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Forewords by
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All rights reserved. No portion of this publication may be reproduced, distributed, stored in a retrieval
system, or transmitted in anyfonn or by any means; including electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of thepublisher, except in the caseof brief
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byLeona to
and The CommunicotionZoneareeither registered trademarks or trademarks of Unite Media Group, Inc.,
Fountain Valley, California. Myers-Briggs 1}peIndicator, MB11, andMyers-Briggs are trademarks orregistered
trademarks of theMyers-Briggs Type Indicator Trust inthe United Stales aod other countries.
Building blocksof personality type : a guide to using the eight-process modelofpersonality type:
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and by Mark to
Robert J. Hunziker, for his love and
often underappreciated wisdom.
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Foreword by Kotharine D. Myers
ForewordbyJohn Beebe
Preface
Acknowledgments
xi
xv
xvii
xxi
PART ONE
AN INTRODUCTION TOTHE
EIGHT-PROCESS MODEL OF TYPE
Chapter 1: Terms and 'Concepts
MBTI ~ Personolitylnventory
The Eight.Process Model
ProcessWatching
Miscelloneous Terms
Literory License
11
11
12
13
14
17
17
25
PARTTVVO
THE EIGHT JUNGIAN MENTAL PROCESSES
Chapter 4 : Extra ve rted Sensing (Se)
Key Features
What's Going On?
From the Outside, looking In
Contributions
From the Inside
Vignettes
Gifts
33
34
34
35
37
37
40
41
.43
44
44
46
48
48
50
52
vii
---
;. ,~71
Table of Contents
Ch apter 6 :
Chapter 7 :
What's Going On ?
From the Outside , Looking In
Contributions
From the Inside
Vignettes
Gifts
Chapter 8 :
53
54
54
55
57
57
60
61
63
64
64
66
68
68
71
71
73
74
74
76
78
78
80
81
83
84
84
86
88
88
90
91
93
94
94
95
9 7
98
100
100
103
104
104
105
107
108
110
111
Key Features
Chapter 9 :
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PART THREE
BEYOND PROCESS WATCHING
Chapter 12 : The Eight-Process Model of Type
Chapter 13: Important Facets and Factors in Eight-Process Type
The Cast of Cha roders
Balance
Consciousness and Unconsciousness
The Sequence of the Eight Process Preferences
Appropriateness
Energy Flow
Summary of the Facets and Fadors
115
119
119
120
120
121
122
123
124
127
127
133
141
155
160
165
Afterword
171
APPENDICES
A: Jung's Model of the Psyche
B: John Beebe's Archetypal Understanding of Psychological Types
C: Two Important Contributions from Harold Grant
0 : Brief Descriptions Based on the Two Preferred Processes
E: The Circle of Eight-Process Type
F: Comparison of Jung ian Mental Processes
G:Process/Archetype Cha rt fo r the Sixte e n Types
H:Decisio n-Making Che cklist
I: Time- Focus of the Perce iving Processes
Notes
Glossary
Bibliography
Index
173
177
181
185
19 1
193
197
19 9
20 1
203
207
219
223
22 9
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NG BLOCKS '"
Foreword
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The word mental, meaning "of or pertaining to the mind," has too often
been used to suggest abnormality. RobertGraves andJoseph Campbellhave
warned us that myth is a word we use to refer to "other people's religion."
Likewise, mental is the word we useto refer to other people's ways of using
their minds. Leona Haas and MarkHunzikerhave dignified these sidelong
lookswe give oneanotherby identifying what we areobserving as "mental
processes" found in.everybody, the only differences beingwhich processes
we each give emphasis to and in which order.
Inthis endeavor, theyfollow the workof the Swiss psychiatrist C. G.
Jung,who, in thefirstpartof the twentieth century, influenced bypsycholo
gists in French-speaking Switzerland and France, began to engage himself
with thetypical differences in humanconsciousness.One of these mentors
was Alfred Binet, for whom consciousness was "intelligence."Binet sought
to measure intelligence, andour most commonly used "intelligence test" is
still called the "Stanford-Binet." By 1902,whenJung was studying in Paris,
Binet had noticed, eveninhis owndaughters, dramatic differences in learn
ingstyles,towhich he gavethenames"extemospection"and "introspection."
Within a decade,Jung had introduced his own notion of a "tum" of mind
into the terms for the basic mentalattitudesby calling them "Extraversion"
(outward turning) and "Introversion" (inward turning). A further decade
enabled Jung to differentiate various functions of consciousness, four in
all, through which these basic attitudes of mindcould be expressed in dra
matically differentways. Hisdescriptions ofthinking,feeling, sensation,and
intuitionasexpressed in both the extraverted and introverted attitudesform
the heart of his bookPsychologilal Types (1921). This classic became an inspi
ration to Isabel Briggs Myersin the 1940s, asit had been a generation earlier
to her mother, Katharine Briggs. Itled them to develop together a practical
instrument for capturing the differences in the ways individuals use their
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minds in all the settings of their lives-the Myers-Briggs Type Indicator" ,
which has become the most widely used instrument for identifying normal
personalitydifferences in America today.
Psychologiral Types was the basic inspiration forthe eight-function model
that, asaJungian analyst inspired by such clinical teachers as Marie-Louise
von Franz,Jo Wheelwright, and Wayne Detloff, I brought to practitioners
of type as~ess me n t in the 1980s. Leona Haas wasamong the very first type
consultants (alongside Kathy Myers and Margaret and Gary Hartzler) to
grasp what ~ was getting at: that the normal mind cannot be adequately de
scribed with a four-function modelofits processes, even if the two attitudes
ofExtraversion and Introversion are somehow included to explain some of
the differences between the ways different functions are expressed bydiffer
ent people. Subsequently, thanksas much to Haas's teaching as myown, a
number of others have come aboard. She has recognized thatwe cannot be
literate in the ways of the mind without aclear, individualized senseofwhat
all eighf mental processes look like and of how they are experienced by the
actual persons using them.
It is a pleasure to have her book to recommend to thosewho have come
to my own lectures and asked me to give more extended and systematic de
scriptions of the eight function-attitudes (to use the helpful term that Dick
T hompson introduceda fewyears ago). She hasmade the most practical use
possible of my analytic interpretation of Jung's visionary theory. Haas has
succeeded in takingthe eight function-attitude model, in all its complexity,
into workadaycorporate settings, where it has instantly proved its power to
unlock the understanding of serious impasses and to significantly improve
the integrity ofa business's teambuilding.
That is not the extent of this model's potentialapplication, however. In
this book, elegantly realized with the patient assistance of Mark Hunziker,
himself a formidablestudent of the mind, Leona Haas hasmanagedto pro
duce the most practically detailed and psychologically accurate orientation
to the eight processes that I have seen. I heartily recommend it to thebegin
ner aswell as to anyone who imagines he or she is already adept in thisfield.
T he truth is,we all have a greatdeal to learnabout the building blocksout of
which our "minds" are made. In my own efforts to master the architecture
of such a wondrous structure, I expect to be reading this book for many
yearsto come.
Over the past half-century, many millions of people around the world
have been aided in their personal and professional development through a
modelof personality that was developed by CarlJung, Katharine Briggs,
and Isabel Briggs Myers. T he Myers-Briggs Type Indicator" (MBTI@)
provides both the framework and the main tool for the model of what
has come to be known as personality type, or just type for short. Building
Blocks of Personality Type is an attempt to begin a comprehensive descrip
tion of a certain way of thinking about type and the benefits that this
approach offers.
We feel the need to give this view of type theory a label, the "eight
process model oftype,"in order to distinguish this paradigm from some
misconceptions that have grown up around the MBTI@personality
inventory and personality type. Although we call it a model, we are
not talking about anything new or separate from the framework of the
model that has served so well for all these years.We are, in fact, simply
attempting to help clarify the core of the theory that was developed by
Jung, Briggs, and Myers and to integrate subsequent work that has built
directly upon that foundation.
Many type professionals will find that we are describing how they
already think about type. We believe that these folks will, nonetheless,
find useful and illuminating nuggets in the pages that follow. They may
gain insights from the descriptions of the mental processes, or perhaps
get some new ideas about how the model can be applied, or possibly
learn something new about how the different aspects of the model mesh
to produce the "dynamics" of type.
Oth ers who work with type may find that eight-process type rep
resents a dramatic and difficult shift in their understanding. In many of
John Beebe
xvii
UILDING B lC lCk ~
or
P[ RSO NAW Y
Preface
TYPE
shed are but reflections of the immature and frightening shadow side of
our own personalities. We also believe that the path to an exciting new
maturity level in human evolution-a path of enhanced cooperation,
collaboration, and coexistence-lies through the psychic development
that Jung called "individuation."
Albert Einstein pointed out that we cannot expect to resolve com
plex problems from within the same mindset that created them. Margaret
Wheatley, throughout her lectures and writings, has made a convincing
argument that relationships, information flow, and self-definition are the
ultimate determinants of how human beings interact. The state of con
sciousness from which we approach these criticalhuman activitiesmayvery
well be the key factor in determining the success or failure of all human
systems: families,teams, communities, corporations, and even nations.
Regardless of one's personal motivation for exploring the mental
processes, the inevitable result of doing so is an elevation of our level of
awareness. The potential consequences of such a shift in consciousness
are dramatic-for individuals, for family, for social and work groups
and, by extension, for the entire human community. By enhancing our
understanding of the eight mental processes, we gain an appreciation for
the diversity and value of our own gifts as well as the diversity and gifts
of others. Thi s, in tum, will have an immediate and far-reaching effect
upon each of the key elements of successful human systems: building
healthier relationships, developing more effective communication, and
gaining a greater understanding of ourselves and others.
We, the auth ors, are familiar wi th and continue to use many othe r
models, tools, and approaches to per sonal and organizational develop
ment. But for us, nothing else compares with understanding the Jungian
mental processes for simplicity, ease of access, and the depth and breadth
of its power to change lives. When we begin to learn to recognize the se 1,
processes, every relationship, every conversation, every in trospective
moment can become a lesson in appreciation for the amazing gifts tha t
we all possess.
We invite you to j oin us on this journey. Whether your aim is to
develop your own potential, improve your relationships, help others,
bring your organization to the next level, or save the world , w e know of
no better place to start than right here.
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Over a decade ago, Leona Haas became concerned about the small but
significant percentof peoplewho havedifficulty validating their reported
type, These are the type userswho do not feelthat their type, as reported
by the Myers-Briggs Type Indicator", fits them verywelL Facedwith the
challenges of sorting out their "true type" from their "reported type,"
many of these new users dismiss the instrument altogether and never
come to benefit from its insights. It was this issue of type validation that
gave the initial impetus to ajourney that has taken Leonato an increas
ingly refined understanding of the Jungian mental processes and the
dynamic system in which they operate. Building Blocks of Personality Type
is the culmination of thatjourney.
There have been many teachers, guides, and helpers along the way,
and it seemsappropriate to acknowledge their contributions by relating a
briefhistory.
Like manyjourneys, this one startedat home. Leona was perplexed
by the differences between the ways her husband, Rich, used his Sensing
process and whatshe hadlearnedabout Sensing fromherstudiesandfrom
working extensively with typewith federal governmentemployees. When
assembling a kit, for example, Rich never read directions. He preferred to
workfrom pictures or byseeingthe finished product. He also did nothave .~
good recallofpastevents and seemed to make intuitiveleaps from what he
observed, None of this fit with Sensing asLeona knew it.
In the earlynineties very little information was readily available to
the personalitytype community concerningJung's views on the mental
processes. Gifts Dijfering by Isabel Myers provided basic information
aboutthe eightJungian processes, but manyofIsabel's insights and most
of her researchhad not been published.
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Acknowledgements
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Gradually, through her empirical work with type, Leona began to,
recognize that Sensing can be tised in very different ways, When she
started to divide her workshop participants into "S]" and "SP" groups.
(thus distinguishing those with a preference for Introverted Sensing
from those who prefer Extraverted Sensing), patterns began to emerge.
-She realized that her husband used Extraverted Sensing, while the mili
taryculture, in which she worked, tended to favor Introverted Sensing;
Having solved the mystery of Rich's Sensing preference by distin
guishing Extraverted Sensingfrom Introverted, Leona began to suspect
that she was learning about something which could enable type practi
tioners to help people more easily and clearly validate their type. The
pursuit of a deeper understanding of the Myers-Briggs Type Indicator"
became her passion.
First, she went back to the basics: to CarlJung. She soon discovered'
the work of Daryl Sharp, a Toronto Jungian analyst and publisher of
JlJ4lgianc books. Sharp's book Personality Types was a gift ofknowledge
for her. In it; he explains the mental processes with unusual clarity. It
opened awhole newlevelof understanding toLeonaand helped to focus
her investigations.
While attending courses through Type Resources, Leona met Gary
and Margaret Hartzler and soon became a Qualifying Program instruc
tor. Margaret and Gary were also doing research into theJungian mental.
processes by investigating the theoretical concepts and incorporating
them into their Qualifying Program. Leona's focus upon the practical
aspects of the processes and the Hartzlers' work with the theory grew
into a synergistic joint effort that allowed all three of them to develop
and expand their understanding of the dynamics of type.
Over the course of the next five years, Leona developed ways of
incorporating theJungian processes into her feedback sessions. In 2000
she wrote JOIITlley of Understanding with Margaret Hartzler and Bob
McAlpine.
Katharine D. Myers is co-author of Introduction to TypeDynamics
and Development, the only book that Leona was able to find for her early
research on type dynamics and development. Along with Daryl Sharp's
work, it opened many doors of understanding for her. For the first
time, she really began to understand individuation and how it related
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Itisnotthepurpose
of typology to classify
humanbeings into
categories-,::--this in.
itselfwould bepretty
pointlesS; Its purpose
israther to provide a,
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and the descriptions needed for sorting out why some aspects of their
reported type profile may not seem to fit. They can see that every indi
vidu al personality is a dynamic custom fit, woven from the processes.
On the other hand, those new learners who are first exposed to
their reported type through a generic descriptive "profile" often mis
understand the intent of the profile. They may see it as an off-the-rack
mass-produced item to be either accepted or rejected depending upon
how well it seems to fit initially. Too often, when the profile does not
fit perfectly, the credibility of the instrument itself is questioned. Too
many people lose interest and do not stay with it long enough to reap the
benefits of exploring type.
Learning about type primarily through the sixteen profiles can also
lead to the misconception th at these portraits tell us all that we need
to know about personality. But most profiles are reallyjust generalized
descriptions of the traits and behaviors that reflect the domin ant and
auxiliary mental processes. Ifwe are distracted by these descriptions and
focus upon what we see on the surface without some understanding of
the rich, complex, and dynamic psychic life from which it springs, we
will overlook much ofwhat the type model has to offer.
