temperament report - career-lifeskills.com · material adapted from understanding yourself and...

Temperament Report

Overview The MajorsPTI™ is an instrument designed to help facilitate your learning valuable information about how you direct your energy, take in information, make decisions, and how you orient to your environment. Personality type theory can help you to understand why some situations are enjoyable and energizing, while others are uncomfortable and draining. The MajorsPTI™ is intended to help you in the process of self- understanding and continued personal and professional growth. For over twenty-five years, many personality type experts have noticed that people seem to have one of sixteen different personality type patterns. The MajorsPTI™ alone will not tell you which one of these patterns is accurate for you. It is recommended that you verify your results through feedback and interaction with a person knowledgeable about psychological type as well as your own reading of more detailed descriptions. Brief descriptions of the themes of the sixteen personality types are provided. We recommend you explore full narrative whole type descriptions to better find your best-fit type. References are provided for further exploration.

Report Contents The Basics........................................................................ 2

Your Indicated Results ..................................................... 2

Understanding Your Best-Fit Type ....................................3

The 4 Temperament Patterns ........................................... 4

References for Further Reading........................................ 7

Report created by Linda V. Berens, Ph.D.

© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the 4 Temperaments 3.0 by Linda V. Berens (2006), and Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights

Prepared for Sam Sample

reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc.

Temperament Report

The MajorsPTI ™ reports preferences on four dichotomies, with two opposing preferences on each dichotomy.

This seven-page report integrates the way you responded to the MajorsPTI™ with the four temperaments.

Your Preferred World or Attitude

CO

GN

ITIV

E

PR

OC

ES

SE

S

E

S

T

J

Extraversion Energized by interaction with others

Sensing Tangible, experiential awareness

Thinking Information/situations assessed based on criteria or principles

Judging Plan ahead and follow the plan

or

or

I

N

F

P

Introversion Energized by solitary activities

iNtuiting Conceptual, symbolic awareness

Feeling Information/situations assessed based on appropriateness or worth

Perceiving Keep options open to adapt

perception Accessing /

Gathering Information

judgment Organizing /

Evaluating / Deciding

or

Orientation to the Outer World

or

YOUR INDICATED RESULTS

According to your responses to the MajorsPTI ™, you indicated preferences for:

ISFJ

The Type Code It is important to remember that the four-letter type code is more than the sum of four letters. It resulted from the construction of an instrument that separated out the dichotomies at play in the personality: Extraversion- Introversion, Sensing-iNtuiting, Thinking-Feeling, and Judging-Perceiving. While on the surface these dichotomies can be described generally, they are not separate parts or traits. It is assumed that reporting preferences for one over the other of each dichotomy on a personality instrument would give us an idea of the pattern of cognitive processes and thus reveal the personality type patterns.

© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the 4 Temperaments 3.0 by Linda V. Berens (2006), and Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc. 2

THE BASICS


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UNDERSTANDING YOUR BEST-FIT TYPE

Understanding the “Self” We can view who we are in several ways. It is as if we have different “selves.”

Understanding Our Different “Selves” Often as we go about our daily lives, we are adapting to the current situation or context. This is one reason that trying to figure out the core self is difficult when we look at a single behavior. Another reason is that we may have adapted to life’s challenges by suppressing some of our natural inclinations and by developing aspects of ourselves that are not part of our natural pattern. When these aspects have become an integral part of our developed self, it is often very difficult to determine our core self. When we use a personality instrument to help us, sometimes we answer the questions in terms of the contextual self, such as how we are at work. Sometimes we answer in terms of a developed self. It is important to realize that no one instrument by itself or a single view of personality will easily get at the core self. We have found that a variety of approaches, taken together, works best to help us understand our “self.”

The Contextual Self The contextual self is who we are in any given environment. It is how we behave depending on what the situation requires. Here is where our flexibility and adaptability come into play. We have capability to adapt our temperament to the needs of the situation. The more skill and comfort we have within our own temperament, the more likely we are to easily step outside that temperament to meet the challenges of the context. However, a specific environment may require, push us to use, or even challenge us to become skilled using the talents and taking the perspective of the other temperaments. The temperament dynamics (see Things-in-Common later in this report) also give us ways to shift our behavior as needed.

The Developed Self When our contextual behaviors become habitual and ongoing, they become an aspect of the developed self. Several factors influence our development. First of all, our inborn tendencies have a natural way of unfolding and developing. Given our particular inborn temperament pattern, we are more likely to develop the talents of that temperament first. The responses of the environment as we engage with it can also subtly influence our development. If we get rewarded for certain behaviors and punished for others, we can’t help but be influenced. But we also make choices and decisions as we exercise our free will in response to what life presents us. And other people influence us through our interactions and roles.

Finding Your Best -Fit Type Pattern Best-fit type refers to the personality type pattern that you decide fits you best. By “best-fit” we mean the type pattern that best matches your core self, not your contextual self or even your developed self. This pattern may be the same as you report on a personality instrument or it may be different. You decide. No one description or pattern will be a perfect match to all of who you are. Your personality is rich and complex, and a “type” or type pattern cannot adequately express all of that richness.

The Core Self An aspect of our personality exists from the beginning of our lives. This aspect of ourselves is in our genes, our DNA. We are born with a tendency to behave in certain ways, which influences how we adapt, grow, and develop. When we act in congruence with this core self, we are more likely to be in a state of “flow,” of high energy. When we have to act in ways that are different from our natural inclinations, we are likely to pay a high-energy cost. In understanding ourselves, it is important to understand all of these “selves” and to honor the ways we can be in all instances. It is important to not limit our self-knowledge to just our contextual self, our developed self, or our core self.

© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the 4 Temperaments 3.0 by Linda V. Berens (2006), and Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc.

3


THE 4 TEMPERAMENT PATTERNS

Your personality type code also links with your temperament pattern. Temperament refers to the broader patterns of personality and examines themes and core values expressed through behaviors. These patterns of behavior have been observed over the last twenty-five centuries and are briefly summarized here. (Brief descriptions of the themes of the sixteen types are on page 5.)

