition.
most logical and/or the most important ones to act on—
in other words, to use their second and third processes of
Thinking and Feeling.
CHARACTERISTICS AND CONSEQUENCES OF THE FAVORITE (# 1) AND FOURTH (# 4) PROCESSES
When Sensing is #1 and You are likely to Under stress, you may
Intuition is #4, as in Recognize the pertinent facts Become caught in a rut, rehashing the same details
ISTJ, ISFJ, ESTP, and ESFP, Apply experience to problems Get stuck, lose common sense, and not see
you are likely to have the possible ways out
Notice what needs attention
clearest awareness of View the future in negative terms
Keep track of essentials
what is.
Turn unduly pessimistic
Handle problems with realism
When Intuition is #1 and You are likely to Under stress, you may
Sensing is #4, as in Recognize new possibilities Become overwhelmed with ideas and possibilities,
INTJ, INFJ, ENTP, and ENFP, Come up with new solutions to all equally enticing
you are likely to have the problems Obsess over unimportant details
clearest awareness of Delight in focusing on the future Become so preoccupied with one irrelevant fact that
what could be. it becomes your whole focus
Watch for additional ideas
Overindulge the senses, with excessive eating, drinking,
Eagerly start in on something new
exercising, watching TV, etc., to avoid facing reality
When Thinking is #1 and You are likely to Under stress, you may
Feeling is #4, as in Analyze the situation Become opinionated and unwilling to change your
ISTP, INTP, ESTJ, and ENTJ, Find flaws in advance point of view
you are likely to have the Have unexpected and uncontrolled emotional
Hold consistently to a principle
clearest awareness of outbursts
Weigh the pros and cons
what is logical. Be hypersensitive to “suspected” slights
Stand firm against opposition
Take criticism very personally
When Feeling is #1 and You are likely to Under stress, you may
Thinking is #4, as in Empathize with people Stop listening to and accommodating others
ISFP, INFP, ESFJ, and ENFJ, Be concerned about how others Become so sensitive to conflict that you ignore
you are likely to have the will feel or avoid it
clearest awareness of Allow for extenuating circumstances Be hypercritical; find fault with almost everything,
what matters. but in an illogical manner
Know what is really important
Act domineering, taking charge without a thought
Appreciate each person’s
to others
contributions
Remember, if you have a preference for Extraversion (E), you often show the characteristics of your favorite process, as in the “You are
likely to” column above, to others. If you have a preference for Introversion (I), you often use these characteristics internally; therefore
they may be less evident to others. As a general rule, this may mean you need to work harder to communicate this information to
others.
Remember, the fourth process typically shows itself in this negative or inferior form (see right column) when you are under stress, ill,
or fatigued. These are only a few of the more common forms of the fourth process.
Source: Last column adapted from Myers, I. B. (1962), Introduction to Type® (1st ed.). Sunnyvale, CA: The Myers-Briggs Company.
29

Decision Making Using Type Preferences
Consciously using the four MBTI mental USING THE PROBLEM-SOLVING MODEL
What Is Personality Type?
processes can be helpful for both individuals
A better solution results if you pay attention to all four
and teams when they are working on
Jung developed his ideas about personality typemental
in an processes.
effort toUltimately
explainall points
the in the circle
normal, need
natural
problems and making decisions. Although to be covered. Asking (and answering) the questions
differences that exist between people. Based on his observations, Jung concluded that
this may seem straightforward, it can actually listed on the next page can be one way of doing so.
differences
be difficult toinfully
howimplement
people behave result
because from the natural tendencies people have to use
people For example, ENFPs may search for the possibilities
their
have aminds in different
tendency ways.
to skip over theAs people
parts of act on their
(#1 N),tendencies, theyimportance
then consider their develop(#the
2 F). behavior
Ideally,
eight they will continue by considering the logic ( 3 T) and #

patterns that match.
decision making Jung’s them
that require theory
to defines
use different patterns of normal behavior,
the facts ( 4 S).
#
their less
which hepreferred ( 3 and
called types, 4) processes.
along
# #
with an explanation of how they develop.
Until you master the problem-solving model, it might be
Decisions are usually made by emphasizing your
wise for you to consult others of opposite preferences
favorite process and ignoring your fourth process.
when making important decisions, or to pay particular
A better decision is likely to result if you use all four
attention to the contributions of your third and fourth
of the mental processes.
processes. Likewise, if a team is overloaded with certain
See the problem-solving model below. The model types, pay particular attention to the preferences that are
is presented as a circle to show that you can begin at missing. Similarly, consultations with others of different
any point and move in any direction according to your types may prove beneficial.
own order of mental processes. You are likely to start
Finally, follow these steps:
with your favorite process (#1), proceed to your second
• Use Introversion (I) to allow time for reflection at
process (#2), and pay little attention to your third and
each step along the way.
fourth processes.
• Use Extraversion (E) to discuss each step before
PROBLEM-SOLVING MODEL moving on.
• Use Perceiving (P) in each step to keep discussions