The type code itself is the starting place, designed primarily to fa
cilitate easy access to our own type. None of the four dimensions of
personality that are represented by the letters truly stands alone. Isabel
said that "the traits that result from each preference do not combine to
influence an individual's personality by simple addition of characteris
tics; instead, the traits result from the interaction of the preferences.'?
Each letter of the code represents an aspect ofa very complex living sys
tem. When we look at these pieces together, in the natur al system of the
individual personality, we see that they int eract in a myriad offascinating
and important ways. It is through understanding these dynamics of type
that much of the model 's insight into human personality can be found.
The authors view the eight-pro cess app roach as an important guide for
the complex task of seeking to understand this interaction of processes.
It is an aid to help us raise our level of sophistication in order to grasp
and use a much greater portion of the type model 's underappreciated
richness of insight and, from th ere, to continue to build and expand the
scope of how we view and teach type.
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P, ~mNA I I1Y
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We firmly believe that even those who have never been exPosed to
a personality type instrument can benefit from the information presented
ill this book. This approach of focusing on the individual pro cesses is easy
tor anyone to absorb and use, and the potential for expanded understand
mg and for personal growth is enormous, even if this is a person's first
encounter with the concept of mental processes.
For these new learners, th e ideal learnin g approach is to use the
material we are presenting in tandem wi th a skilled type professional.
If you have th e opportunity, we recommend th at you take the MBTI@
personality inventory , then use our book to boost your learning curve
and augment the wor k you do with your consultant. If you use this
approach, you will be amazed at how quickly your understanding will
expand.
Most experienced type practitioners will find that they too can
quickly reach a deeper level of appreciation of the dynamics of type
throulF the eight-process model and th at this perspective will almost
autom atically lead to more effective ways of wo rking with clients. In
chapter fourteen we outline some of th e directions that these practical
applications can take. You will also find exercises that will help facilitate
interpretation and your clients ' self-verification of their true type in
Journey cfUnderstanding 3 and Functions ofType. 4
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never be completely u nderstood . Neve rtheless, you will notice that some
of the processes' descriptions resonate clearly wi thin yourself, and you
will begin to recogni ze some of them in the peop le arou nd you as well.
From this beginning, your recogn ition , understanding, and appreciation
will continue to expand outward like ripples in a pond to encompass
more and mor e of the actions and interactions aro und you.
W e enco ur ageyo u to read th e descriptions ; watch and listen for the
processes in yourself and in others as you work and play, go back to the
descriptions, th en watch some m ore. It sou nds too simple, however , the
lessons to be learned fro m j ust process watching are virtua lly unli m ited,
and the potential for growth is truly profound.
Everyone possesses the potential to use all eight of the ment al processes.
Weeach accessand engage them in ways that are, to a great extent, un iver
sal and predictable, creating the sixteen in nate and balanced sequences of
processes that define the sixteen types. By learning about all eight of our
process preferen ces, we can make predictions about how they may develop,
h~ adroitly we will use them, how we w ill react to others who are us
ing them , and the various ways in which they can manifest themselves
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MISCELLANEOUS TERMS
T hroug hout thi s book, when we talk abou t the eight processes, we are
referring to what are often called the "Jungian m ental pro cesses." T hose
who are literate in the jargon of type w ill recogni ze our processes as the
fou r fu nctions of Sensing, Intuiting, T hinking, and Feeling in th eir
Ex traverted or Intr overted attitudes. In other words, we are talking
about the pro cesses as they actually m anifest themselves. We do not ,
for exa mple, refer to Thinking as a process beca use th ere are actua lly
two very different Thin king processes: Extraverted Thinki ng and In
troverted T h in king.
W e use th e word "type" in refere nce to the understan din g of sixteen
personality types as represented by the four-letter type code. T he type
model theori zes that all human beings can be seen as using eight basic
mental processes and th at the inclinatio n to prefer to use each process
over others is innate in all ofus. Fro m th ese premi ses, the simple math of
the type model creates sixteen possible sequences ofprocess preferenc es;
the sixt een types. Ju st as a four- letter type code is shortha nd for a type,
each type is actu ally shorthand to r a con stellation of process preferences.
If we are able to grow and mature without un usual external pressures,
we have the tendency to develop and use the eight processes in a natural
pattern, according to this internal bias that we call "preference" (see ap
pend ices B and C). Our environment can influen ce our behavior and
even our development but not our innate process preferences.
PROCESS WATCHING
T he focus of th is book is on the individual mental processes. Learn ing
to recog nize th em is an enlightening experie nce unto itself, as well as the
nccessar y first step for fur ther exploration. N o process description will
fit you perfectly. Likewise, you m ay iden tify with some parts of all eight
.lescnptions, You are a uniq ue and complex being, and what we describe
here is on ly, after all, a model th at simplifies the description of person al
lty aud its development in order to help us to thin k and talk about it. This
book [()Cuscs upon that model at its sim plest level. In addition, it is im
portll1t to realize that th e model is a rational construct. It is a way to help
li S understand something that is inherently not rational and therefore can
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LITERARY LICENSE
Jung's model does not explain everything about hum an psychology, but it
is sometimes convenient for us to talk as if it does. Keep in mind that it is
only a model, and for that matter, a model of mental processes only- not
of traits, skills, or behavior. In chapters four through eleven, we do use
extensive descriptions of traits and behavior as a way of helping you to
recogTllze and understand the processes that tend to be associated with
them , But what can be observed is actuallyjust a reflection of the process,
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TYPETHEORY IN BRI EF
WHAT IS PROCESS PREFERENCE?
In theory, each one of us has the ability to use all eight of the mental
processes. Wediffer, typologically, by which ones we naturally prefer to
use. Some processes are very comfortable and require little effort for us
to bring them into play. They are a bigpart of who we are. They are like
our favorite, most personal room in our home, the room that reflects
who we are and is our safe haven where we can beourselves. Our prefer
encefor theseprocesses may be so clearand our abilityto access them so
welldeveloped that we use them automatically, even when they maynot
be well suited to the situation at hand. This is simply human nature, like
the preference for usingour left or right hand.
At the other end of the preference spectrum are processes that are
also a part of us but lie in our unconscious. Our awareness of them is
usually marginal at best, and when we do engage them, it is likely to be
an awkward and uncomfortable experience. We usuallychoose tosimply
avoid using them and perhaps even to deny their very existence. But, like
wearing a path to a remote location, the more we use these unfamiliar
processes and becomeaccustomedto them, the easierit becomes.In fact,
maturing to becomea more balanced individual and growing towardour
full potential ismostlya matter of becoming moreand moreadept at ac
cessing those innately unconscious mental processes. Until we develop
our awareness and appreciation for these processes, we miss out on their
benefits. Even worse, they maybe a frequent source of conflict or may
bubbleto the surface in times ofstress,resulting in behavior that isinept,
inappropriate, and seemingly out of character.
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r
In order to survrve, every human being must have a way ofacquiring in
fi)rmation and a way of making decisions. The more adept we'are at per
forming and balancing these two basic mental tasks, the more successful
we are likely to be. As Isabel Myers put it: "The two skilled processes
can develop side by side because they are not antagonistic ... . Although
one can assist the other, there should be no doubt which comes first. The
stability of one process, unchallenged by the others, is essential to the
stability bf the individual. Each process has its own set of aims, and for
successful adaptation, asJung pointed out, the aims must be 'constantly
clear and unambiguous.' One process needs to govern which way a per
son moves; it should always be the same process, so that today's move
will not be regretted and reversed tomorrow,"
Convincing evidence indicates that it is more effective in the day-to
day business of coping and surviving to be an expert at using one approach
for e!ch ofthese tasks rather than to develop modest comfort with several.
Adept use of any single approach to gathering data, teamed with a single
well-developed way of making decisions, enables us to negotiate most
of life's situations, even if we are not operating in ways that are ideally
suited to the specificsituation. When it comes to effectivelyengaging one
of these coping strategies, process expertise is usually more crucial than
process suitability.
Most of our psychic focus for the first two decades of our lives is
normally upon developing extensive facility with just one mental pro
cess for each of the two basic tasks: gathering inform ation and making
decisions (see appendix C). The two processes that we prefer for these
tasks are the ones that we tend to use the mo st and with which we feel
mo st com fortable. They are the processes that will probably remain most
closely ass()ciated with our personal identity for the rest of our lives.
They arc the processes that will resonate and have you saying "That's
me!' as you read their descriptions in chapters four through eleven.
S IIICC these pro cesses complement each other , they are able to de
velop largely in tandem throughout the early years of our lives. But, as in
:1 pby , there e m be only one lead role. It is this "dominant" process that
\Is\I:llIy reaches maturity first and is the most trusted of all. We rely on
it co usistc u tlv and regard it as the hero/heroine of our lifelong drama.'
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This first process is the one that we can consciou sly call into play with
the most ease and with the least expenditure of energy . It is the charis
matic element of our personality. It is so important in how we operate
mentally that it would not be an exaggeration to view the roles of all our
other cast members as supporting this process, the star of the show.
The second of our dynamic duo of processes is the "auxiliary."
crucial ways. Between the two, one takes in information and the other
makes decisions; one focuses on the environment and the other focuses
within; one is rational and the other is irrational. In this way, the auxiliary
supplies much of the balance that we need as we move through life.
The auxiliary process acts like a trusted adviser and a supportive
parent to the dominant one . Because of its complementary nature, the
second process is able to modify and balance the energy and enthusiasms
of the first, thus lending a degree of maturity to the personality. Though
never in the true leading role of our personal drama, the auxiliary pro
cess can sometimes be so influential and visible that it is mistaken for
the star.
Together, these two characters are often capable of carrying off life's
scenes with very little help from the other six cast members; and because
they are usuallyso comfortable and so clearlypreferred, they are frequently
expected to do so. If your close friends were asked to describe your per
sonality, the descriptions wouldbe, for the most part, descriptions of these
two primary processes in action. Personality type instruments' are, in fact,
a sophisticated way ofidentifying our two most preferred processes. Most
type-related profiles that we see today primarily reflect the influences of
the dominant and auxiliaryprocesses.
Though identification of these two favored processes is critical, it is,
just the first step in solving our process-preference puzzle.
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A SEQUENCE OF PREFERENCES
Buildin g from the identification of our two most preferred processes
11
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'G B LO c K ~
or
PI K:,IlNAIIIY (YPE
the one that is most conscious to the one th at is most unconscious, from
most adept and comfortable to the least; and from the one requiring the
least energy to use to the one requ iring the most. Ifwe think of the pro
cesses as the actors in our person al drama , then it is their positions in the
sequence that outline the roles th ey will play, How they w ill play those
rolesis determined by the personalities of the actors- by the nature of
the processes themselves.
Of course, "norma l" is j ust a math ematical concept. There are not
actually any normal people, and none of us develops exactly according to
the template of type or any other theory. But the type model has held up
for over sixtyyears because of its usefulness in describing a typical sequence
of psychological growth and because it provides a formula for maturity and
balance that appears to be innate in allof us. The rich journey of self-d iscov
ery, for which type can act asour guidebook, is partly about understanding
the universal aspectsof type: how the characters in the cast of eight usually
act an~ntera ct by virtue of their innate nature and assigned roles. It is also
abou t how our own unique mix of developmental and situational factors
modifies this interplay. As Jun g put it, "conformity is one side of a man,
uniqu eness is the other." 8
most people use and show most of the time. Th ese are th e processes that
are visible in their pures t forms, so pro cess watching is initially about
observing these most preferred processes.
"Being consc iously aware of the wa y I tend to fun ction makes it
possible for me to assess my attitudes and behavior in a given situation
and adj ust th em accordingly. It enables me both to co mpensate for
my per sonal disposition and to be tolerant of someo ne who does not
fun ction as I do -someone who has, perhaps, a strength or facility I
myself lack." 9
Understanding how our ow n mental processes work is a tremen
dous gift unt o itself, and the increased appreciation and valuing of other
peoples' unique talent s is another. An equally imp ortant benefit is that
this understanding can help facilitate our own psychic and spiritual
growt h as hum an beings. As we go through our lives, we are driven to
become whole, to be all that we can be. Even if personal growth is not
our goal, it happens anyway when we explore our less developed mental
processes. We gradually become more co mfortable with th e processes
and are able to bring th em to bear more effectively upon life's situations
and issues. At the same time, we are becoming m or e comfortable with
this strange men tal territory -less afraid of what is deep inside ourselves
and less annoyed or fearful when we see th ese processes ma nifested in
others. Co nsequently, our uncon scious processes become less likely to
surface in unpredictable, immature, and counterproductive ways. This
business oftype development can enhance our person al capacities as well
as our tolerance and appreciation ofothers , as we learn to accept and use
more of the wide range of perception and decision-m aking approaches
that are available within us all.
THE IMPORTANCE OF
UNDERSTANDING OUR PREFERENCES
Within each co nstellation of eight processes lies an inexha ustible source
of insight th at is most easily and effectively accessed by patiently sifting
dow n th rough its many layers, one at a time. T ho ugh thi s book focuses
upon the sim plest level, it is important to be aware that thisjourney can
take us into th e increasingly u nfamiliar and uncomfortable terri tory of
our less preferred and often unconscious mental processes.
T he path to self- knowledge and self-management is best traveled
one step at a time. It is not so intimidating this way, and with thi s ap
prouch, Il O m atter how far you choose to go, yo u will be able to un
derstand and integrate what you have experienced along th e way. Since
this intro ductory hook focuses on recognition of the processes that we
exper ience an d sec, we will loo k primarily at th e dominant and (to a
lesser extent) the auxiliary pro cesses. T hese are the two processes that
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types correspond to
theobvioUs means by.
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obtains its orienta- '.
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; youthqtsoiylethlng'
exists;thinking tells
. you'whatit iSifeeling
- tells you wh"etherit
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Carl G. Jungand
M.-l. von Franz
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PERSONALITY TYPE
I
I
N ow, let's walk thr ough the steps that lead us from tIte first three
dichotomies to eight mental processes.
We start with a who le circle, representin g the entire personality.
First, we divide our personality model into halves by distinguishing '
between the two basic purposes of mental processes: gathering informa
.tion (Perception) and making decisions (Judgment).
\Pe rception
Judgment
.
N ext, our two pieces are divided again to become four. Perception
is separated into the distinct approaches of Sensing Perception and
Intuiting Perception. J udgment becomes Thinking Judgment and
FeelingJudgrnent.
Sensing (S)
The focus of Sensing is on infor mation gathered by the five senses:what
we see, hear, touch, smell, and taste. It can include memories of past
sensations as well as sensations being experienced in the present. Sens
ing perceptions are always tangible an d verifiable, at least in theory, even
thoug h they are not necessarily always clear or accurate.