Abstract/Idealistic Symbolic awareness, The mind's eye

Concrete/Realistic Experiential awareness, The body's eye

PEOPLE OF THE

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anct

ion

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ant e

very

one

to w

ork

with

in th

e no

rms

or v

alue

s of

the

PEOPLE OF THE CATALYST TM TEMPERAMENT STABILIZER TM

TEMPERAMENT (GUARDIAN/SJ/GOLD) (IDEALIST/NF/BLUE)

_NF_ Want to be authentic, benevolent, and empathic. Search for identity, meaning, and significance. Are relationship oriented, particularly valuing meaningful relationships. Tend to be idealistic and visionary, wanting to make the world a better place. Look to the future. Trust their intuition, imagination, and impressions. Focus on developing potential, fostering and facilitating growth through coaching, teaching, counseling, and communicating. Generally are enthusiastic. Think in terms of integration and similarities and look for universals. Often are gifted in the use of metaphors to bridge different perspectives. Usually are diplomatic. Frequently are drawn to work that inspires and develops people and relationships.

_S_J Want to fit in, to have membership. Hunger for responsibility, accountability, and predictability. Tend to be generous, to serve, and to do their duty. Establish and maintain institutions and standard operating procedures. Tend to protect and preserve, to stand guard and warn. Look to the past and tradition. Foster enculturation with ceremonies and rules. Trust contracts and authority. Want security and stability. Think in terms of what is conventional, comparisons, associations, and discrete elements. Generally are serious, concerned, and fatalistic. Usually are skilled at ensuring that things, information, and people are in the right place, in the right amounts, in the right quality, at the right time. Frequently gravitate toward business and commerce.

PEOPLE OF THE PEOPLE OF THE THEORISTTM TEMPERAMENT IMPROVISER™ TEMPERAMENT

(ARTISAN/SP/ORANGE) (RATIONAL/NT/GREEN)

Aut

onom

y/P

ragm

atis

m

Wan

t to

cont

rol o

wn

actio

ns to

mee

t goa

ls _NT_

Want knowledge and to be competent, to achieve mastery. Seek expertise to understand how the world and things in it work. Are theory oriented. See everything as conditional and relative. Are oriented to the infinite. Trust logic and reason. Want to have a rationale for everything. Are skeptical. Think in terms of differences, delineating categories, definitions, structures, and functions. Hunger for precision, especially in thought and language. Usually are skilled at long-range planning, inventing, designing, and defining. Generally are calm. Foster individualism. Frequently gravitate toward technology and the sciences. Tend to be well suited for engineering and devising strategy, whether in the social sciences or physical sciences.

_S_P Want the freedom to choose the next act. Seek to have impact, to get results. Want to be graceful, bold, and impressive. Generally are excited and optimistic. Are absorbed in the action of the moment. Are oriented toward the present. Seek adventure and stimulation. Hunger for spontaneity. Trust impulses, luck, and their ability to solve any problem they run into. Think in terms of variation. Have a talent for noticing and describing rich detail, constantly seeking relevant information. Like freedom to move, festivities, and games. Tend to be natural negotiators. Seize opportunities. Usually are gifted tacticians, deciding the best move to make in the moment, the expedient action to take. Are frequently drawn to all kinds of work that requires variation on a theme.


4

THE 4 TEMPERAMENT PATTERNS

Temperament Things in Common We often relate to more than one temperament pattern because each pattern has something in common with the others. These things-in-common reveal themselves in the interactions between people, especially in our communications. As you try to sort out which temperament is the best fit for you, you may identify a preference for one or the other of the dynamics that are at play when the temperaments interact. These dynamics are

• Abstract versus Concrete language—The way we tend to think about things and the way we use words • Affiliative versus Pragmatic roles—The way we prefer to interact with others • Structure versus Motive focus—Where we focus our attention when interacting

These dynamics are always operating in a situation, and if we become polarized along these dimensions as we interact with others, communication can become extremely difficult. However, we need to remember that we have at least one thing in common with every temperament.

CATALYST ™

•

STABILIZER™

THEORIST™ IMPROVISER™


5

AFFILIATIVE

• Cooperation and agreement • Want to get along and have agreement • Seek interdependence • Complementary—Exchange different

kinds of behaviors • Sanction—Want everyone to work

within the norms or values of the group

CONCRETE REALISTIC

• Tangibles—experiences and observations

• Perceptions • Literal • Indicative • Observation • Factual • Sensation • Detailed descriptions

ABSTRACT IDEALISTIC

• Intangibles—concepts, ideas, implications, and meanings

• Conceptions • Figurative • Symbolic • Meaning • Fictional • Intuition • Concepts and patterns

MOTIVE Why people do things

Meaning behind behaviors

STRUCTURE Order and Organization

Sequential

STRUCTURE Order and Organization

Multidimensional

MOTIVE Why people do things

What’s in it for the person

PRAGMATIC • Autonomy & outcomes • Do what it takes to get the desired outcomes • Seek independence • Symmetrical—Exchange the same kind of

behaviors • Expedience—Want to call shots on own actions

to meet goals, regardless of norms

Directing ABSTRACT Informing Directing CONCRETE Informing A

FF

ILIA

TIV

E

FORESEER DEVELOPER™ INFJ

Personal growth. Sustain the vision. Honoring the gifts of others. Taking a creative approach to life. Talent for foreseeing. Exploring issues. Bridge differences and connect people. Practical problem solving. Live with a sense of purpose. Living an idealistic life often presents them with a great deal of stress and a need to withdraw.

HARMONIZER CLARIFIER ™ INFP

Going with the flow. Knowing what is behind what is said. Uncovering mysteries. Exploring moral questions. Talent for facilitative listening. Relate through stories and metaphors. Balancing opposites. Getting reacquainted with themselves. Have a way of knowing what is believable. Struggling with structure and getting their lives in order.

PLANNER INSPECTOR™ ISTJ

Drawing up plans and being prepared. Take responsibility. Getting work done first. Being active in the community. Loyalty to their roles. Cultivating good qualities. Doing the right thing. Bear life’s burdens and overcome adversity. Talented at planning, sequencing, and noticing what’s missing. Having to learn so much in hindsight is painful at times.

PROTECTOR SUPPORTER™ ISFJ

Noticing what’s needed and what’s valuable. Talent for careful and supportive organization. Know the ins and outs. Enjoy traditions. Work to protect the future. Listening and remembering. Being nice and agreeable. Unselfish willingness to volunteer. Feeling a sense of accomplishment. Exasperated when people ignore rules and don’t get along.

Res

pond

ing

CATALYST ™

ENVISIONER MENTOR™ ENFJ

Communicate and share values. Succeeding at relationships. Realizing dreams—their own and others. Seek opportunities to grow together. Heeding the call to a life work or mission. Enjoy the creative process. Intuitive intellect. Reconcile the past and the future. Talent for seeing potential in others. Often find living in the present difficult.