THINKING
and options open, not cutting things off prematurely.
• Then use Judging (J) to make a decision and

determine a deadline and schedule.
SENSING INTUITION
FEELING
Source: Model adapted from the works of Isabel Briggs Myers.
30

QUESTIONS TO ASK OF EACH MENTAL PROCESS USING YOUR NATURAL STRENGTHS
SENSING Although any type can perform any role, each type
tends to gravitate toward particular styles. You function
How did this problem occur?
What are the verifiable facts? best when you can adopt a style that allows you to
What exactly is the situation now? express your preferences. When you are forced to use
What has been done and by whom? a style over a long period of time that doesn’t allow for,
What already exists and works? or call on, your preferences, inefficiency and burnout
may result. So, although you can adopt a different style
INTUITION
when needed and call on different preferences when
What can I interpret from the facts? appropriate, you will contribute most when you are using
What insights and hunches come to mind about this your own preferences.
situation?
What would the possibilities be if there were no
Basically, our message is: Go with your strengths.
restrictions?
What other directions/fields can I explore?
What is the problem similar to?
THINKING
What are the pros and cons of all the alternatives?

What are the logical consequences of the options?
What are the objective criteria that need to be met?
What are the costs of each choice?
What is the most reasonable course of action?
FEELING
How will the outcome affect the people, process,

and organization?
What do I like and dislike about each alternative?
How will others react and respond to the options?
What are the underlying values involved for each
choice?
Who is committed to carrying out the solution?
31

BROADEN YOUR UNDERSTANDING of personality type with the Introduction to
Myers-Briggs® Type series from The Myers-Briggs Company, the exclusive publisher
of the Myers-Briggs Type Indicator® (MBTI®) assessment. These popular guides
help you integrate type theory concepts into both your personal and professional
lives. Understanding workplace preferences, coping with stress, reducing conflict,
exploring career options, managing projects, enhancing decision making, and
improving team effectiveness are just a few of the many type-related applications
you can explore using these informative booklets.
For a complete list of titles or to order booklets, visit www.themyersbriggs.com.
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INTRODUCTION TO MYERS-BRIGGS ® TYPE SERIES FREE

Introduction to Myers-Briggs Type

*Subject to website availability.

This eBook is licensed to Marius Fulga and Cristian Gherghita

SANDRA KREBS HIRSH

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Jean Kummerow, PhD, is a consulting psychologist

They both have extensive experience using personality type

Printed in the United States of America.

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The MBTI® Preferences 3 Favorite Process 26

The Four Process Pairs 7 Third Process 27

Another Popular Grouping of Preferences 8 Fourth Process 27

ISFJ 14 Using Your Natural Strengths 31

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preference is indicated by a letter.

preferences at least some of the time, people typically

THE FOUR MYERS-BRIGGS ® PREFERENCE PAIRS

The way you direct and receive energy

The way you take in information

The way you decide and come to conclusions

The way you approach the outside world

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• Recognize employees’ unique contributions

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EFFECTS OF PREFERENCES IN WORK SITUATIONS

Use logical analysis to reach conclusions Use values to reach conclusions

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Prefer to be brief and concise Prefer to be personable and in agreement

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As mentioned earlier in this booklet, your four TYPE TABLE

preferences—your choice from each pair of

The type table is arranged as follows:

EXTRAVERSION (E) in the two bottom rows

SENSING (S) in the two left columns

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PREFERENCE GROUPING BY TYPE TABLE QUADRANTS

IS | Thoughtful Realist IN | Thoughtful Innovator

Leadership Through attention to what needs doing Through ideas

Work environment Quiet, reflective, thoughtful Quiet, reflective, thoughtful

Individual focus Practical considerations Intangible thoughts and ideals

Learning process By reading and observing By reading and reflecting

Motto “Let’s keep it!”* “Let’s think about it differently!”*

ES | Action-Oriented Realist EN | Action-Oriented Innovator

Leadership Through action, doing Through enthusiasm

Work environment Energetic, outgoing, active Energetic, outgoing, active

Individual focus Practical actions Systems and relationships

Learning process By doing By talking/acting through ideas

Motto “Let’s do it!”* “Let’s change it!”*

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THE FOUR PROCESS PAIRS

All four perspectives add value to an organization. When one or more

PREFERENCE GROUPING BY PROCESS PAIRS OR TYPE TABLE COLUMNS

Have as a goal Efficiency Helping others Empowerment Mastery

Want teams to Bottom line Offering support Giving Systems

May be found in Government, Service, healthcare, Communication, Start-up technologies,

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Another notable pattern of preferences can be found in many organizations.

A THIRD PREFERENCE GROUPING

Leadership style Traditionalist, Troubleshooter, Catalyst, Visionary, architect

Acknowledged for Administrative Expeditious handling Something unique Strategic analysis of

Want to be known Dependability Spontaneity that Ability to inspire Expertise

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