Adept use of a Sensing process will balance, and thus soften, the
tend ency of a preferred Judging process to overlook concrete informa
tion in its rush to a decision.
Whether noticin g their current environment or recalling past sur
roundings, people using a Sensing process tend to do so in vivid detail.
T hey prefer to live in the real world of tangible things, past or present.
T hey want to know who, what, where, and when.
We will return to our cake cutting shortly. First, let' s look more
closely at the four pieces that we have so far.
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19
18
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Intuiting (N)
The focus of perception through Intuiting is on an expanded picture. In- : '
tuition may draw its information from the environment or from within. It
attempts to extrapolate from seemingly random bits of information to un- ..:'
derstand the patterns or meanings that the data represents and thus to gen
"erare connections, meanings, possibilities, options, and vision. One cannot .:
fore ~ee or control the Intuiting processes' timetables, or methodologies.
The Intuiting mental processes work with content that varies
widely from individual to individual and from moment to moment.
A Sensing process, when observing a tree, for example, is always tied
to data from the senses : shades of color, shapes, sizes, comparisons,
and so on. An Intuiting process, on the other hand, may notice almost
no concrete information before rapidly moving on to build a series
of connections. It may generate possib ilities or attach meaning and '
significance to the tree or create a broader mental picture of the forest. '
1tis picture may have no discemable relationship to anything that can
be detected by the senses. The Intuitive search is for connections, pat- .
terns, and underlying significance.
20
Thinking (T)
The Thinking approach to decision making is essent ially that of analyti
cal logic. To support this analysis, it uses criteria th at it either pulls from
the environment or synthe sizes internally in order to define everything.
Though it may sometimes seem to others as if these judgments devalue
people and things by pigeonholing them, they actually have nothing to
do with value at all. Thinking pro cesses simply need to attach a label or
category to every thing in order to understand its position relative to the
rest of the universe, to maintain a sense of order, and to fit it into some
kind of logical framework for the analysis th at leads to decisions.
Thinking is impersonal. It intentionally excludes values-based consid
erations. Most people with a Thinking preferencewould rather be truthful
than tactful and are more interested in being fair than in being kind.
Feeling (F)
Feeling is a values-based approach to Judgm ent. It determines what some
thing is worth . Feeling is aware of the impact of its choices. It is aware
of the individuals involved and affected, their circumstances, and their
relationships. Creating and maintaining external or internal harmony is,
therefore, the primary priority of the decision making. In the personality
type model, the term "Feeling" simply refersto decision-making processes
that are guided by systems of values. A preference for Feeling does not
have anything to do with emotions. Feeling types are neither more nor less
inclined to be emotional than Thinking types.
While no less rational than Thinking, Feeling is certain ly not con
strained by logic, often caring mor e about tact than truth and about the
effect of a decision than about being right.
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Extraverting (E)
Introverted Sensing
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Introve'1 ed Intuiting
Extraverted Thinking
Extraverted Sensing
'
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Extraverted Intuiting
,.';.
JUDGMENT
:~
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Intreverted
F~l;"g
Extraverted Feeling
ESTP or ISTP.
The final division of the psychic cake, the one that brings us to the
eight distinct mental processes, is the difference between Extraverting
and Introverting the four functions of Sensing, Intuiting, T hinking,
and Feeling. Each one of the four can have either the external world or
the internal world as its focus. As Ju ng put it, "there are no Extraverts
or Introverts pure and simple; only extraverted and introverted function
tvpcs."! ' It is this Extraverting or Introvertingorientation thatdistinguishes
whether the focus of that process is the objective world around us or the
subjective world within. It is referred to asthe energy dichotomy because
It n-llccts how we focus our personal energy: externally or internally.
Tlmgh last IrJ our presentation of the factors that delineate the eight
processes, the Extr:lVerting!Introverting aspect is certainly not the least
11 llpartfi d. It IS, IrJ fact, the one thatJung noticed first and is a distinction
( I I" uuuost impor tan ce. It is referred to asthe energydichotomy because it
rdlrcts how we gather and use our personal energy.
'"
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Introverting (I)
il'"
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23
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world, they usually do so through their auxiliary process, so ob~e rvers can
never observe the dominant process directly. The Extraverted auxiliary
process is the one featured in the spotlight and is often mistakenly as
sumed to be the star.
The focus of the auxiliary process is always complementary to the
dom inant. Because of this, observers often see and hear one thin g,while
the petson who prefers Introverting is actually coming from a very dif
ferent place. For example, we may hear what sounds like a decision. But
if the speaker has an Introverted dominant preference for Perceiving,
that person may actually be just trying to share inform ation that he or
she has acquired. These perceptions, however, are filtered and reframed
as they are expressed (Extraverted) through their auxiliaryJud ging pro
cess and emerge into the wo rld sounding like a decision.
This is not to say that Introverted processes cannot be observed.
T hey can. In observing any process, even an Extraverted one, we are, of
cousse, actuallyobserving the outward manifestations of a mental activ
ity. For Introverted processes, these visible clues are usuallyjust more
subtle and require closer attention to detectthan their externally-oriented
counterparts. They do not proceed aloud or publicly. But you can see
people withdraw as they engage their Introverted processes. Th ey may
have a distant, unfocused look in their eyes or look down or away from
others. When they refocus, you may have further evidence that they have
been Introverting in the personal, subjective, and original nature of the
information or decisions they report.
With those who prefer Introverting,what you see is usually not their
dominant, preferred process. Introverting, by its very nature, cannot be
shared directly. An Introverted process draws energy from what is going
on inside, as when we are warmed from within by metabolizing our food.
An individualwho prefers Introverting is fueled by contemplation.
O RIENTATION TO THE ENVIRONMENT:
T he fourt h and final letter of the type code indicates what an individual
prefers to do 111 the external world: either make decisions or gather infor
iu auon. T his letter will be either aJ forJudging or a P for Perceiving, as
III
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ENT] or ENTP.
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.. S (Sensingj or N.
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J (Judging) or P (Perceiving)
1
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25
FIRST EXAMPLE
1:
I".
;'".
"J'
.) '
In ISFP; The
Perceiving (P)
functionis
Sensing (5), so
the Extraverted
process would
be Extroverted
Sensing (Se).
STEP
2:
Two
FUNCTIONS IS INTROVERTED
In step 2, we use the principle of balance and the logic of simple elimina
tion to deduce that the other function in the four-letter code (S, N, T,
or F) is Introverted. For ESF], since Feeling was Extraverted, then the
remaining function, Sensing, must be Introverted.
For ISFP, since Sensing was Extraverted, then the remaining func
tion, Feeling, must be Introverted.
,~.,.,.
:-~ '
. .. ,~
...
EXTRAVERTED
For the ESF] type , for example, the] indicates that the Judging function
(which the third letter of the for mula show s is F for Feeling) is the pre
Applying the same logic to the ISFP type, the P indicates that the
Perceiving function (which the second letter of the code shows is S for
Sensing) IS the pr eferred means of interacting with the environment. For
[SFP, Sensing is Extraverted.
Step h
What hi'Extraverted?
,.:.::~~ .
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In ESFJ: The
Judging lJ)
function is
Feeling (F), so
the Extroverted
process would
be Extraverted
Feeling (Fe).
SECOND EXAMPLE
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STEP
3:
Two
PREFERRED
Step 3 focuses on the first letter of the type code to identify the most
preferred, or dominant, mental proc ess. Steps 1 and 2 identi fy the most
27
..
NG BLOCKS Of I ' I ~ \ () NA I I/ Y
1m
.'
preferr ed Extraverted func tion and the mo st prefer red Int roverted
function. T he first letter of the code indicates which one of these is
our dom ina nt process. N ot e that in th e typ e code or w hen they stand
alone, the letters E and I are trad itionally capitalized . When th ey are
co mbined w ith a letter representing a funct ion (such as T for Think
ing) to indic ate a me ntal process (such as Introverted T hinking), the y
are lowercase (Ti) .
In our first example, ESFJ, the E indicates that the Extraverted function
(which has
already been determined to be Feelin g) is the most preferred.
I
T hus , for ESFJ, Extraverted Feeling is the dominant process.
In,the second example, the I shows that Introverted Feelin g is the
dom inant mental process for ISFP.
e
1'.1ESFJ: The
E1iraverted
function is
Feeling (Fl, so
the dominant
processis
Extroverted
Feeling (Fe).
.,
a Perceiving fun ction in the "trusted adviser" role and th e domin ant
seco nd example, th e dom inant Int roverted Judging fun ction needs the
' Step 4:
be
will
-
InISFP: The
auxiliory
process is
Extraverted
Sensing (Se),
As we have shown, the interpretation of the type code ide nt ifies not
on ly what our two preferred processes are but also wh ich one we prefer
m ost (our domi nant) and which is second (our auxiliary). The need for
balance applies to all eight of the mental proc esses, creating sixteen pos
j.; :,
Step 3:
InESFJ: The
auxiliary
processis
Introverted
Sensing (Si).
In ISFP: The
Introverted
function is
Feeling (F), so
the dominant
process is
Introverted
Feeling (Fi).
Eight very differ ent type codes con tain a J as the last letter .
' '''
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STEP 4: DETERMINE WHICH OF THE
Two PROCESSES
"
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29
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.PART TWO
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THE EIGHT
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UNGIAN
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MENTAL PROCESSES,.
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Dominant for
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Auxiliary for
ISTP and ISFP
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KEY FEATURES
;)1
Extraverted Sensing
detailed information.
. , Constantly seeks variety and novelty as sensory experiences change
from moment to moment.
Needs the immediate sensation of an external object, person, or event
in order to have an experience. There is no experience without active
involvement in the environment through one or more of the senses.
Appreciates vivid details: colors, sounds, smells, tastes, and textures.
Seeks raw, unsorted, unaltered experiences in order to feel alive.
Is energized by the current experience.
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35
----010..
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CONTRIBUTIONS
;~
-t
x'l
ment.
C an blend into almo st any cu lture, environme nt, or situation.
\6
.:l> A knack for being a "mover and shaker" when it comes to concrete
tasks
". Can qu ickly find practical solutions, to find an im med iate fix for a
problem
A willingness to help, to play the ro le of a good Samaritan
I '
i'
one. T he n I can duplicate what I see. Written instructions are not very
helpful.
I person ally hate history. I figure if it's already happ ened, then who
cares?
I need to see and experience somet hing before I believe it. I'm the clas
interaction at our table and also know everyt hing that's going on in
A" a ch ild I had to touch everything. I still do . The textures and colors
I love to be outside, feeling the sun and the breeze, heari ng the insects
and the birds. I love the feel of soil on my hand s, planting flowers, and
pulling weeds.
37
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'I'he first thing in the morning, I look outside to check theweather. Then
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39
Ii "W, I INAll fY
fyrE
VIGNETIES
,i~
If I'm boating with friends, I'll be the one who is really enjoying the
moment. I will be talking to everyone, feeling the wind, hearing the sea
gulls,jumping in the water to see how it feels.
,z, In a "type-alike" group exercise that involves describing an object, our
group is usually the first to finish or will divert into other activities be
fore any other group. There is onlyso much concrete data in a simple
.obj ect, When you finish saying how the object looks, feels, smells,
sounds, and tastes, you are done. There is nothing more to describe.
1 Visiting an art gallerywith friends, I realized that no one else saw the
details in the artwork that I noticed immediately. In a painting of a
house, for example, I saw the tiny key in the door. My friends had
not noticed it and were amazed that I had. On the other hand, I can't
remember what I wore yesterdayand have only a vague recollection of
It
what I did.
~ I like to smell, touch, taste, or even listen to produce before buying.
To decide whether fmit and vegetables are fresh and ripe, I tap on
watermelons, smell cantaloupes, and taste grapes. I usually prefer to
determine whether milk or food in the refrigerator is fresh by smell
rather than reading the expiration date.
',) I can go back somewhere after being away for years and negotiate the ,';
streets effortlessly. However, if some key feature has been changed, I
get confused and lost. I navigate by landmarks or objects, never street
names. I visit my daughter everyweek. O ne dayI drove past her street.
I had to turn around and go back. For ten years, without knowing it, I
knew where to turn because of a mailbox on the comer that was made
from an old stove.When itwasremoved, Ijust drove right by her street
In a restaurant, it's difficult to order from
without realizing it. r:a
reading the menu. I often order based upon seeing or smelling food
from another table: "I'll have what that guy is having."
, After an exercise involving the use of apples, the virtually identical
apples were collected and mixed together. A man with a preference for
Extraverted Sensing was able to instantly pick out not only his apple
but thoseof the people on either sideof him aswell.
j
40
At awedding,I could not eat for fear that I might miss something.I had
to be up walking around and talking to people. I only knew four people
when I arrived. By the end of the reception, I knew almost everyone. I
waseven invited back to the house with the family, for the opening of
the presents.
GIFTS
Unique strengths of Extraverted Sensing
~
l'
~
~)
~1
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<ii.
.~
41
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Dominant for i
ISTJand ISFJ !
.
Auxiliary for ,!
ESTJ and ESFJ i
::,.
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.'
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43
,.
KEY FEATURES
Introverted Sensing
memories are rep layed over and over again with all the associated de
tails and emotions. It is like actually phys ically reliving the event and
re-experiencing the same emotio ns,
\l)
expene nce.
Intr:verted Sensing
Sees the current wo rld thro ugh subjective inte rna l filters.
'il
They prefer and trust th eir subjective recall. They may sim ply ignor e
someone else's conflicting versio n of eve nts and rigidly defend their
own . Accepting a different version would require changing th e memory
T heir memor ies are clear and detailed but subjec tive, so they will not
" Asks: H ow does this event in the present compa re to similar events in the
past? What is different? What is the same? How can it be improved?
'? Resembles a mental Rolodex file, video, or data base for sorting through
the internal images to find the right reference.
Enables accura te recall of all steps or events in the exact order in wh ich
they happened.
, Looks at w hat happened and how it could be improved. Learns from
past mistakes.
,t
ls energized through combi ning vivid past expe riences with the pres
past exper iences and how th ey are sim ilar to o r different from th e pres
e nt exper ience.
mous amo unt of detail. T he detail, however, is not 100 perce nt reliable
as an objective record of the expe rience or event.
Familiarity has a great im pact on making a current event more com
fortable because the more similar the eve nt is to past ones, the more
easily it can be compared to them intern ally.
N o one can change the int em al references except th e individ ual.
The current data and experience are not real until they have been vali
The recollection ofa past event is automa tically and immediately over
',r'
J;--.
They interpret the curr ent situation thro ugh assoc iation with previ
Occas ionally it leads to m isinterp retation and erro neous assump tio ns.