CONCEPTUALIZER DIRECTOR ™ INTJ

Maximizing achievements. Drive for self-mastery. Build a vision. Very long-range strategizing. Realizing progress toward goals. Systems thinking. Talent for seeing the reasons behind things. Being on the leading edge. Maintaining independence. Find it difficult to let go in interacting with others.

DISCOVERER ADVOCATE™ ENFP

Inspiring and facilitating others. Exploring perceptions. Talent for seeing what’s not being said and voicing unspoken meanings. Seek to have ideal relationships. Recognize happiness. Living out stories. Want to authentically live with themselves. Respond to insights in the creative process. Finding the magical situation. Restless hunger for discovering their direction.

DESIGNER THEORIZER™ INTP

Becoming an expert. Seeing new patterns and elegant connections. Talent for design and redesign. Crossing the artificial boundaries of thought. Activate the imagination. Clarifying and defining. Making discoveries. Reflect on the process of thinking itself. Detach to analyze. Struggle with attending to the physical world.

STABILIZER ™

IMPLEMENTOR SUPERVISOR™ ESTJ

Talent for bringing order to chaotic situations. Educating themselves. Industrious, work- hard attitude. Balance work with play. Having a philosophy of life. Having the steps to success. Keeping up traditions. Being well balanced. Connecting their wealth of life experiences. Often disappointed when perfectionistic standards for economy and quality are not met.

ANALYZER OPERATOR ™ ISTP

Actively solving problems. Observing how things work. Talent for using tools for the best approach. Need to be independent. Act on their hunches or intuitions. Understanding a situation. Taking things apart. Making discoveries. Sharing those discoveries. Unsettled by powerful emotional experiences.

FACILITATOR CARETAKER ™ ESFJ

Accepting and helping others. Managing people. Hearing people out. Voicing concerns and accommodating needs. Admire the success of others. Remember what’s important. Talented at providing others with what they need. Keep things pleasant. Maintaining a sense of continuity. Accounting for the costs. Often disappointed by entrepreneurial projects.

COMPOSER PRODUCER™ ISFP

Taking advantage of opportunities. Stick with what’s important. Talent for pulling together what is just right. Creative problem solving. Building relationships. Attracting the loyalties of others. Being their own true self. Have their own personal style. Play against expectations. Struggle with nurturing their own self-esteem.

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Initi

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THEORIST™

STRATEGIST MOBILIZER ™ ENTJ

Being a leader. Maximize talents. Marshal resources toward progress. Intuitive explorations. Forging partnerships. Mentoring and empowering. Talent for coordinating multiple projects. Balance peace and conflict. Predictive creativity. Often overwhelmed by managing all the details of time and resources.

EXPLORER INVENTOR™ ENTP

Being inventive. Talented at building prototypes and getting projects launched. Lifelong learning. Enjoy the creative process. Share their insights about life’s possibilities. Strategically formulate success. An inviting host. Like the drama of the give and take. Trying to be diplomatic. Surprised when their strategizing of relationships becomes problematic.

IMPROVISER™

PROMOTER EXECUTOR™ ESTP

Taking charge of situations. Tactical prioritizing. Talent for negotiating. Want a measure of their success. Keep their options open. Enjoy acting as a consultant. Winning people over. Caring for family and friends. Enjoy exhilaration at the edge. Disappointed when others don’t show respect.

MOTIVATOR PRESENTER™ ESFP

Stimulating action. Have a sense of style. Talent for presenting things in a useful way. Natural actors—engaging others. Opening up people to possibilities. Respect for freedom. Taking risks. A love of learning, especially about people. Genuine caring. Sometimes misperceive others’ intentions.


Initi

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6

•

REFERENCES FOR FURTHER READING•

Recommended sources of narrative descriptions for f inding your best -fit type: Berens, Linda V., and Dario Nardi. The 16 Personality Types: Descriptions for Self-Discovery. Huntington Beach, Calif.: Telos Publications, 1999.

Berens, Linda V., et. al. Quick Guide to the 16 Personality Types in Organizations: Understanding Personality Differences in the Workplace. Huntington Beach, Calif.: Telos Publications, 2001.

Berens, Linda V., Linda K. Ernst, and Melissa Smith. Quick Guide to the 16 Personality Types and Teams: Applying Team Essentials™ to Create Effective Teams. Huntington Beach, Calif.: Telos Publications, 2004.

Berens, Linda V., and Dario Nardi. Understanding Yourself and Others®: An Introduction to the Personality Type Code. Huntington Beach, Calif.: Telos Publications, 2004.

Recommended sources of further reading for temperam ent: Berens, Linda V. Understanding Yourself and Others®: An Introduction to the 4 Temperaments-3.0. Huntington Beach, Calif.: Telos Publications, 2006. Cooper, Brad. Quick Guide to the Four Temperaments and Sales: An Introduction to the Groundbreaking Sales™ Methods. Huntington Beach, Calif.: Telos

Publications, 2003.

Delunas, Eve, Survival Games Personalities Play. Carmel, Calif.: Sunflower Ink, 1992.

Dossett, Mary. and Julia Mallory. Results by Design: Survival Skills for Project Managers. Huntington Beach, Calif.: Telos Publications, 2004.

Dunning, Donna. Quick Guide to the Four Temperaments and Learning: Practical Tools and Strategies for Enhancing Learning Effectiveness. Huntington Beach, Calif.: Telos Publications, 2003.

Dunning, Donna. Quick Guide to the Four Temperaments and Change: Strategies for Navigating Workplace Change. Huntington Beach, Calif.: Telos Publications, 2004.

Gerke, Susan K., and Linda V. Berens The I in TEAM. Huntington Beach, Calif.: Telos Publications, 2005.

Michel, Sarah. Perfecting Connecting®: A Personal Guide to Mastering Networking in the Workplace. Huntington Beach, Calif.: Telos Publications, 2004.

Nardi, Dario. Character and Personality Type: Discovering Your Uniqueness for Career and Relationship Success. Huntington Beach, Calif.: Telos Publications, 1999.

Nardi, Dario. Multiple Intelligences and Personality Type: Tools and Strategies for Developing Human Potential. Huntington Beach, Calif.: Telos Publications, 2000.

Nash, Susan. Turning Team Performance Inside Out. Palo Alto, Calif.: Davies-Black Publishing, 2000.

Segal, Marci. Creativity and Personality Type: Tools for Understanding and Inspiring the Many Voices of Creativity. Huntington Beach, Calif.: Telos Publications, 2001.

Segal, Marci. Quick Guide to the Four Temperaments and Creativity: A Psychological Understanding of Innovation. Huntington Beach, Calif.: Telos Publications, 2003.