45
--l
.:." ',--. ;
:11 Sometimes reject new information that might cause them to change
A smell or sound can trigger a flood of vivid memo ries, witlf all of the
T he present stim ulus can be disregarded and reliving the past can be
come the current experience.
T heir internal experience is about the most m emorable one of its kind,
whether good or bad, happy or sad.
;; They may appear quiet and compos ed, while internally they are very
active, perhaps even in turmoil.
have p~rs onally experienced before, they need to fmd something that is
What\ is imp ortant to them is the subjective experience, not the present
external event.
along with their ability to evaluate and compare them, serve as a refer
---
.,
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47
,I
i'
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TYPc
Often have great confidence and certainty about the right way to do
tasks.
J Have a learning style that is like rolling a carpet forward: linear, with
each new learning an extension of the previous one.
~ Usually cannot be convinced thattheyare not recalling facts accurately.
The more they are pressured or coerced, the more resistant they be
come. They need to be allowed to decide for themselves whether their
internaldata is incorrect and given spaceto re-form their memory.
it Tend to accept change more easily when they can look to a similar
t rans~ion in the past and find support for making the change in order
to correct mistakes or improve a situation.
CONTRIBUTIONS
Specifd perspectives and approaches of Introverted Sensing
$ Internalstructure and organization for anytask, project, or group
.~ Development of effective solutions basedon past experience
at Lessons learned from previous mistakes
e Institutional memory and a sense of organizationalcontinuity through
a history of past successes and failures
o An internal template for how familiar tasks are done and how to build
from experience to approach new tasks
:;; A high level of precise internal body awareness
; A calm and professional manner
Insightfulness, usually without unnecessary assertiveness
tj
. My internal data isa lot like having detailed photographic plates that are
available to me as a clear series of sequential pictures.
It's like a movieor video in my headthat replays allthe details over and
over.
It's like a slide show or a mental Rolodex. The images always come
to me in a certain order. These images are superimposed overwhat is
going on in the present environment, which allows me to see all the
similarities and differences.
9 I relive the experience.I feel exactlywhat I feltbefore,just asintensely.
!ll I never use a camera because my internal pictures are so much more
vivid and rich. Photographs are too flat and lifeless. The pictures inside
are what really bring me back to a time and place.
I know the day's weather by looking at the skyand comparing it to the
pictures of skies in my memory and remembering the weather we had
on those days.
Once I identify something, there's usually no need to personally ex
perience it any further. I get only what I need to trigger the relevant
Images.
e I'm hesitant to embark on totally new ventures. I am much more com
fortable when I have already experienced something similar.
tJ I am the only one who can revise amemory. Changing a memory is like
destroying a valued object, like shattering a glass picture. It is done only
when new additions to my internal database absolutely require revising
the old material. Then I have to rebuild the memory from scratch.
{l I am very good at knowingwhen something is not right with my body.
Without thinking about it I constantly and automatically compare my
internal readings, like heart rate, pain, and energy level, with their nor
mal state. I can usually tell if something is wrong with me long before
hi
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49
'f'
I enjoy shocking people by describing what they wore and what they
said in a meeting ten years ago.
I can describe, in greatdetail, several scenes and events that happened '
,;, I remember a lot about when I was sick asa child, even the clothes that
my parents were wearing. I was nine months old when I was sick, and , .
to go by. Maps don't work well for me. Once I've been somewhere, I
i1! In choosing a career, I needed to reflect upon what had worked and
not worked for me before andwhat I had likedand not liked in previ
ousjobs.
fect" 1er. Every beer I ever taste is compared tothat beer. If! ever taste'
one that's better, I'll know it with certainty, and that willbecome my'
;&
VIGNETIES
Scenes from the world of Introverted Sensing
51
TYPE
A woman described her vacation to Cancun. As she talked, h~r faciaL "
expression changed, She wastalking about how much she had enjoyed -
herself Shesaid she could smell the Cancun air, see the fish in the clear
water, feel the breeze on her face, and hear the birds. She said she im
mediately had the same sense of relaxation she had while in Cancun.
GIFTS
Unique strengths of Introverted Sensing
'I
-j!
or projects
',; Lend substance to the current situation by providing historical context
~_~ Brirt structure to the current task or situation based upon what hasor
<P
\l"l
1
---""'--.
Dominant for
ENTPand ENFP
Auxiliaryfor
INTPand INFP
;H
53
1)J
'o;!
KEY FEATURES
Extraverted Intuiting
Is driven to bu ild futur e possibilities from the objective data in the
environme nt.
Explores what could be.
external situation.
c.l
and future.
Leaps from one data point to another, in no apparent order, to find con
nection.
'i./
unconnected.
them.
Th e startmg po int
IS
,.. Their awareness of conc rete information or situa tions in the present
pulses in and ou t as new data cre ates a stream of conn ection s. Each
55
4
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I.OCKS o f
CONTRIBUTIONS
by the data.
Usually express themselves effortlessly, especially when dealing with
9
~)
It's not so much about seeing what is there as seeing the connections
'i'j
':j
Have the hardest time with people who are closed-mind ed. People
who arc not willing to consider new ideas are difficult for them to
deal with.
Love change fix the sake of change. Anything new and different is
CXCI nn g.
57
...-..010
f'
I thrive on change.
the moment the smallest change occurs, then like a tap on the kaleido
,-,'i
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new pattern.
Just feed me information and I go off like a rocket with endless pos
sibilities. Everyone elsejust needs to get out of theway. Evenif I'm not
--I
59
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I like to have several balls in the air at once. The challenge of'the jug
gling IS really what I'm allabout. The morepossibilities I see,the more
enthused I become; and the more enthused I become, the more pos
sibilities [ thinkof
VIGNETTES
Scenes from the world of Extraverted Intuiting
an endless variety of games to play with the board and checkers. I can
It's not the boat, the water, or the sunshine that I enjoy so much asthe
iJ)
;I)
opportunity to talk to my- friends about ideas and possibilities for the
future. Even planning future boat excursions is fun.
In a "type-alike" group exercise involving an object, our group worked
together to come up with possibilities of what could be done with the
object. We could have gone on talking for days since the possibilities
were virtually infinite.
Mter two months of checking and rechecking to be sure that my
family agreed that we should sell our piano, I finally had the dealer
come and take it away. When my Extraverted Intuiting husband and
daughter came home, they were both shocked that I had made such
a major decision without them. They had assumed that selling it was
j ust one option among many and that the discussion would continue
indefinitely.
GIFTS
Unique strengths of Extraverted Intuiting
.~
:'
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61
- -- - - - - - - -- -
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Dominant for
INTJ andINFJ
Auxiliary for
ENTJand ENFJ
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63
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KEY FEATURES
-,; They can intentionally access the process onl y by creating ccrtam
Introverted Intuiting
The focus is on indistin ct, broad -stroke futures, with seemingly little
regard for apparent factu al incon sistencies .
,<;
mi nd .
Is the only process th at does not need any extern al stim ulus.
C an be triggered either internally or externally o r have no identifiable
trigger at all.
Works in mysterious w aysand on its own timet able.
Views everything on the broadest , most complex level pos sible.
CO II
:$
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sence.
Visions and intuitive insights are trusted and valued . They 'j ust know "
with a confidence and certainty that often cannot be justified or ex
plained to others.
!::.
, All external object is important primarily for what it may release wi thin
them .
,
';
64
- -- - - - - - - - - - - - - ---- -- --
65
UILDING BLOCKS
en
PERSONAlITY TYPE
~.
./ Have no lim its on the scope of their perception except for the chal
lenges of describing it to others.
, Have a hard tim e listening carefully for long. T hey are too preoccup ied
with searching for the meaning and patterns behind the words.
.'j
Have a very fu ture-o rien ted focus on what may come to pass.
<) Seem to make everything more compl ex. To them, whe n you look
beneath the surface, all things are interconn ected and are, indeed , in
credibly compl ex.
~, Are sometimes slow to reply. T hey are not usually seen as being quick
on th eir feet. Before responding, they usually need time to access in ter
nal information and consider how it fits in with th e rest ofthe universe.
At o the r times they m ay be too quick to reply because the inform ation
they present wi th such conviction is so far removed from the imm ediate
subject being discussed that it sounds like an off-the-wall comment.
May seem to change th eir focus in a split second from talking about
bits of information to making a dramatically broad general statem ent
about what is really going on.
:';' May tun e ou t conversations th at do not have meaning or depth for
them.
.,;, Often ask qu estions th at are very penetrating and may be uncomfort
able for others.
,~ Like to ask w hy. If asked and answered enoug h times, the question
brings them to the depth of understanding that is of interest to them.
, Wan t to know what is really going on behind the facade.
Are extremely independent and take pride in that.
Have little regard for authority. T hey decide for themselves whether or
not rules and regulations make sense and should be followed.
Tend to be exceptionally stubborn.
:} Have difficulty accepting limitations and constraints. They really be
lieve that the impo ssible usuallyj ust takes a little longer. If you want to
see th em take action, tell them th ey cannot do some thing.
Are easily bor ed by repetitious tasks unless a task requires so little atten
tion that it allows them to focus on their internal world.
~ Are ha rd to fully challenge.
I<J May appear arrogant.
" Are often qui et in their demeanor. T hey may even be awkward and
shy.
66
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67
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to know.
"" Can appea r moody or preoccupied. They are often "off some
w he re" intern ally. Their outwa rd demeanor usually reflects what
is going on inside, which m ay be o ut of syn c with w hat is h appen
,....
in g arou nd them .
." M ay have difficulty sharing th eir creativitywith others.
~ Are often seen as daydreamers.
;~ O ften excel at higher, more th eoretical and abstract levels of education.
CONTRIBUTIONS
Special perspectives and approaches of Introverted Intuiting
OJ
A fine-tuned awareness of peo ple's authenti city level and of how safe it
68
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VIGNETIES
Scenes from the world of Introverted Intuiting
GIFTS
Un ique strengths of Introverted Intuiting
71
----------------- --- ~---
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meanmg
Connecting to the collective unconscious
Doininant for
ESTJ andENTJ
Auxiliaryfor
.
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T hough end results may be their co nscious focus, the act of task
.J Task comp let ion is th eir payoff, and the need for a sense of m ove
i)
KEY FEATURES
Extraverted Thinking
ced ures, ope rationa l guidelines, or some other com mon system of
'j
in dividuals directly.
Looks for logical organization or st ruc ture in the tan gible, exte rnal
world.
Employs proven ana lytical tools.
,) Assembles th e rul es of organization to function like a matrix.
,~ Can spot illogic and inconsistencies immedi ately.
,f!
.~
Is analytica l.
Is exemplified by th e western scientific process of painstakingly me
tho dical experimen tation that examines one variable at a time.
Strives for equality in dealing with all thin gs, includ in g peop le.
T hey need to lise systems th at define how th ings inter act and inter
re late, sueh as the laws of physics, to provide frameworks for logical
.
i
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75
-----iil...
iJf Often imply "you should" or "they ought to" when they express an
,) If they have no sense of progress being made or they feel that a task
is behind schedule, th is may lead to high levels of fru stration, even .
anxiety or panic.
~ They tend to focus on the task at hand, not on the broader ramifications.
They may, for example, neglect to consider the impact on the work
team w~en they are choosing the team's most efficient path to a goal.
"" T hey often
, need to verbalize the process-to th ink out loud.
;1
opmlOn.
Often sound more rigid than they are. Thinkin g out loud sou nds a
lot like stating decisions. In actuality, as long as they are still talking,
they probably have not yet reached a final decision .
oj) May preface everything they say with an overview of what they are
going to say, such as "We need to cu t costs. Here is a rough outline
of how we can do it."
~) U sually try to determine whether someo ne is com petent and
whether his or her informat ion is credible and objec tive before lis
ten ing to what that person has to say.
;~ O ften start with a distinct agenda, th en reference the applicable
rul es, then go throu gh a series of mini-decisions that will lead to
th e ultimate decision : Which result is more desirable? Which action
will produce that result? Wh at staffing will be required to suppo rt
that action?
,~ Ca n appear harsh and judgme ntal to people aro und them. Thinking
is criti cal by definition.
., T ake care of people in a br oad, systemic way. They gravitate, for
example, toward trying to fix the healthcare system rather than fo
cusin g on taking care of individuals' health problems.
"~ H ave a defen sible pos ition for every question or issue.
~ Have a logical rationale for th eir every action.
o Te n d to be decisive. Decisions are usually either "thumbs-up" or
"th umbs-down" wit h no gray area.
Strive for clos ure. T hey are uncom fortable mo ving on to another
task before com pleting the one they are doing.
',j Ca n sometimes take the drive to reach closur e through dispassion
ate logic to its extreme . It can becom e a mind-set wherein the end
seem s to j ustify the means.
Seem prone to becoming staunch defend ers and enforcers of the
prevai ling laws and ru les. They are often involved in creating the
laws or rules.
"; Are very systematic and stru ctured.
it
77
, ~~
....
CONTRIBUTIONS
Special perspectives and approaches of Extraverted Thinking
'-' The Newtonian view of a universe th at consists of obje cts that act
upon each other in predict able, quantifiable ways
.") Law s, rules, regulations, and standard operating proc edures
Logical, standardized filing systems
, O ui:lines
l!l Pri or itization
~~ Providing logical stru cture to enable organ izations to attain th eir
:J
I hate it whe n people at work try to stop a good debate, m istaking it for
I can' t do that, then wri ting it down, d iagramming, outl ining, or even
-;;
>
--.l
ITe)
-, It's frustrating when I can see the logical orde r of thin gs and others
>!:j The ideas of weighted data and of sliding scales conflict with my need
" M y fondn ess for debate makes some see me as angry or confronta
tion al.
'1 I highly value compe tence in others and in myself. It's something I
peop le.
I may not know a lot about a topic, but I have an opinion. I'll know
more about w hat it is after I start talking.
~ I know that I can come across as being cold and imperson al.
'@ I say, "Be prepared!" I always have a co ntingency plan. In fac t, I have
Picture several file cabinets, each labeled accord ing to a system. Each
file cabinet has labeled drawers, which contain clearly labeled dividers,
79
:L'i
a decision, when the inform ation provided was not sufficient for
creating good criteria. T he lack of data, combined with th e drive to
complete the task, created a situation that was very stressful.
GIFTS
Unique strengths of Extraverted Thinking
s p~ce s .
down to the last detail. My fam ily insists that th ere has to be some
sporitaneity, so I put times for that in the schedule too.
?i I enjoy plann ing vacations. I enjoy the planni ng mor e than the ac
tual vacation. When we drive, I always have several backup plans: a
best ro ute, a best alternate rou te, and so on.
I) In my garage, I've traced the outline of each tool on th e wall in the
place where it belongs so there can be no mistake abou t what goes
where .
'" t'hen I proofr ead this manuscript, I knew imm ediately when a sen
tence was not structured correc tly.
<;;l
-l ) Decisiveness
f!J Objectivity
VIGNETIES
Scenes from the world of Extraverted Thinking
1
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81
~
,:, ;
Dominantfor
ISTP and INTP
Auxiliary for
ESTP and ENTP
. .....
83
--L
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, , /' /
KEY FEATURES
~ They use external ideas in unique, subjective ways. The ideas found
Introverted Thinking
I I.I ~ ;
in the environment are rarely adopted in their original form. They are
more often used as raw material for designing and building unique
internal systems.
,I II 1I111 LT
.u ul truths.
analysis.
Introterted Thinking
$<'; They usually focus on the process ofgroup interaction more than on
~ If new information does not fit within the existing system of classifi
.1)
cation, they must create a new category for it. Sometimes the entire
" They must categorize people, objects, and events in order to identify
precise categories until a place in the system is found where only that
one item fits.
tive logic.
They trust and rely upon their unique framework of internally synthe
sized concepts, principles, and knowledge.
Expanding upon basic principles guides them in creating their original
classification systems and categories.
;,'l T hey work within a framework that is created and used internally.
Precise internal categories are used to classify information from the
environment in order to deal with current or future external events.
',j
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85
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Introverted Thinking (Ti)
111'1 I
til I II ~ '
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Can become confused when their internal thought process does not
May show tension and frustration with people who have reached con
clusions that are different from their own. This is not unusual because
their internal thinking process is unique and usually not shared with or
understood by others.
Tend to say "I think." T hey are awareof their personal thoughtprocess
and want others to appreciate that a lot of careful analysis lies behind
their conclusions.
Will often simplystate their decision or lay out their conclusion with
of the logic that brought them to that conclusion will be obvious and
unchallengeable.
conclusion or decision.
a decision-making task. Even ifit was a group process, for them it was
11;':i::,!![,1
Tend to hide stress. They often show a poker face to others,and people
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P t KW NAW Y TYPE
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CONTRIBUTIONS
allliving;Or~~ismsi.:."-.::~l.f.~
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carefully.
I always want to know how to do things and to know how things
work.
.- ' I have beencalled "stubborn as a mule" when others have tried to force
'1
me to thinkdifferently.
My mind is like a grid with labels at all the grid coordinates. If you
looked through a magnifying glass, you might see that each of those
intersections is actually made up of a finer grid, which in turn ismade
up of finer ones, and so on, with correspondingly ever-more refined
and more precisecategorylabels.
1 have a mental picture of myself always sifting through dirt with a
screento separate the worthlessparticles. I'm trying to figure out what
is important and where to pile it for later use. Under stress, I seem to
" I'i
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VIGNETIES
GIFTS
learned that his internal, very precise style ofwritin gjust takes longer
very challenging for our "type-alike" group . T he short time frame '
did not allow for our internal logic process and the group interaction
different positions.
" T he search for precision can lead to confusion for others. In a work
conclusion at the end of an exercise. He had wor ked long and hard in
his mind to come up with this perfect expression of the thought, but
I
no one else knew w hat he m eant. In fact, some participants thought
the wordin g, the bett er it may express a unique idea th at will not be
completely understood by anyone else. It may need to be "translated"
,"9
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':l,l Systems thinkin g
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KEY FEATURES
Extraverted Feeling
) Bas an outward focu s that is primarily about people and their rela
tionships.
... Views people, events, situations, and objects in terms of their effects
on people.
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Ta kes cultural and societal values and norm s as the starting point for
decision-making.
Seeks to und erstand what is important to others.
Wants to understand people's needs, desires, and values in terms of
how they support and align with th e values of society and subcultures,
such as organizations.
Is values based, not logic based. T hough rational and objective, the
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They attend weddings and fune rals, for example, to show that they
care.
95
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Always seem to know the right words to say.T hey are natural greeting
card writers.
Value harmoniou s working relation ships.
View warmth and fellowship as extremely im portant .
Ta ke conflict and indifferen ce personally.
-:; Will go to great lengths to give and receive validation.
May suddenly realize that they are not being taken care of. T hey may
feel martyred and becom e angry wit h those whom they see as shirk
ing that obligation.
Are usually the on es who feel respon sible for bringing up issues that
threaten the family, like the need to balance family priorities with the
demands ofwork.
Are available and present for others.
Can brighten up a room by their presence.
Work actively and tirelessly to maintain harmony in their environ
ment.
May become a crusader for social causes.
Are usually perceived as cheerful and caring and good conversational
ists.
Tend to be the per fect hosts and hostesses.
Organize their home and work space to promo te the comfort of their
guests. T hey have enough comfortable chairs for everyone, a pleasant
color scheme, plants and artwork that add to the atmosphere, and
plenty of good food and d rink.
CONTRIBUTIONS
Special perspectives and approaches of Extraverted Feeling
't
education
,~ Awareness and prom otion of approp riate behavior
97
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"\ People nee d people.
It's very important to me that I feel appreciated.
! : I respond strongly to both positive strokes and negative criticism.
) I often find it difficult to give feedb ack that is critical because I am
concerned about how it wi ll impact the per son I am talking to.
~0 If someo ne is displeased wi th me, it bothers me so mu ch that I can' t
hear what that person is saying.
I j ust know about people. I know about what they need and want. I
always find the perfect gift for everyone.
" ~ How we work together is as important as w hat we accomplish.
',) I really don 't like making decisions alone. I need to talk them out with
others. T he greater the impact of a decision on people , the more I
need to discuss it.
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If I'm alone, I often talk to myself out loud to keep myself company.
~ I have always had difficulty understanding what is meant by the ph rase
"objec tive criteria." C riteria are about people, and there is no way to
be objective about people.
~ I have to be doing something that lets me feel that I'm helping other
people. I have to feel needed.
Y My husband always tells me, "Why don 't you stop taking care of oth
ers for a wh ile and take care ofyours elf?" or "Let someon e take care
of you for a change."
@ I like movies with int eresting relation ships.
I've always focused on what I know othe rs want me to do.
t; I feel compelled to take on the emotional burdens of th e world.
~~ I have a very hard tim e saying no. It's difficult not to vo lunteer, even
whe n I'm not asked. One of the biggest challenges of my life is ac
cepting that I can't do it all, that I can' t take care of everybody.
.., I'm not good at helping othe rs sort out their own wants and needs. I
ofte n get impatient because I already know what is best for them.
I kn ow that I sometimes micromanage relationships and take away
people's oppo rtunity to work problems out for themselves.
e I think I often experience other people's emotions more intensely
than they do.
~ I tend to cry at movies and even feel em barrassed for the characters.
') First, I have to get to know you better. That 's what is most impor
tant .
1l Knowing what gifts to give peo ple is very easy for me. I always assume
that everyone knows what I want too. I' m afraid that I often make the
same assum ption about other things too: that everyone will always
know and provide what I want and need if they care about me.
I can easily get lost in arranging the details of social events like seat
ing, flower arrangements, and food prese ntation. I want everything to
be j ust right for the gu ests.
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VIGNETTES
Scenes from the world of Extraverted Feeling
consensus ,
W Last year, I hit th e campaign trail for my daughter , who was run
n ing for publ ic office. I found that I was really good at door-t o-d oor
campaigning. I could initiate that kind oflight, friendly, conte nt- free
I need to have everything done by the tim e the first guest arrives
because I know th at from th en on, I won' t be able to concentrate on
anything bu t the peop le. O nce they start arr iving, I'm totally focused
o n making sure they are comfortable and enjoying the mselves. If they
lems with her guidance counselor at school, I went to the school and
really d idn 't have a choice. I just had to do w hatever it took to take
care of her.
GIFTS
Unique strengths of Extraverted Feeling
00
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description s are based on input from people for whom the process is
dominant (ISFP and INFP). But even with Introvert ed Feeling in the
first position , what you observe will vary noticeably depending on other
vivid port rait that wi ll enable you to recognize Introverte d Feeling when
you see it. Knowing w hat the process would look like if it could be sepa
rated from other influences is the fou ndation of process watchi ng, the
practice that will qu ickly take you as far as you want to go in understand
ing personality.
sesses all th ings based upon whether they up hold the values, conflict
with them, or have no impact. Fi wan ts to make choices and act in ways
Dominantfor
ISFP andINFP
Auxiliaryfor
ESFP andENFP
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KEY FEATURES
Introverted Feeling
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Their beliefs are personal and not influenced by the established value
systems of their culture.
They may hold personal, unique versions of widely accepted cultural
values. Some of their values maybe unrelated to the existing cultural
norms, and some may even conflict with them.
T hey hold deep, not broad, beliefs.
Their awareness of a conflict with their values often comes literally
through gut feelings, Thesephysical sensations signal when something
IS wrong or out ofline with their internal values and beliefs,
Sometimes It is only when their values are violated that they become
aware of the values.
Th ey may view virtuallyanything as innately good or innately bad, as
positive or negative.
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Awarenessof the human needs and valuesthat arein play for individu
als who areinvolved in group activities
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CONTRIBUTIONS
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., Working qui etly behind the scenes to safeguard other people's beliefs
and values
A talent for providing a reliable barom eter of the level of emotional
safety in a group
<l) Serving as the ethical backbone ofan organization
N onjudgmental tolerance of the values of others
An a~ra ofinner peace and serenity
A knack for creating emotionally supportive environm ents
An inner sense of knowing about people's auth enticity
FROM TH E INSIDE
Paraphrased descriptions of what it is like to make decisions
through on e's preferred Introve rted Feeling
~ My values come from a gut level. If someone ever got me to talk
ab out them, I would be explainin g, not discu ssing, th em. The val
u e~ come first. They are just there.
If I had felt really stron gly about the issu e and felt safe to talk
about it, I would have said something.
It's very h ard for m e to take a stand publicly. I have to spend time
trying it on to see whether it feels right. When I do take a stand,
it comes o ut very passiona tely and I am not open to debatin g or
discussing the issu e.
As a man ager, I hate personnel evaluations. I do not like to be evalu
ated by m y manager, and I do not like to evaluate my subordinates.
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I have a sense of right and wrong that I cann ot exp lain. When it
comes into play, it canno t be shaken. It's just inn ate, a part of who
I am.
109
---L
G B LOCKS Of P ERSONALITY
TYPE
Introverted Fee/in
dr essed or behaved like anyone but themselves for her. They we re not
going to change that for her funeral j ust to please others. It did not
GIFTS
Unique strengths of Introverted Feeling
l~
VIG~EnES
Scenes from the world of Introverted Feeling
-it A woman mentally checked out of an exercise because she kn ew ther e
would not be enough tim e for her introverted decision m aking. She
could not do th e assignment. H er need to contr ibute in her own
preferred way could not be met w hile she complied with th e group's
mandate to complete the task. She felt that her only option was to cut
herself off from the exercise in orde r to resolve the inn er conflict.
A woman reported that at work., group decision making often moves
too fast. It does not allow time for private consideration. It is helpful if
informa tion and an agenda are provided in advance ofa meeting to give
her an opportunity to reflect. Even then it is usually difficult for her to
participate in a way that is comfortable unless the discussion is deferred
to a later meeting .
When my son was a teenager, I inadvertently violated a deep ly held
value of his. He would not talk to me for the next two years.
My hu sband and younger broth er both prefer Int roverted Feeling.
When they served as pallbearers at our mother's funeral, they wore
flannel shirts and blue jeans. T hey j ust knew it was the right way for
them to honor her. They had been with her every day and had never
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respect for thepsyche
.todothis work.
JohnBeebe
115
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and narrow process bias can cause individuals to develop and depend
upon processes that are not their innately preferred ones. But Harold
Grant has suggested that, barring such strong external influences, the
processes are brought into consciousness according to a predictable de
velopmental timetable, asoutlined in appendix C.
Type development can, of course, also be pursued intentionally.
One of our primary motivations for writing this book is to aid people in
pursuing this approach to personalgrowth. The self-development poten
tial in understanding type has always been one of the primaryreasons for
people'sinterest in the subject.We work to develop our mental processes
to some degreeeven if wedo not realize that this iswhat we aredoing.We
can learn to operate outside the comfort zone of our preferred processes
when we becomeaware of the need to develop specific skillsfor our job,
to copein school, to adapt to livingwith someone,or simply to satisfyour
innate need to become a more whole person.
The processes that are the most difficult for us to deal with in others
are usually the ones that make us uncomfortable from within as well.We
may have the samenegative reactions to these parts of ourselves aswe do
externally:dislike, disgust, anger, disrespect, dismissal, and avoidance. In
fact, we often refuse to acknowledge that they exist within us at all. By
fai ling to accept this shadow part of ourselves, we set the stage for just
about every formofinterpersonal conflict thatwe experience in our lives.
Miscommunication, falseassumptions, and projection are just a few of
the seeds of frictionand conflict that have their origins in the limitations
of our own type development. But the unconscious processes actually
hold a wealth of explanations and answers for us. They hold within
them alternative perspectives and ways ofoperating that can balance the
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IN EIGHT-PROCESS TYPE
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Once you become reasonably skilled at recognizing the pure proc esses,
the next step is to begin to look at how they interact. It is accurate to say
that we engage the processes one at a time. But it is also true that the
processes supporting the one in use are an integral part of the overall
picture as well. The interactions of the processes and the dynamics of the
system are always a big part of what is going on . What we see is actually
a performance by a diverse cast of characters.
The uniqueness ofour personal drama is much more than th e result
of a few stars advancing a simple plot . Secondary and tertiary players,
sometimes behind the scenes and some times at center stage, are interact
ing as well, creating layer upon layer of subplots and counter-themes.
In appendix E, you will find our circle of eight-process type, a chart
outlining the alignment of the processes in each of the sixteen types . We
have also provided, for comparison , a more traditional table of th e types,
with thumbnail sketches that emphasize the domin ant and auxiliary
processes (appendix D) .
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119
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B LOCKS
or PERSONALITY TYPE
BALANCE
are und eveloped, they usually express them selves crudely. Like a primi
tive artist without sophisticated tools or trainin g, they draw th eir cryptic
messages in the san d. We usually lack confidence and clarity about th ese
m essages. O ften our conscious proc esses overrule th em or drown th em
out. Becoming self-aware is largely about learning to recognize and em
brace th ese vague communiques fro m our shadow self.
Deni ed and repressed, unconscious processes can be a source of
negativity and destructiveness. Accepted and brou ght into our aware
ness, they can brin g balance, creativity, and who leness to the human
condition.
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PERSONALITY TYPE
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APPROPRIATENESS
We generallyemploy an adept, less appropriate process over an undeveloped
but more appropriateone. In a task focusing on collectingconcrete data, like
taking an inventory, for example, a person using his dominant Extraverted
Intuitingmightverywell feel comfortable and appear competent inthe work.