7

Other sources of further reading about psychologica l type and related models: Baron, Renee. What Type Am I? New York: Penguin Putnam, 1998.

Berens, Linda V. Dynamics of Personality Type: Understanding and Applying Jung’s Cognitive Processes. Huntington Beach, Calif.: Telos Publications, 2000.

Berens, Linda V. Understanding Yourself and Others®: An Introduction to Interaction Styles. Huntington Beach, Calif.: Telos Publications, 2001.

Cooper, Brad. and Linda V. Berens. Groundbreaking Sales® Skills: Portable Sales Techniques™ to Ensure Success. Huntington Beach, Calif.: Telos Publications, 2004.

Dunning, Donna. What’s Your Type of Career?: Unlock the Secrets of Your Personality to Find Your Perfect Career Path. Palo Alto, Calif.: Davies-Black Publishing, 2001.

Dunning, Donna. TLC at Work, Palo Alto, Calif.: Davies-Black Publishing, 2004.

Fairhurst, Alice M., and Lisa L. Fairhurst. Effective Teaching, Effective Learning. Palo Alto, Calif.: Consulting Psychologists Press, 1995.

Harris, Anne Singer. Living with Paradox. Pacific Grove, Calif.: Brooks/Cole Publishing, 1996.

Hartzler, Gary, and Margaret Hartzler. Functions of Type: Activities to Develop the Eight Jungian Functions. Huntington Beach, Calif.: Telos Publications, 2004.

Hirsh, Sandra Krebs, and Jean Kummerow. Life Types. New York: Warner Books, 1989.

Isachsen, Olaf, and Linda V. Berens. Working Together: A Personality Centered Approach to Management, 3d ed. San Juan Capistrano, Calif.: Institute for Management Development, 1995.

Gerke, Susan K., and Linda V. Berens Quick Guide to Interaction Styles and Working Remotely: Strategies for Leading and Working in Virtual Teams. Huntington Beach, Calif.: Telos Publications, 2003.

Grant, W. Harold, Magdala Thompson, and Thomas E. Clarke. From Image to Likeness. New York: Paulist Press, 1983.

Jung, Carl G. Psychological Types. Princeton, N.J.: Princeton University Press, 1971.

Martin, Charles R. Quick Guide to the 16 Personality Types and Career Mastery: Living with Purpose and Working Effectively. Huntington Beach, Calif.: Telos Publications, 2003.

Myers, Isabel Briggs, with Peter B. Myers. Gifts Differing. 1980. Reprint, Palo Alto, Calif.: Consulting Psychologists Press, [1980]1995.

Pearman, Roger R. Enhancing Leadership Effectiveness Through Psychological Type. Gainsville, Florida: Center for Applications of Psychological Type, 1999.

Pearman, Roger R. Hard Wired Leadership : Unleashing the Power of Personality to Become a New Millennium Leader. Palo Alto, Calif.: Davies-Black Publishing, 1997.

Pearman, Roger R., and Sarah C. Albritton, (Contributor). I’m Not Crazy, I’m Just Not You: The Real Meaning of the 16 Personality Types. Palo Alto, Calif.: Consulting Psychologists Press, 1997.

Quenk, Naomi. In the Grip. Palo Alto, Calif.: Consulting Psychologists Press, 1985.

Quenk, Naomi. Was That Really Me? How Everyday Stress Brings Out Our Hidden Personality. Palo Alto, Calif.: Davies Black Publishing, 2002.

Sharp, Daryl. Personality Types: Jung’s Model of Typology. Toronto, Canada: Inner City Books, 1987.

REFERENCES FOR FURTHER READING


Interaction Styles Report

Overview The MajorsPTI™ is an instrument designed to help facilitate your learning valuable information about how you direct your energy, take in information, make decisions, and how you orient to your environment.

Personality type theory can help you to understand why some situations are enjoyable and energizing, while others are uncomfortable and draining. The MajorsPTI™ is intended to help you in the process of self-understanding and continued personal and professional growth.

For over twenty-five years, many personality type experts have noticed that people seem to have one of sixteen different personality type patterns. The MajorsPTI™ alone will not tell you which one of these patterns is accurate for you. It is recommended that you verify your results through feedback and interaction with a person knowledgeable about psychological type as well as your own reading of more detailed descriptions. Brief descriptions of the themes of the sixteen personality types are provided. We recommend you explore full narrative whole type descriptions to better find your best-fit type. References are provided for further exploration.

Report Contents The Basics..................................................................... 2

Your Indicated Results .................................................. 2

Understanding Your Best-Fit Type ................................3

The 4 Interaction Styles................................................. 4

References for Further Reading..................................... 7


©2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to Interaction Styles 2.0 by Linda V. Berens (2008) and Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc.

Interaction Styles Report

THe BASICS

The MajorsPTI™ reports preferences on four dichotomies, with two opposing preferences on each dichotomy.

This seven-page report integrates the way you responded to the MajorsPTI™ with the four interaction styles.

Your Preferred World or Attitude

CO

GN

ITIV

E

PR

OC

ES

SE

S

E

S

T

J





or

or

I

N

F

P





Perception Accessing /


Judgment Organizing /


or


or



ISFJ

The Type Code It is important to remember that the four-letter type code is more than the sum of four letters. It resulted from the construction of an instrument that separated out the dichotomies at play in the personality: Extraversion-Introversion, Sensing-iNtuiting, Thinking-Feeling, and Judging-Perceiving. While on the surface these dichotomies can be described generally, they are not separate parts or traits.

©2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to Interaction Styles 2.0 by Linda V. Berens (2008) and Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc. 2


THE BASICS

Understanding the “Self”

We can view who we are in several ways. It is as if we have different “selves.”

The Contextual Self

Understanding Our Different “Selves”

Often as we go about our daily lives, we are adapting to the current situation or context. This is one reason that trying to figure out the core self is difficult when we look at a single behavior. Another reason is that we may have adapted to life’s challenges by suppressing some of our natural inclinations and by developing aspects of ourselves that are not part of our natural pattern. When these aspects have become an integral part of our developed self, it is often very difficult to determine our core self. When we use a personality instrument to help us, sometimes we answer the questions in terms of the contextual self, such as how we are at work. Sometimes we answer in terms of a developed self. It is important to realize that no one instrument by itself or a single view of personality will easily get at the core self. We have found that a variety of approaches, taken together, works best to help us understand our “self.”

The contextual self is who we are in any given environment. It is how we behave depending on what the situation requires. Here is where our flexibility and adaptability come into play. We have capability to adapt our interaction styles to the needs of the situation. The more skill and comfort we have within our own interaction style, the more likely we are to easily step outside that interaction style to meet the challenges of the context. However, a specific environment may require, push us to use, or even challenge us to become skilled using the talents and taking the perspective of the other interaction styles. The Interaction Styles dynamics (see Things-in-Common later in this report) also give us ways to shift our behavior as needed.

The Developed Self When our contextual behaviors become habitual and ongoing, they become an aspect of the developed self. Several factors influence our development. First of all, our inborn tendencies have a natural way of unfolding and developing. Given our particular inborn interaction style pattern, we are more likely to develop the talents of that interaction style first. The responses of the environment as we engage with it can also subtly influence our development. If we get rewarded for certain behaviors and punished for others, we can’t help but be influenced. But we also make choices and decisions as we exercise our free will in response to what life presents us. And other people influence us through our interactions and roles.

The Core Self

Finding Your Best -Fit Style

Best-Fit Style refers to the interaction style pattern that you decide fits you best. By “best-fit” we mean the interaction style pattern that best matches your core self, not your contextual self or even your developed self. This pattern may be the same as you reported on the Interstrength® X-Styles Assessment or it may be different. You decide. No one description or pattern will be a perfect match to all of who you are. Your personality is rich and complex, and a “interaction style” or interaction style pattern cannot adequately express all of that richness.

An aspect of our personality exists from the beginning of our lives. This aspect of ourselves is in our genes, our DNA. We are born with a tendency to behave in certain ways, which influences how we adapt, grow, and develop. When we act in congruence with this core self, we are more likely to be in a state of “flow,” of high energy. When we have to act in ways that are different from our natural inclinations, we are likely to pay a high-energy cost. In understanding ourselves, it is important to understand all of these “selves” and to honor the ways we can be in all instances. It is important to not limit our self- knowledge to just our contextual self, our developed self, or our core self.


UNDERSTANDING YOUR BEST-FIT STYLE

THe 4 INTERACTION STYLES

Your personality type code also links with your Interaction Styles. Interaction Styles refers to the patterns of personality that addresses how we try to influence and relate to others as expressed through our behaviors. These patterns of behavior have been observed over the last twenty-five centuries and are briefly summarized here. (Brief descriptions of the themes of the sixteen types are on page 5.)

Chart -the-Course ™ & In-Charge ™ have in common Directive Communications - Give structure, direct

Behind -the-scenes™ & Get-Things -Going™ have in common Informing Communications - Evoke, draw forth, seek input

CHART-THE-COURSE™

Cha

rt-t

he-C

ours

e™ &

Beh

ind-

the-

Sce

nes™

ha

ve in

com

mon

R

espo

ndin

g R

oles

- In

tern

al w

orld

, ref

lect

, slo

w p

ace

BEHIND-THE-SCENES™ ISFP/ISFJ/INTP/INFP

The theme is getting the best result possible. People of this style focus on understanding and working with the process to create a positive outcome. They see value in many contributions and consult outside inputs to make an informed decision. They aim to integrate various information sources and accommodate differing points of view. They approach others with a quiet, calm style that may not show their strong convictions. Producing, sustaining, defining, and clarifying are all ways they support a group’s process. They typically have more patience than most with the time it takes to gain support through consensus for a project or to refine the result.

ISTP/ISTJ/INTJ/INFJ

The theme is having a course of action to follow. People of this style focus on knowing what to do and keeping themselves, the group, or the project on track. They prefer to enter a situation having an idea of what is to happen. They identify a process to accomplish a goal and have a somewhat contained tension as they work to create and monitor a plan. The aim is not the plan itself, but to use it as a guide to move things along toward the goal. Their informed and deliberate decisions are based on analyzing, outlining, conceptualizing or foreseeing what needs to be done.

IN-CHARGE™ ESTP/ESTJ/ENTJ/ENFJ

The theme is getting things accomplished through people. People of this style are focused on results, often taking action quickly. They often have a driving energy with an intention to lead a group to the goal. They make decisions quickly to keep themselves and others on task, on target, and on time. They hate wasting time and having to back track. Mentoring, executing actions, supervising, and mobilizing resources are all ways they get things accomplished. They notice right away what is not working in a situation and become painfully aware of what needs to be fixed, healed, or corrected.

In-C

harg

e™ &

Get

-Thi

ngs-

Goi

ng™

ha

ve in

com

mon

Initi

atin

g R

oles

-

Ext

erna

l Wor

ld, r

each

out

, int

erac

t

GET-THINGS-GOING™ ESFP/ESFJ/ENTP/ENFP

The theme is persuading and involving others. They thrive in facilitator or catalyst roles and aim to inspire others to move to action, facilitating the process. Their focus is on interaction, often with an expressive style. They Get-Things-Going with upbeat energy, enthusiasm, or excitement, which can be contagious. Exploring options and possibilities, making preparations, discovering new ideas, and sharing insights are all ways they get people moving along. They want decisions to be participative and enthusiastic, with everyone involved and engaged.


THE 4 INTERACTION STYLES

Things in Common We often relate to more than one interaction style pattern because each pattern has something in common with the others. These things-in-common reveal themselves in the interactions between people, especially in our communications. As you try to sort out which interaction style is the best fit for you, you may identify a preference for one or the other of the dynamics that are at play when the interaction styles interact. These dynamics are • Directing versus Informing communications —The ways we influence others • Initiating versus Responding roles —The ways to define relationships • Outcome versus Process focus —Where we focus our attention when interacting

These dynamics are always operating in a situation, and if we become polarized along these dimensions as we interact with others, communication can become extremely difficult. However, we need to remember that we have at least one thing in common with every style.

CHART-THE- COURSE™

BEHIND-THE- SCENES™

IN-CHARGE™ GET-THINGS-

GOING™


PROCESS Have a process to follow

to get to the goal

OUTCOME Content—to get outcome

to come out right

OUTCOME Production—to get

outcome accomplished

PROCESS Involving in an emerging process to get to the goal

DIRECTING COMMUNICATIONS

• Task accomplishment • Time to get task done • Tell or ask directly • Direct actions • Give structure • Urge completion • More definite

INFORMING COMMUNICATIONS

• Motivation • Evoke buy-in • Inform about . . . • Inquire • Inspire belief • Seek input • Emergent processes

RESPONDING • Respond to other’s first moves • Reach in • Reflect • Slow pace • Contained gestures • Silent or quiet • Sedate

INITIATING

• Initiate first moves • Reach out • Interact • Fast pace • Expressive gestures

• Animated

•Lively

Abstract DIRECTING Concrete Abstract INFORMING Concrete R

ES

PO

ND

ING









Affi

liativ

e

CHART-THE-COURSE™

CONCEPTUALIZER DIRECTOR™ INTJ




BEHIND-THE-SCENES™



DISCOVERER ADVOCATE ™ ENFP



Taking advantage of opportunities. Stick with what’s important. Talent for pulling together what is just right. Creative problem solving. Building relationships. Attracting the loyalties of others. Being their own true self. Have their own personal style. Play against expectations. Struggle with nurturing their own self-esteem.