Butit is quite possible that his data is not actually as reliable as he believesit
is.At thevery least, the taskwil1 be quite draining. It willbe very difficult for .
him to maintain a focus on the items being counted while engaging an In- .
tuitin~proce s s. The individual may quickly tire from the constant intake of
new, redundant data, being drawn to focus insteadon exploring the patterns
and possibilities implied in the data-the passion of Extraverted Intuiting.
Thecontinuous flow of newdata may mushroom into aconstantly changing
explosion of possibilities. His focus on recording external information may
wane quickly, and some of what he records may actually come from the
patterns he perceives to be emerging from the data.
If this person instead manages to engage his more appropriate but
less developed process of Extraverted Sensingin the task, the results may
well be even less accurate or even inept ifhe has not developed a cer
tain level of comfort and competence in using that process. Extraverted
Intuiting is the dominant process for two personality types: ENTP and
ENFP. For both, Extraverted Sensing is their least preferred process.
In many situations, our more developed processes serve us better than
tuore appropriate but relatively undeveloped ones.
A person in such circumstances also may have developed his or
her Extraverted Sensing to some degree of conscious com petence, de
sprte its innately unconscious position in the sequence of preferences.
Becom ing comfortable and adept in using more and more of our pro
cesses IS a lifelong task, called "individuation" or "type development,"
'~.'
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ENERGY FLOW
In a sense,the type model is allabout energy.When you are process watch
ing, look for the flow of energy. Is the person excited and drawing others
into her enthusiasm? Is she low-key-perhaps even struggling and hesi
tant- and getting more and more drained as she goes along?
The energy-flow aspect of type is about the energy required for
operating from a particular mental process. It is not, as some believe,
simply about whether or not one is engaging in one's preferred energy
orientation attitude of Extraverting or Introverting. When we are operat
ing in our favorite processes, we become more and more energized. We
lose track of time and feel like we could keep going forever. On the other
hand, using any process other than our dominant one creates internal
tension and requ ires extra energy. Extra effort is needed to elevate the
less com fortable process to the forefront and to keep the more familiar
processes in the background. Even the auxiliary takes some energy to
sustain at center stage. T he lower a process resides in our preference
sequence, the greater the effort that is required to employ it; even if it is
reasonably well developed."
Energyissues come into play in many ways. They can, for example,
have an insidious effect on a relationship, even if an individual routinely
makes an effort to use a nonpreferred process to meet another person
in that person's preference. In this situation, though the two people
may be using a common process, the person who is expending a lot of
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Consciousness is the
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Viduation.Conscious
ness isthehuman
being~ flower.'
Carl Jung
CONFLICT MANAGEMENT
It
Ann e Singer H arris points out th at 'J ung believed that aggression on the
collective level results from a failure to take responsibility for it at the
personal level. He related this aggression to a refusal to recognize our
ow n shadow [unconscious] aspect . . . . When we project ... our deepest
shadow . . . onto another person or nation , we see th at person or nation as
the cause of all our ills and disappointments. If th e other does the same,
soon we may be attacking each other in the name of makin g the world
better. On th e other hand, if each person learned to recognize and take
responsibility for his or her ow n aggressive urges .. . the outside world
would get less of the blame." 21
The natural tension between the processes within each of us pro
vides a needed push forward in our type develop ment. But that healthy,
internal tension can quickly develop into externa l conflict when we en-.
count er our ow n un developed uncon scious pro cesses in others. When
we see people acting out the same tend encies th at our conscious pro
cesses oppose within ourselves, the stage is set for friction, dysfun ctional
relationships, intolerance, and even war . For each of us, there are six
types with which we are natur ally most likely to clash, and these clashes
will have differ ent characteristics depending upon the particul ar conflict
of mental pro cesses that lies beneath the visible conflict.
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Even after extensive practice, he will never be assharp and skilled in using
in life. The first illustration above diagrams the potential areas of friction
Now note the positions of the processes for INTJ compared to the
positions for ISFJ. The processes are opposite images of each other. The
of friction (see appendix B). When someone with a preference for either
she is acting in ways that the other type probably dislikes most and under
stands, respects, and trusts least. It is unlikely that either can consciously
meet the ~ ther through shared concepts or language because the con
scious procysses of one are probably unconscious for the other. Between
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For a third participant, the specific possible courses of action, given the
current situation, may be all he sees.Yet another party may come fromthe :
realityof a far-offvision of the future.
In such a situation, the root cause of thedifferences may not lie in the
decision making at all. Before wecan focus on making decisions, we first
need to be awareof how the differences in Perceivingcan give each of the
participants a very different senseof the basic facts of the situation.
Managingconflict usingthe eight-process modelstarts with increasing .
the awarentss among the players about the type dynamics that are at work. -.
Ideally, everyone's preferred perception and decision- making processes
should be shared by literally laying them on the table in an eight-process
matrix for discussion, as in our two illustrations. The participants would
start by sharing their preferred method of Perceiving,as described below:
Extraverted Sensing:Talking about the concrete facts and what is going
on at the present timewith theconflict situation. ''What do we know, as
oppt1sed to what we believe?" "What facts can allparties agree upon?"
Introverted Sensing: Sharing relevant history and factual background
information concerningthe conflict. Providing acomprehensive, step
by-step, "First this happened, then he did that, then she did this . .. "
accounting of the facts.
Extraverted Intuiting: Exploring future possibilities. "What are other
ways of managing the conflict?" "What different directions or endings
can we imagine?"
Introverted Intuiting: Looking at the "meaning"of the issue and at the
distant effects. "When they do that, it means this." "This could come
backto haunt us in ten years."
Once the parties come to an understanding about their perceptions,
the next step would be to explore the decision-making process ofeach, as
described below:
Extraverted Thmking: Using quantitative tools such as decision trees,
causal analysis, and matrices to logically sort and evaluate the known
options for managing the conflict. "What facts, procedures, and goals
can we agree upon?"
Introverted Thinking:Weighingpros and cons and designing a decision
making process that would be most effective for managing the conflict.
"What proccsswould getus where we need to go?"
DECISION MAKING
Decision making is certainly not a discrete event or issue. It is an as
pect of virtually everything we do. But many businesses have identified
problem-solving or decision-making skills as a prime leverage point for
improving organizational performance levels.
"The more one understands how each function works, the greater
that individual's abilitywill be to make effective decisions.?" In addition,
the more mental processes that are involved in reaching a decision, the
more balanced and sound that decision is likely to be. It is important to
get information from allfour Perceiving processes and input from allfour
Judging processes. When more than one person is involved, getting ev
eryone's contributions will not only make it easier to reach that balance of
processes, but it will alsogiveeveryone avested interest in the decision.
133
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Agroup is assigned to visit the city clerk's office and the garden site
document all the relevant information. The following is part of the
list they produce:
There are 294 households in Myersville.
The available land is a rectangular area measuring 300 feet by 200 feet.
It is divided into 100plots, each measuring 30 feet by 20 feet.
Most plots have been well maintained. A few are overgrown with
weeds.
to
li'Step2:
Gather concrete information from past experience. Make
comparisons and note what has worked and what has not.
(Introverted Sensing)
Interest has increased over the years. Last year, twelve applicants were
turned away because there were not enough plots. The year prior to
that, seven applicants were turnedaway.
Friction has been growing between conscientious gardeners and those
who let weeds and pests multiply. A few of the more experienced gar
deners quit the program last year in frustration.
Residents who are confined to wheelchairs have been unable to
participate.
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li'ste p 1:
(Extraverted Sensing)
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r {ste p 3:
Explore possibilities and options. Ma ke connections to
(Extraverted Intuiting)
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Search within a nd beyond the informatio n and ideas for
relevant mea nings, insi ghts, and abstract associations .
(Introve rted Intuiting )
136
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never be resolved
ifapproached on a "
piecemeal basis.
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Mstep 5:
Look at the interim steps and consequences of the pos
sible alternatives. Choose one or more courses of action
that appear workable and effective.
(Extraverted Thinking)
, With all the information, options, and insights on flip charts, the
committee discusses the logistics, practical steps, and consequences of
various courses of action. Here is an abbreviated version of the result:
Iriitiative A:
=* Approach some issues, such as pests, weeds, aesthetics, fertility,
\ and accessibility, at the whole-garden level.
=* Establishminimum standards for responsible gardening.
=* Establisha teamto inspect gardensand enforce standards.
=* Develop rewardsand penalties.
Initiative B:
...
=* Developshort-range andlong-range improvement plans.
=* Solicitvolunteer help for tilling and other tasks.
=* Apply forgrantsfor tools, ashed, and more land.
=* Customfit plot sizes to individuals.
=* Establisha supervisory team.
Initiative C:
=* Ignore the issues.
=* Do not create an oversight committee.
=* Do not impose standards.
Initiative 0:
=* Create aseparate new gardening area.
=* Separate conscientious gardeners' plots from careless gardeners'
=*
plots.
Lobbyfor support from the citygovernment.
Yes
Yes
Yes,
Yes
Yes
Yes
Yes'
Yes
No
Yes
No
Yes
No
Yes
No
Yes
Mstep 6:
Determine a problem-solving approach.
(Introverted Thinking)
Detailed process maps are developed. For example:
The planning
,
subcommittee meets
monthly to developa
five-year plan.
subcommittee meets to
The planning
subcommittee reports to
the Community Gardening .'
CommiiteelCGC) by ,
February 1 for approvalof
the strategic plan.
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UILDING B LOCKS OF PERSONALITY TYPE
M ste p 7:
Checkthat the decisions and plans take care of the people :'
who are involved as well as maintain good relationships ..'
within the community.
(Extraverted Feeling)
The Community Gardening Committee reviews and, if necessary/"
modifies the plans to ensure that they take care of the needs of the gard~nk
ers and the community and enhance the overall gardening experience. Th~;!
following notes and modifications are added to the plans:
Although establishing standards is in the best interest of all:"
of the gardeners and will enhance the harmony of the experience; :
the CGC must make every effort to help the gardeners who fall'
below the standards. Rewards are to be emphasized over punitive'i
measures. Education should be emphasized. For example, new
gardeners may not understand how weeds spread. The cominit,':?!
tee should also determine whether gardeners need help due to ',
illness, vacations, and such. Drastic measures should be used
only when absolutely necessary for the greater good. A ment;r.~ :
network should be set up to help with education and to assist ..;,
temporarily in cases of illness. Getting enabling tools and a shed
should be a priority.
M Ste p 8:
Check that the proposed pla ns honor everyone's
nonnegotiable personal values.
(Introverted Feeling)
With a complete, integrated plan provided ahead of time, the
C ommunity Gardening C ommittee asks its members to reflect on the
decisions. They are asked to consider: "Do es this feel right to me?" "Am .
I comfortable with this plan?" "Does it respect the needs and values of all
th e participants?" ''Will any gardener feel excluded, ignored , offended, '&
or hurt if we take these actions?" The members are then asked to bring"
any negative respons es to the questions to the attention of the entire
committee. The plan will then be modified or clarified, if necessary, to
respect and incorpo rate these ideas.
,,,1\
COMMUNICATION
Improved communication follow s improved unde rstanding of typ e al
m ost automatically. As our recogn ition of the mental processes sharpens,
so too do es our appreciatio n of th e different perspectives offered and of
the unique challenges faced in getting various insights across to others. .
H ow ever, we do not need to limit our selves to casual insights. We ~
can apply ourselves quite effectively to improving our communication
skills usin g the eight-process model of type. This has always been one of
the principal ben efits of familiarity with personality type, and probabl y
no area that we could study is mor e important to our daily lives.
The context for communication is relationships. It takes at least two
to communicate: someone to initiate the message and someone to receive
it. Although passing information is certainly an important function of
.""
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Beyond the Be
tions of the pure proc esses below, try to keep in mind the different nu
ances created by the different ways these proce sses team up wi th others
in the sixteen types.
EXTRAVERTED SENSING
' A A
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search for the precisionand logic to support their interaction with the pres{
ent environment. People who prefer Introverted Feeling with Extraverted'
Sensing (ISFP) willhave thoughtful pauses too while they gaugethe sincere'
ity and authenticity of the people around them. The energy of the peopl
around them can propel ISTP or ISFP types to become the lifeofthe party;
but usually for only a limited time.
INTROVERTED SENSING
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Introverted Intuit ing with Extraverted Feeling (INFJ) also sou nd abstract
but they tend to be m ore focu sed on what others are experiencing. As with
prefer Introverted Thin king with Extraverted Intuiting (IN TP) usually
need a qui et period of th ought before they present a possib ility or option
aloud. T hey have a tenden cy to be very precise in the ir style of expression.
T hey have thought a long time abo ut exactly what to say and how to say it.
With those whose preference is for Introverted Fee ling wi th Extraverted .
Intuiting (IN FP), you us ually see a tone of easygoing gentle ness wi th oc
casional bursts of energized passion , depending on w hether or not the con
versation relates to their core values. If those values are violated, however,
either you will hear sarcasm and shortness or they mayj ust withdraw from
the conversation.
INTROVERTED INTUITING
T he lan guage of Introverted Intu iting is often very generalized and ab
stract and may seem totally disconnected from the external world. People
who prefer this process tend to m ake statements that carry such a to ne of
conviction that the statements sound like decisions. However, they are re
allyjust pointing out information that others may not be aware of or see as
connected to th e topic being discussed. T hey often talk in m etaphors about
meaning or a vision of the future world. They may be hesitant to speak
because their thoughts are very difficult to express in words that wi ll be
understood by others. Ifwhat they are talki ng about is important to them,
you hear passion in their voice. The harder they try to exp lain, however,
the more convoluted, abstract, and confu sing the ir message will sound.
T hey m ay even sound unintell igent III their struggle to com municate. Of
ten they put forth an idea that is either not understood or no t accepted at
the tune . Later, someone else may come up with the same idea but say it
more concrete terms and with m ore tangible evidence or examples, and
It WI ll he accepted. Introverted Intuiting o ften ju mp s too far ahead of the
current environme nt for most people to relate to its insights or visions.
111
.48
Pt RSONALlTY TYPE
ENFJ) , th er e is more of a tend ency to talk first and sort through the
meaning or vision during the conversation . Peo ple w hose prefer en ce
is for Extrave rted T hinking wi th Int roverted Intuiting (ENTJ) use lan
guage that o ften sou nds even mo re abru pt than that o f the INTJ. T hey
need to hear them selves in orde r to sort out w hat the images com ing
to th em through th eir Introverted In tuiting m ean. T he ir voice tends to
have a very logical tone and it will often seem that they do not even
care if ot he rs are listening. T hose w ho prefer Extrave rted Feel ing with
Introverted Intuiting (ENFJ) tend to talk abo u t peopl e and how the vi
sion or meaning affects them.