Pra

gmat

ic

INIT

IAT

ING





Affi

liativ

e

IN-CHARGE™





GET-THINGS-GOING™




Stimulating action. Have a sense of style. Talent for presenting things in a useful way. Natural actors— engaging others. Opening up people to possibilities. Respect for freedom. Taking risks. A love of learning, especially about people. Genuine caring. Sometimes misperceive others’ intentions.

Pra

gmat

ic


6

Recommended sources of narrative descriptions for f inding your best -fit type: Berens, Linda V., and Dario Nardi. The 16 Personality Types: Descriptions for Self-Discovery. Huntington Beach, Calif.: Telos Publications,

1999.





Berens, Linda V. Dynamics of Personality Type: Understanding and Applying Jung’s Cognitive Processes. Huntington Beach, Calif.: Telos

Publications, 2000.



Dunning, Donna. What’s Your Type of Career?: Unlock the Secrets of Your Personality to Find Your Perfect Career Path. Palo Alto, Calif.:

Davies-Black Publishing, 2001.








Gerke, Susan K., and Linda V. Berens The I in Team. Huntington Beach, Calif.: Telos Publications, 2005.
















7



Overview The MajorsPTI™ is an instrument designed to help facilitate your learning valuable information about how you direct your energy, take in information, make decisions, and how you orient to your environment. Personality type theory can help you to understand why some situations are enjoyable and energizing, while others are uncomfortable and draining. The MajorsPTI™ is intended to help you in the process of self-understanding and continued personal and professional growth. For over twenty-five years, many personality type experts have noticed that people seem to have one of sixteen different personality type patterns. The MajorsPTI™ alone will not tell you which one of these patterns is accurate for you. It is recommended that you verify your results through feedback and interaction with a person knowledgeable about psychological type as well as your own reading of more detailed descriptions. Brief descriptions of the themes of the sixteen personality types are provided. We recommend you explore full narrative whole type descriptions to better find your best-fit type. References are provided for further exploration.


Your Indicated Results .....................................................2

Understanding Your Best-Fit Type ...................................3

The 16 Personality Type Patterns ....................................4

References for Further Reading........................................7


© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Promoter Executor, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc.

Cognitive Processes Report


ISFJ

THe BASICS


This seven-page report integrates the way you responded to the MajorsPTI™ with the eight cognitive processes.

Your PreferredWorld or Attitude

CO

GN

ITIV

E

PR

OC

ES

SE

S

E

S

T

J





or

or

I

N

F

P









or


or


The Type Code

It is important to remember that the four-letter type code is more than the sum of four letters. It resulted from the construction of an instrument that separated out the dichotomies at play in the personality: Extraversion-Introversion, Sensing-iNtuiting, Thinking-Feeling, and Judging-Perceiving. While on the surface these dichotomies can be described generally, they are not separate parts or traits. It is assumed that reporting preferences for one over the other of each dichotomy on a personality instrument would give us an idea of the pattern of cognitive processes and thus reveal the personality type patterns.


2

THE BASICS




Understanding Our Different “Selves” In the case of differences, we might be using different cognitive processes as required by the context. This is one reason that trying to figure out the core self is difficult when we look at a single behavior. Another reason is that we may have adapted to life’s challenges by suppressing some of our natural inclinations and by developing cognitive processes that are not part of our natural pattern. When these processes have become an integral part of our developed self, it is often very difficult to determine our core self. When we use a personality instrument to help us, sometimes we answer the questions in terms of the contextual self, such as how we are at work. Sometimes we answer in terms of a developed self. It is important to realize that no one instrument by itself or a single view of personality will easily get at the core self. We have found that a variety of approaches, taken together, works best to help us understand our “self.”

The Contextual Self The contextual self is who we are in any given environment. It is how we behave depending on what the situation requires. Here is where our flexibility and adaptability come into play. We have the tools of the eight cognitive processes to help us adapt to the needs of the situation. The more skill and comfort we have with any one of them, the more likely we are to use that one in the context. However, a specific environment may require, push us to use, or even challenge us to become skilled at other processes.

The Developed Self When our contextual behaviors become habitual and ongoing, they become an aspect of the developed self. Several factors influence our development. First of all, our inborn tendencies have a natural way of unfolding and developing. Given our particular inborn pattern of using the cognitive processes, we are more likely to develop some of them at different times in our lives and even avoid or ignore others. The responses of the environment as we engage with it can also subtly influence our development. If we get rewarded for certain behaviors and punished for others, we can’t help but be influenced. But we also make choices and decisions as we exercise our free will in response to what life presents us. And other people influence us through our interactions and roles.


The Core Self An aspect of our personality exists from the beginning of our lives. This aspect of ourselves is in our genes, our DNA. We are born with a tendency to behave in certain ways, which influences how we adapt, grow, and develop. When we act in congruence with this core self, we are more likely to be in a state of “flow,” of high energy. When we have to act in ways that are different from our natural inclinations, we are likely to pay a high energy cost.

In understanding ourselves, it is important to understand all of these “selves” and to honor the ways we can be in all instances. It is important to not limit our self-knowledge to just our contextual self, our developed self, or our core self.

© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc.

3


16 PERSONALITY TYPE PATTERNS

Type Patterns

Sixteen four-letter type codes stand for a pattern of preferences for using eight cognitive processes. These patterns come from the work of a Swiss psychiatrist, Carl Jung. In the 1920s, the idea of personality type was being explored by leading scientists and philosophers. Carl Jung, wrote Psychological Types during that time, in which he gave a detailed description of what has now become one of the most widely used typologies in the world.

Functions —Cognitive Processes Using metaphors for names, Jung described two kinds of cognitive processes—perception and judgment. Sensation and Intuition were the two kinds of perception. Thinking and Feeling were the two kinds of judgment. He said that every mental act consists of using at least one of these four cognitive processes. Then he described eight personality types that were characterized by using one of the processes in either the extraverted or introverted world; extraverted Sensing types, introverted Sensing types, extraverted iNtuiting* types, introverted iNtuiting types, extraverted Thinking types, introverted Thinking types, extraverted Feeling types, and introverted Feeling types. He also suggested that these processes operate not just as the dominant process in a personality but also in other ways.

PERCEPTION JUDGMENT

Se Extraverted Sensing Experiencing the immediate context; noticing changes and opportunities for action; being drawn to act on the physical world; accumulating experiences; scanning for visible reactions and relevant data; recognizing “what is”.

Introverted Sensing Reviewing past experiences; “what is” evoking “what was”; seeking detailed information and links to what is known; recalling stored impressions; accumulating data; recognizing the way things have always been.

Extraverted iNtuiting Interpreting situations and relationships; picking up meanings and interconnections; being drawn to change “what is” for “what could possibly be”; noticing what is not said and threads of meaning emerging across multiple contexts.

Introverted iNtuiting Foreseeing implications and likely effects without external data; realizing “what will be”; conceptualizing new ways of seeing things; envisioning transformations; getting an image of profound meaning or far-reaching symbols.

Te Extraverted Thinking Segmenting; organizing for efficiency; systematizing; applying logic; structuring; checking for consequences; monitoring for standards or specifications being met; setting boundaries, guidelines, and parameters; deciding if something is working or not.

Introverted Thinking Analyzing ; categorizing; evaluating according to principles and whether something fits the framework or model; figuring out the principles on which something works; checking for inconsistencies; clarifying definitions to get more precision.

Extraverted Feeling Connecting ; considering others and the group—organizing to meet their needs and honor their values and feelings; maintaining societal, organizational, or group values; adjusting and accommodating others; deciding if something is appropriate or acceptable to others.

Introverted Feeling Valuing ; considering importance and worth; reviewing for incongruity; evaluating something based on the truths on which it is based; clarifying values to achieve accord; deciding if something is of significance and worth standing up for.

Si Ti

Ne Fe

Ni Fi


4

16 PERSONALITY TYPE PATTERNS

Patterns of Process es

Below is a chart showing the pattern of cognitive processes for each of the sixteen personality types. In each of the sixteen types, each of the eight processes plays a different “role” in the personality. The type code lets you know what role each process plays for each type. This is called “type dynamics.” One process takes the lead or is called the Dominant, another is used to provide support and is called the Auxiliary. A third process is called the Tertiary and using it often provides relief. A fourth process is called the “Inferior” because it is often engaged less often (less consciously) than the others. The remaining four processes are called shadow processes because they are available to be used, but we are most often completely unaware them using them, just like we are unaware of our shadows.

THE 16 PERSONALITY TYPES DOMINANT AUXILLIARY TERTIAIRY INFERIOR SHADOW PROCESSES

ESTP—Promoter Executor™

ESFP—Motivator Presenter™

ISTJ—Planner Inspector™

ISFJ—Protector Supporter™

ENTP—Explorer Inventor™

ENFP—Discoverer Advocate™

INTJ—Conceptualizer Director™

INFJ—Foreseer Developer™

ESTJ—Implementor Supervisor™

ENTJ—Strategist Mobilizer™

ISTP—Analyzer Operator™

INTP—Designer Theorizer™

ESFJ—Facilitator Caretaker™

ENFJ—Envisioner Mentor™

ISFP—Composer Producer™

INFP—Harmonizer Clarifier™

Se

Se

Si

Si

Ne

Ne

Ni

Ni

Te

Te

Ti

Ti

Fe

Fe

Fi

Fi

Ti

Fi

Te

Fe

Ti

Fi

Te

Fe

Si

Ni

Se

Ne

Si

Ni

Se

Ne

Fe

Te

Fi

Ti

Fe

Te

Fi

Ti

Ne

Se

Ni

Si

Ne

Se

Ni

Si

Ni

Ni

Ne

Ne

Si

Si

Se

Se

Fi

Fi

Fe

Fe

Ti

Ti

Te

Te

Si

Si

Se

Se

Ni

Ni

Ne

Ne

Ti

Ti

Te

Te

Fi

Fi

Fe

Fe

Te

Fe

Ti

Fi

Te

Fe

Ti

Fi

Se

Ne

Si

Ni

Se

Ne

Si

Ni

Fi

Ti

Fe

Te

Fi

Ti

Fe

Te

Ni

Si

Ne

Se

Ni

Si

Ne

Se

Ne

Ne

Ni

Ni

Se

Se

Si

Si

Fe

Fe

Fi

Fi

Te

Te

Ti

Ti


5

Thinking SENSING Feeling Feeling INTUITING Thinking








Taking advantage of opportunities. Stick with what’s important. Talent for pulling together what is just right. Creative problem solving. Building relationships. Attracting the loyalties of others. Being their own true self. Have their own personal style. Play against expectations. Struggle with nurturing their own self- esteem.



















Per

cept

ion



EX

TR

AV

ER

SIO

N

Per

cept

ion






Judg

men

t

6

INT

RO

VE

RS

ION

Ju

dgm

ent



1999.






Publications, 2000.



























7


Type Preferences Report

Overview The MajorsPTI™ is an instrument designed to help facilitate your learning valuable information about how you direct your energy, take in information, make decisions, and how you orient to your environment. Personality type theory can help you to understand why some situations are enjoyable and energizing, while others are uncomfortable and draining. The MajorsPTI™ is intended to help you in the process of self-understanding and continued personal and professional growth. For over twenty-five years, many personality type experts have noticed that people seem to have one of sixteen different personality type patterns. The MajorsPTI™ alone will not tell you which one of these patterns is accurate for you. It is recommended that you verify your results through feedback and interaction with a person knowledgeable about psychological type as well as your own reading of more detailed descriptions. Brief descriptions of the themes of the sixteen personality types are provided. We recommend you explore full narrative whole type descriptions to better find your best-fit type. References are provided for further exploration.


Your Indicated Results ......................................................2

Understanding Your Best-Fit Type .................................. 3

The Type Preferences ..................................................... 4

References for Further Reading...................,................... 6

Report c reated by Linda V. Berens, Ph.d.

© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. No portion of this publication may be reproduced, distributed, stored in a retrieval system or transmitted in any form or bay any means, included electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Promoter Executor, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, Harmonizer Clarifier are trademarks or registered trademarks of Unite Media Group, Inc. .


Type Preferences Report

THE BASICS


This six-page report integrates the way you responded to the MajorsPTI™ with the type preferences.