EXTRAVERTED THINKING
The langu age of Extraverted T hinking serves a need to talk out one's
tho ughts. Pe ople w ho prefer this process need to talk in order to think.
When listen in g to the m, others may feel accosted by a barrage of th oughts.
They are no t really making judgments as they talk, bu t it ofte n sounds
that way. Though it sounds as if they are stating nonnegotiable conclu
sions , th ey are actually just throwing out ideas by extravert ing their
thought pro cess in order to come to a conclusio n. They often need oth
ers' respon ses in ord er to stim ulate th eir own thought s. But even if they
get no responses, just havin g a forum in which to th in k out loud helps
them to refine their an alysis. You may even hear people with a pre ference
for this process talking to th em selves. T hey also enjoy debating, though
othe rs may see it as arguing. People w ith domina nt Extraverted T hink
ing (ESTJ , ENTJ) should let others know th at this is how they commu
nic ate. O therwise, they ru n th e risk of discouraging the give-a nd-take
149
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TYPE
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The co nunu mcanon th at others hear from peop le with a preference for
lntr. rvcrtcd T lu nkmg is a summa ry of a logical analysis that has already
"
been completed intern ally. You will not hear a half-b aked thou ght . Peo
ple w ith this preference need to thin k ill o rde r to t:dk. Th e length of
the thought process depends on how well the topic fils into till' pl'lsoll:d
logical framework th at already exists in their mirul, Th eir I:t nl',lI:II'.l' ,,,
very precise, and some times th ey pau se as they scan -I, Ii ir till' rx:u I \V I lill
or phrase they need. O thers may noti ce visible signals when this IS hap
pening. They often look as if they are actually doing a calculation ill their
head, and th eir eyes seem to focus on the internal task. T hey look distant ,
and often th ey are oblivious to the ex ternal wo rld. O thers do not see th e
detailed thinking th at is going on inte rnally as the person who prefers
Introverted T hinking takes a jo urney in which precision is the goal. Of
ten, their explanations sound more and more convolute d the harder they
try to explain someth ing. T hey may go off on w hat others see as tangent s
since their int ernal th ought process is so person al and uniqu e.
There is a tremendous difference between Intr overt ed Thinkingwhen
it is supported by Ext raverted Sensing versus by Extraverted Intuiting.
People who prefer Introverted Thinking with Extraverted Sensing (ISTP)
often come across as strongly opinionated: "This is my thought process,
the facts are correct, the logic is precise, and so I am right. End of conver
sation." They also tend to come to clos ure quickly because they see w hat
is th ere and are certain that th at is all there is to conside r.
Th ose w ho prefer Int roverted T hinking with Extraverted Intuiting
(IN T P) tend to take longer to come to closure because they want to
continue exploring possibilities and o ptions. INTP often comes across as
tentative. O thers may even think that they have not been hon est since it
may seem as if they arc constantly waffiing or changing their mind. In fact,
they arejust explaining their thoughts. But as they do so, they continue to
discover more possibilities or options.
For peop le w hos e Introverted T hinking is their auxiliary process
(ESTP and EN TP), the communication styles resemb le those ofIST P
and INTP, bu t the influence of Introverted T hinking is far less visible.
Most of what is noticeable will come from the dominant Extraverted
Sens ing or Int uiting. You can still hear the in ternal precision and logic,
bu t th e influence is very sub tle.
151
ni : 131(J( } .:,' ,
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EXTRAVERTED FEELING
The language of those who prefer Extraverted Feeling is full of "we" and
"us." Even when they say "I," others often get the sense that they are re
flectin g a consensus, that they are speaking on behalf of everyone. They
often start speaking abruptly, particularly when they are engaged in their
favorite activity of promoting a cause or taking care of the underdog. Their .
language, like their activities, often gives the impression of a crusader
charging off to do battle. At the same time, they usually exercise extreme
care and skill in their choice ofwords and when to say them. Their prior
ity of maintaining harmony between people can be a subtle business, and
they tend to be good at being politically correct and not offending anyone.
Their skill at conversation and managing situations is developed in order
to fulfill the need to maintain harmony while constantly communicating
and enforcing the rules ofacceptablesocial behavior. Although others may
not even notice, "shoulds" and "should nots" are either spoken or implied
throughout their conversations. People who favor Extraverted Feeling tend
to take care of the group , making sure that everyone has been introduced
to everyone else, that everyone is heard, and that everyone is comfortable.
They tend to have good radar for the emotional state of a group, and you
may hear them reacting to that emotional component rather than to what
has been said or done. They tend to move group processes quickly toward
closure, sometimes too quickly for others. Since they tend to assume that
they know what is best for the group, discussion is just a formality.
People who prefer Extraverted Feeling with Introverted Sensing
(ESFJ) speak and act based upon past experience with wh at has and has
not wo rked to create and maintain harmony aro und them. T heir com
munication oft en focuses on others' physical health and on taking care
of them . Actions will often accompany their wo rds . At a party, you may
sec diem \lffe nng people something to eat or drink at the same tim e they
.u c .u tciu pnng to solve the people- related problems of the world .
T hose w ho prefer Extraverted Feeling with Introverted Intuiting
(1':N rl) arc more conc erned abo ut nurturing o thers' perso nal growth.
'I'lwy Illay recommend books or classes to he lp you in your personal
(!t-VI'I'lplllllIl.. T hcv frequently become involved in organization s that
pJ<lIIlOII' rhcsc end eavor s.
INTROVERTED FEELING
The language of Introverted Feeling is the hardest to identify of all the
processes, except on those occasions when a strong beliefor value is being
presented. Listening for the communication style of people who prefer
the Introverted Feeling process is usually more about noticing what is not
there than what is there. You will generally not hear an agenda, passion,
well-reasoned or firmly defended positions, or "shoulds" and "should
nots." They are often so agreeable, open, and willing to go with the flow
that others may incorrectly see them as wishy-washy or without values.
They never impose their values on others. If you pay close attention to
them, though, you may notice that they exude a serene certainty that
comes from know ing wh at is important to them.
When they do speak or act with an unu sually high levelofenergy and
passion, oth ers' first reaction may be surprise at this seemingly uncharac
teristic behavior. However, it is not really inconsistent or out of character.
O nly when their core values are thre atened or otherwise engaged do the
associated passion and conviction rise to the surface for others to see.
Sometimes thei r passionate defense of their values cannot be directly
observed, as they may simp ly shut down and say nothing. Even in this
situation , though, subtle hints can be heard in their wo rds, and the ir body
language is particularly expressive. They may sit a little straighter or even
rigidly. More often than not, though, they w ill simply walk quietly and
abruptly away from the person, job, or other situation that is in conflict
with their values, with no explanation. This may seem like a total lack of
communication. But the sudden exit and the refusal to discuss the matter
153
'NI
H/ I" k.
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further or to associate with the offending party clearly commun icate a great
deal, if you know what to look for .
Beyond the open, serene, easygoing nature that usually influences
their tone , It is normally very hard to hear the voice of the Introverted
Feeling process in these people. O ften, most of wha t you hear is coming
from their Extraverted auxiliary process.
Peop le who prefer Introverted Feeling with Extraverted Sensing
(lSFP) usually have an air ofgentleness. T hey are at peace with themselves
and they know w ho they are. They are no t out to impress or influence
others, so they tend to talk about what is actually happening right now.
They speak in the present tense, and what you see is what you get.
T hose who prefer Introvert ed Feeling with Extraverted Intuitin g
(INFP) show a peaceful face to the world. Only w hen they feel com
pletely safe to exp ress themselves will you hear the passion in their voice
that reveals the true importance of certain thi ngs and people in their lives.
T hey arc not out to impress or convince o thers, and they focus on pos
sibilities and options that support the ir value system.
People whose Introverte d Feeling process is the auxiliary to dom inant
Extraverted Sensing (ESFP) possess a liveliness that may hide their deeply
held values. T hey are usually fully engaged in their curre nt environme nt,
going easily with the flow except on those rare occasions whe n their core
values are threatened. T he passion ofI ntroverted Feeling almost never is
drawn to the surface where it can be seen o r heard by others.
Those WIth Introver ted Feeling as the auxiliary process to domi nant
Extraverted Inunnng (EN FP) also have a noticeable liveliness that usually
ludcs their deeply held values. For EN FP, the outgoing, acnve focus is on
gl~ nC ra tl ng and exploring possibilities that support people.
most important changes are the ones fro m w hic h these visible imp rove
men ts must spring-in areas such as trust, respec t, and apprecia tion .
Good comm un ication is not the only ingredien t essential to good team
work, but addressing communication at this level addresses the oth er
factors as wel l.
T hrough authentic, effective commun ication, individuals and
teams can develop int o powerfu l forces . Whethe r in a business partner
ship, a work team, or an intimate perso nal relation ship, ineffective com
munication prese nts the mos t common and stubborn barrier to success
and happiness for all relationsh ips. With the dep th of understanding and
app reciation of each other's gifts that can be attained through commu
nicatio n im provemen ts that are guided by an understan ding of type, the
team itself can become a more comp lete ent ity, drawing adeptly on its
collective array of developed mental processes . Toge the r the individu als
can reach a level of completen ess beyo nd anything that we are likely to
reach individ ually. They becom e a subs tantial force in all their mutual
endeavo rs, while toge ther they move closer to the sense of wholeness
that we all seek.
It is certa inly possible to have an effective team wit ho ut a consc ious
aware ness of type. Bu t by approac hing team bui lding thro ugh teaching
abou t type, we are promoting a natura l process of perso nal develop ment
in all the participants. No t only can the team itsclf beco me significan tly
more effective, but the team members can become more balanced, ef
fective, and fulfilled in virtua lly everything they do. T he time and effort
spent laying the grou ndwork by familiarizing the group with th e basics
of type usually produces a return on the investment very quickly and
with results that can be drama tic. Most leaders w ho have witnessed what
this knowledge can accom plish would not even consider working with-
ou t it ever again.
1
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155
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Beyond ti>
C usto mer expectations may shift suddenly and you have to re- engi
neer yo ur produ ct or service overnight.
Your informatio n system is upgraded and everyone has to suddenly
change how they work without missing a beat.
A merger throws comp letelydifferent corporate cultures together, cre
ating chaos, whi le stockholders expect that the new organ ization will
immediately be stronger than the sum of its parts.
But handling transition is actually so mething that we hum ans do
rather wel l. Without this ability to adapt, our spec ies wo uld not have
survived to evolve into the highly complex organisms that we have be
come. T he compl exity and diversity ofour social struc tures bear witness
to our ability to innovate in our relationships as we ll. We have evo lved
in a wo rld where change is con stant , not an occasional and temp orary
conditio n that hap pens be tween stable situations. As individ uals, we all
have effective ways of adapting-whether to dram atic chang es, like our
first day ofschool or the loss of a loved one, or to normal daily upheavals
at work, like shifting priorities and daily "brushfires."
In a simpler way, Margaret Whea tley and Myron Kellner-Rogers
\ L>~/ -:":.'/ p
change itself It is to th e particul ar process of cha nge that believes in
v, l.A.
,
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manage change and trans ition by taking advantage of their employees'
md ividu al adaptab ility, allowing and ena bling them to cocreate.the 2 . ~ \
necessary new reality. Unsuccessful transitions are always the ~;~'~l~'J "1~\
of overmanagmg or undersupp orting this natural process. Rather than ,r '? <S~ .
~
PERCEIVING
ganization?
JUDGING
Extraverted Thinking:
=* Does this external logic mesh with m ine? C an I see the logic?
Introverted Thinking:
=* Is the process fair and well conceived and does it fit my subjective
logical framework?
Extraverted Feeling:
the change?
Introverted Feeling:
=* Does this change cre ate a con flict with my value system?
)6
cii
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58
Take, for example, a look at the story of Moses through the lens
of type.
Moses had a vision. He knew what needed to happen and he could
see the result in his mind's eye. His challenge was to communicate
that vision to his people in a way that would inspire them to abandon
their familiar lives as slaves in Egypt and embark on a long and danger
ous journ ey. Moses, in this version of the story, preferred Introverted
Intuiting. This abstract, visionary mental process enabled him to know
with certainty that freedom awaited the Israelites in a place he thought
of as the Promised Land. But when Moses talked about the Promised
Land and tried to persuade the people to follow him, no one got excited.
No one wanted to follow him. He went alone to the desert and spent
considerable time contemplating why this was so. Like many otherwise
great leaders in today's corporate world, Moses had a vision but his ab
stract way of communicating presented a serious problem.
The key to Moses's success was his type development. It enabled
him to realize that he was simply not communicating in a way that ev
eryone could understand. He needed to change his language to help his
people visualize the Promised Land too. By simply changing the phrase
"Promised Land" to "The Land of Milk and Hon ey," he was immedi
atelyable to rally all the Israelites behind the vision. Th rough this simple
change of translating his abstract vision into concrete, tangible terms,
Moses provided useful information for each of the data-gathering and
decision-making processes.
The people with a preference for Extraverted Sensing needed in
formation about how the change would affect their current lives and
environment in tangible ways. They would follow Moses because it
would impact them immediately. When they cleaned the plates of the
Eh'Yptialls, they tasted the food that had been left on the plates. T hey
VIVIdly understood the difference between what they were given to eat
;11 1d what the Egyptians were having. They were the fi rst to say, 'We will
h )!low you so that we can eat good food."
The people with a preference for Introverted Sensing needed
in torru ation that they could relate to through past experiences about
tangihle things that they could compare to the present. Th ough they
III :IY never have had milk and honey to drink and eat, their grandparents
had described these delicacies in vivid stories about the good old days.
They remembered the elders talking about how, long ago, they were
never thirsty and they always had enough to cat. This reminded them
that, in the stories, their grandparents and great-grandparents had also
spoken fondly of freedom. Freedom and plentiful good food and drink
were obviously superior to gruel, water, and slavery,and they wanted to
experience this better life. So they too were ready to follow Moses to the
Land of Milk and Honey.
T hose whose preference was for Extraverted Intuiting needed in
formation that held a promise of new, exciting options for the future.
They talked about this Land of Milk and Honey and about everything
they could do with milk and honey. They could make cakes, pies, and ri e
many other delicious foods. They followed Moses because they could
do a lot more thanjust drink milk and cat honey. A whole new world of
possibilities and options would be open to them.
T he people with a preference for Introverted Intuiting needed in
formation that would evoke abstract visions of what the future could
f'J;
be like. They bought in to the idea of the journey because for them the
concept and imagery of a Land of Milkand Honey carried associations of
what freedom really meant. For some, it meant security and it conjured
up images of a safe place for their children to grow and live in freedom.