Your Preferred world or Attitude

CO

GN

ITIV

E

PR

OC

ES

SE

S

E

S

T

J





or

or

I

N

F

P









or

Orientation to the Outer world or



ISFJ

The Type Code

It is important to remember that the four-letter type code is more than the sum of four letters. It resulted from the construction of an instrument that separated out the dichotomies at play in the personality: Extraversion-Introversion, Sensing-iNtuiting, Thinking-Feeling, and Judging-Perceiving. While on the surface these dichotomies can be described generally, they are not separate parts or traits.

© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Promoter Executor, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc. 2

THE BASICS




Understanding Our different “Selves” In the case of differences, we might be using different mental functions as required by the context. This is one reason that trying to figure out the core self is difficult when we look at a single behavior. Another reason is that we may have adapted to life’s challenges by suppressing some of our natural inclinations and by developing mental functions that are not part of our natural pattern. When these functions have become an integral part of our developed self, it is often very difficult to determine our core self. When we use a personality instrument to help us, sometimes we answer the questions in terms of the contextual self, such as how we are at work. Sometimes we answer in terms of a developed self. It is important to realize that no one instrument by itself or a single view of personality will easily get at the core self. We have found that a variety of approaches, taken together, works best to help us understand our “self.”

The Contextual Self The contextual self is who we are in any given environment. It is how we behave depending on what the situation requires. Here is where our flexibility and adaptability come into play. We have the tools of the preferences to help us adapt to the needs of the situation. The more skill and comfort we have with any one of them, the more likely we are to use that one in the context. However, a specific environment may require, push us to use, or even challenge us to become skilled at other preferences.

The Developed Self When our contextual behaviors become habitual and ongoing, they become an aspect of the developed self. Several factors influence our development. First of all, our inborn tendencies have a natural way of unfolding and developing. Given our particular inborn pattern of using the preferences, we are more likely to develop some of them at different times in our lives and even avoid or ignore others. The responses of the environment as we engage with it can also subtly influence our development. If we get rewarded for certain behaviors and punished for others, we can’t help but be influenced. But we also make choices and decisions as we exercise our free will in response to what life presents us. And other people influence us through our interactions and roles.


The Core Self An aspect of our personality exists from the beginning of our lives. This aspect of ourselves is in our genes, our DNA. We are born with a tendency to behave in certain ways, which influences how we adapt, grow, and develop. When we act in congruence with this core self, we are more likely to be in a state of “flow,” of high energy. When we have to act in ways that are different from our natural inclinations, we are likely to pay a high energy cost.

In understanding ourselves, it is important to understand all of these “selves” and to honor the ways we can be in all instances. It is important to not limit our self-knowledge to just our contextual self, our developed self, or our core self.



THE TYPE PREFERENCES

It is important to remember that the four-letter type code is more than the sum of four letters. It resulted from the construction of an instrument that separated out the dichotomies at play in the personality: Extraversion-Introversion, Sensing-iNtuiting, Thinking-Feeling, and Judging-Perceiving. While on the surface these dichotomies can be described generally, they are not separate parts or traits.

Aspects of the Types

Looking at Preferences

Extraversion vs. Introversion (E/I)

Sensing vs. iNtuiting (S/N)

Thinking vs. Feeling (T/F)

Judging vs. Perceiving (J/P)

Extraversion is being primarily oriented to and energized by the world outside oneself. Introversion is being primarily oriented to and energized by the world inside oneself.

Sensing refers to tangible, experiential awareness. Intuiting refers to symbolic, conceptual awareness.

Thinking judgments are based on criteria or principles. Feeling judgments are based on appropriateness or worth.

A Judging preference indicates liking to live one’s outer life with closure and structure using the preferred judging process of Thinking or Feeling. A Perceiving preference indicates liking to live one’s outer life in a more emergent manner using the preferred perceiving process of Sensing or iNtuiting.

The columns of the table on page 4 list the functional pairs. This tells us the kind of information (Sensing or iNtuiting) we pay attention to and the kind of decisions (Thinking or Feeling) we tend to make.

Attention to the tangible realities based on current and past experiences with a focus on “objective” facts, criteria, or principles. A just-the-facts approach.

Attention to the tangible realities based on current and past experiences with a focus on the people and the values involved. A sensitive-and-caring approach.

Attention to concepts, meanings, interrelationships, and probable or possible futures with a focus on the principles and criteria involved. An abstract, problem-solving approach.

Attention to concepts, meanings, interrelationships, and probable or possible futures with a focus on the people and values involved. A growth-and-development approach.

Characteristics

Looking at Function Pairs

Sensing and Thinking (ST)

Sensing and Feeling (SF)

iNtuiting and Thinking (NT)

iNtuiting and Feeling (NF)


YOUR TYPE PREFERENCES

ASPECTS OF TYPE CHARACTERISTICS

Thinking SENSING Feeling Feeling INTUITING Thinking IN

TR

OV

ER

SIO

N








Taking advantage of opportunities. Stick with what’s important. Talent for pulling together what is just right. Creative problem solving. Building relationships. Attracting the loyalties of others. Being their own true self. Have their own personal style. Play against expectations. Struggle with nurturing their own self- esteem.








Inspiring and facilitating others. Exploring perceptions. Talent for seeing what’s not being said and voicing unspoken meanings. Seek to have ideal relationships. Rec- ognize happiness. Living out stories. Want to authentically live with themselves. Respond to insights in the creative process. Finding the magical situation. Restless hunger for discovering their direction.





Judg

men

t







Per

cept

ion



EX

TR

AV

ER

SIO

N

Per

cept

ion


Talent for bringing order to chaotic situations. Educating themselves. Industrious, work-hard attitude. Balance work with play. Having a philosophy of life. Having the steps to success. Keeping up traditions. Being well balanced. Connecting their wealth of life experiences. Often disappointed when perfectionistic standards for economy and quality are not met.



© 2009. Linda V. Berens. All Rights Reserved. Material adapted from Understanding Yourself and Others®: An Introduction to the Personality Type Code by Linda V. Berens and Dario Nardi (2004), Telos Publications, Huntington Beach, California. All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Understanding Yourself and Others, Expeditor Promoter, Analyzer Operator, Motivator Presenter, Composer Producer, Implementor Supervisor, Planner Inspector, Facilitator Caretaker, Protector Supporter, Strategist Mobilizer, Conceptualizer Director, Explorer Inventor, Designer Theorizer, Envisioner Mentor, Foreseer Developer, Discoverer Advocate, and Harmonizer Clarifier are either trademarks or registered trademarks of Unite Media Group, Inc.

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temperament report - career-lifeskills.com · material adapted from understanding yourself and...

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