For others, it meant an end to degradation and fear, as they would never
have to wait on someone else or worry about being hungry.
Note that each of the Perception processes has a very different time
focus. In order to appeal to everyone, Moses needed to use imagery that
people could relate to through the past, present, and future. (See ap
pendix 1.)
T hose people with a preferencefor Extraverted Thinking needed to,-,
see a concrete goal. "The Promised Land" had not been specific enough.
When Moses provided an end result that was tangible, the Land of Milk
and Honey, they were able to logically discuss the goal versus their cur
rent living conditions. T hey then made the decision to follow him and
to work together to attain that goal.
The people with a preference for Introverted T hinking saw the logic
in making a move from slavery to being free and well fed. Before they l ~
were ready to go, they each met with Moses and explained their thoughts
159
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on how they would go about leaving, as well as the entire process that
would be necessary in order to make a successful journe y.
.
Everyone with a preference for Extraverted Feeling could see that .;
living in their own land of plenty would bring harm ony to the tribe.' , ." ,
Everyone else was going to follow Mo ses. The jo urney would be made '
with family and friends. They would be togeth er in this new Land of .'.
Milk and Honey. Of course they wanted to be a part of this great social
event.
M yers points out that, starting at a very early age, type develo p
ment takes place as we learn effective ways to take in information and to
make choices that are based on that information . We need to have both
successes and failures to enco ur age us to move toward the app roaches
to Perceiving and Judging th at work for us and avoid th ose approaches
that do not. Normally, we start life experimenting with a wide range of
tactics, then foc us and refine these approaches as we learn what pro duces
mo re desirable results. If this feedback loop is br oken, if a child does not
experience both success and failure , that child lacks both the motivation
and the inform ation needed for healthy type development.
M yers said that a child w ho is rewarded no matter what she does
never learns the critical lesson that "satisfaction . . . must be earned." at.
the other hand, a child that rarely experiences success from his choices
may never learn that "satisfaction can ... be earne d ." Though the circum
stances of these two ch ildhood scenarios are essen tially opposite, the re
sults can be su rprisingly similar. N either receives the mix of experie nces
that tells him or her, "That approach worked; try it again next tim e" and
"T hat did not work; try a different approach next time." T his is the typical
feedback that wou ld normally turn children's experiments with coping
tactics into lessons for the development of their inform ation-gathering
and decision -making strengths. Instead, both learn that w hat happens in
their lives is out of their control. It is someone else's fault.
Without the balance of responses to thei r choices that nurture s
healthy type development, th e likely long-term result is an unbalanced
and u nusually low level of type development. T hey wi ll probably not
possess the comfort and skills with a balanced toolkit of processes at
the various stages oflife that Grant leads us to expect (appendix C). As
adults, they may cope with life well mos t of the time, but when a situa
tion calls for anythin g beyond their limi ted person ality toolkit, they will
be unable to adapt. If the task changes from one that involves nails to one
requi ring screws and you notice that someone is still using a hamm er,
no mat ter h ow skillfully, then you may be witn essing severely limited
type developm ent in action.
Perhaps less dram atic, but very co~!!!on, i~. 2areI!!~(jI.1~bjlityJ.Q.!'.es:: - o::::.v
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the high level of competence that it could have attaine d through normal
developme nt. In addition, the stage is set for a battle between the natur al,
~~,~ repressed and less effective approach to decisions and the processes
that the ch ild has been taught should be used. T he re~l! l~ may .be a..lifetime
f,?f identi~c.Qnfusion, itmer fQ!!fl.i<:t , andunderachievement, Thi s battle .
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derstand the theori es involved so she will be able to design a br idge that
me ets a novel technical challenge with a novel design and still know that
it wi ll not fall down. Likew ise, to perform at the top level, mu sicians,
are trained in this way as a tool for fu lly bringing their talent and techn i
forts o~m~.!. ~ dt.:~to rs, th e s !: ~~ t tlre.. ..()i.~h~~te~ itselfis vi::E,U.~U.Y c-: , JY.
incapable of the fle~~il~ty_ !.b~! _~otl!~.E~requ ire~L!~]dFi~i_a gr.e,at
-
~d ucatio n to a~~~,<: . At any point w hen ch ildren's innate preferences !
are at odds w ith the prevaili ng process bias of the schoo l system, th ey 1~ "':-i"!
will not be capable of taking in much of w h at is being taught in class. r --',>J?
Nor will th ey be getting th e valuing and validation of their preferre d I
>
Gi~9,e. s__ six thro ughten p.l1~h the Ex.tE~ver~e.d. J.I?-E:Iiting pro<:~~y
emphasizing con nections and different poss ibiILt~s ;. Students are intro
du ced to the.;m;b iguiti-QfiDie.I~~etlJ1g 'p;~~ry. They get to m;l~e..E.~oices
inJheid~~mi !1g.
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students Jearn to 0!:Js~,rv~. aIl9 manipula te materials . ~n<ijQ.QlU.Q..e ate
,!!JD 1!,t ure, ht? t~s.~~, solar.~':! t.9J1}9k;!is, - ~i~~. , and SQuffljs. T hey l~n
to usedara, s (~t~a!~, and ha r.~"YaI ,_to create_,cofIlputeLgam.e~, d_ataJ?~~es,
.uid movies.
C ollege counnucs 111 the direction .of the abstract.and..r heoret ical
that bvars Introver ted Intui tin g. At this level, stu dents are be irH~_~~ed
to sec uudcrl yrng.patrerns, c9n!!~qiQ!!s. , and mean ings in order to fully
.ipprcctatc the theo ries and constru cts .thatfQLf!1__~~]_Q1IDliaiIOn:o{the i r
choscn liclds. Even technical colleges and the more practical curricula
req u ire high levels o f theoretical und erstanding. It is not eno ugh for a
i4
CAREER DEVELOPMENT
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jobs that dr ain our ene rgy an d leave us feeling fru strated and dissatisfied?
Why do we spend mos t of our lives earning a living to support the very
99 percent of our w ork life that we will spend at the firehouse. We may
des ire an executive's stature and inc ome an d the excitement of mak
165
Beyo""', BO' k ,
ing Important decisions, but what abou t feeling respo nsible for so many "'
people? Wha t abou t spending most of our life in mee tings?
Findi ng out what a career path or specific position is really like and
what psychic resources are required is crucia l to our long-term profes
sional success and happiness. But that is the relatively easy part. Any
competen t career counselo r and scores of books can help you under
stand the true nature of th e work. T he bigger challenge is to discover
your own true nature so that you can make a good match. For under
standing your talents, how you prefer to ope rate, and what is really most
im portant to you there is no better tool than the eigh t-process mode l of
personality type. Many career counse lors and several books approach
career choice thro ugh type, although nothing is currently available on
careers th at incorporates the eight-process model. Caree r decisions
made witho ut unders tanding our process preferences are ve ry likely to
be poor ones. Type knowledge is virtually indispensable in this arena.
"T he use of the Mye rs-Briggs Type Indicator" perso nality inventory in
career cou nseling to help people find mean ingful and productive work
was one ofIsabel B. Myers' original motivations in the development of
the instrument (Saunders, 1991). Career counseling applications we re
o ne of the first areas of applied research on type, and the field continues
to generate a large number of research studies.?"
We do not subscri be to the notion that people should seek positions
and employers should hire based on the "ideal" type for th e work. N ot
only wou ld such a practice violate the eth ical standa rds for the use of
personality type instruments, but it really would not work well for the
or gamzanon or its employees eithe r. The result of such a practice could
fail to challenge individuals to stretch to develop therr less preferred
processes. For the organization, the result would be work force segments
that lack the nch insight and agility that a mix ofprocess perspectives can
g lVt' , as well :IS team s that would probably have a very hard time dealing
with oth e r tram s. T ype can help your career choice, not by prescribing
cc rt.un vocations for certa in types, but by giving you insights into your
Ilcn ls and strengths. Understand ing your preferred processes, particu
I.lrl y yom dominant one, can best be used, not to find some theoretically
I lCrfl ~ et , tailor-made job, but rather to find a job that somehow supports
yom preferences. T IllS is the kind of fit that produces much more satis
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fied and valuable emp loyees. Approac h career decisions with the insights
of type, bu t do no t feel cons trained by th ose insight s.
An accountant with prefere nces for Introverte d Intuiting with
Extraverted Feeling (INFJ), for example, wo uld be unusual in her field.
But her natural abilities to abstract and conceptualize and to relate to oth
ers' needs may make her a great teacher ofaccounting. O n the other han d,
she needs to be aware that the daily focus of her wo rk-taking in concrete
data and manipu lating it according to specific rules-draws heavily upo n
less preferre d processes. She needs to understand the ene rgy drain that
this causes and develop tactics to deal with it.
A human resources director with preferences for Extraverted
T hinki ng with Int roverted Int uiting (ENTJ) and a we ll-developed
fourth process (Introverted Feeling) learns to leverage his ability to
home in on ind ividual em ployee's needs and values and to treat them as
unique individuals by helping th em take care of those need s and values.
By supp orti ng his emp loyees in this way, he is able to free them from
th eir focus on meeting the ir own needs and enable them to refocus their
work on the needs of the organization. T his is not the conventional ap
proach, and it would probably not be the approach ofa stereotyp ical HR
manager, but it works very well indeed for this I-IR manager.
T he career development checklist below is a thu mbnail version of
some key preferen ce-related facto rs to take into accoun t when choosi ng
a career. Respecting the nee ds and focus of your domi nant and auxiliary
processes is cruc ial to findi ng satisfaction in your work life.
In the workp lace, a person who prefers Extraverted Sensing tends to
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organization
Like the other life issues highlighted in this chapter, career develop
ment is an area where an understanding of personality type can be a
particularly powerful tooL By taking into account our needs and finding
ways to cultivate and use our gifts, we dramatically increase the likeli
hood that our life at work will be productive and fulfilling,
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T hroug hout hi s adult life, C. G. Jung thought and wrote about th e dif
ferent aspects of human psychology th at revealed them selves to him
through his psychoanalytical practice. Assembl ed all together, these
bits and pieces describe a com prehensive model of all the phenomena
and activities of our m ental life: our psychic ener gy system, personal
ity, thoughts, and emotions as well as their visible products, our traits
and beh aviors. Collectively, these mental mech anisms and activities are
called the psyche.
Below is a graphic representation of Jung's model of the psyche,
showi ng very simplistically how the pieces fit together. Although we do
not expl ain thi s overall psychic system o r most of its individual parts in
any detail in this work , you
can get some hint of how it
in the illustration.
T he mental processes of
positions of consciousness
lJ,e psyc\\e
conscious, w hile the lower
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the unconscious. We have pointed out that the psyche is a system of energy ,
and balance. As lon g as the processes remain in their natural positions, the,
personality is in balance. We rely, as naturally as breathing, on our most
conscious processes- primarily our first and second. Bu t as we engagepro
cesses from further and further down our preference sequence, more and
more psychic tension is created and more and mo re ene rgy is required.
Picture the psyche as a crystal sphere half filled with water. The
water represe nts the unco nscious and the air filling the up per half
represents the consc ious. Floating in the water at the differen t depths >_
shown in the illustra tion are eight elongated ice cubes representing the
eight processes. They are at rest, requi ring no energy to stay w here they
are . However, raising them higher int o consciousness or pushing them
deeper into unconsciousness does require energy. The furthe r we move :
th em and the lon ger we hold them in an unnatural configu ration, the
m ore energy is needed.
If we continue holding our personality in such a state of tension
and imbalance for pro longed periods, we become less able to cope wi th '
the mental and phys ical demands of our lives. Our mi nd/bo dy has less
energy available to properly continue with its normal activities and
m aintenance functions. We may become aware of thi s energy drain and ,
call It "stress." If we come to understand its root cause-a pe rsonality
system th at is chronically out of balance-we will probably think of it
in terms such as "trying to be someone othe r than w ho we really are."
Eventually, our depleted energy system may even allow physical disease
co nditions to take hold. Maintaining the natura l balance of our psychic
ene rgy system IS crucial to our health. Allowing our processes to play
ro les 10 our lives that are appropriate to their in nate positions is a big part
o f that psychic balan ce.
Coun nutng With our ice and water analogy, imagine moving the ice
culx-s ~rac dl1 l1y Ol lt of their normal positions and then back. With good
type development , we become increasingly able to make such smooth
u.mxitioux when they are needed: suppressing our preferred processes and
[Hingillg ot hers to the surface of our consciousness to help us deal with the
n 1"l'1 11 IlSI:tll n 's of our daily lives while accepting messages from unconscious
I" ( l( ('sses when they ask for our attentio n.
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PROCESS
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standard ofcare
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convinced that your clients will have far more success in verifying their
true type and developing their own psychic versatilitywith this model.
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POllltCJ out that humankind simply has not evolved to be able to handle' , ..,
that level of consciousness. The processes in the fifth through eighth ,;i.,
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13 tH the further down we go in our preferencesequence, the more dif
fi cult and uncomfortable the individuation becomes, and the less likely
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based on Beebe's work, to include the four mental processes that are
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The following thumbnail portraits of the sixteen types are created from
descriptions of their dominant and auxiliary processes. These are cer
tainly not intended as complete descriptions of the types, merely as a
convenient quick reference tool. They should also encourage readers to
begin to consider the ways that these processes work together to create
the sixteen types.
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Introverted Sensing ,
Introverted Sensing
Re-experiencing impactful
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Cause-and-effect analysis
A centered, nonjudgmental
serenity
Logical precision
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that each type's opposite is directly across from it, on the opposite side of
the circle.
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Extraverted Sensing(Se)
o Concrete data
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IntrovertedSensing (Si)
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Extraverted Intuiting (Ne)
o Connections
o Seeing new possibilities and the big picture
Introverted Intuiting (Ni)
o Meanings and hunches
o Insight
Extraverted Thinking (Te)
o O bjective, logical criteriawithin a visiblestructure
o Goal focus
Introverted Thinking (Ti)
o Principles and truth within a precise internal framework
o Process focus
Extraverted Feeling(Fe)
o Social valuesand norms
o Interpersonal relationships
Introverted Feeling (Fi)
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o Internal harmony
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and present.
The time focus of Introverted Intuiting is on the distant future.
T hough usually lacking in detail, its vision encompasses an almost in
finite scope of factors that are not limited by great separations in time
and distance. By making abstract leaps from minimal concrete data, it
can provide insight into the broad, long-term effects of current courses
of action.
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14. It should be noted that the environmental dic1rotomy sim ~ly;:" '"
provides a piece of key information needed to reveal an individual "~' ~)~ ;
process preferences. Like the other dichotomies, it provides very little'i:\ .
useful informationalone, standingseparate from the rest of the systehij~A~;'
For this reason, those who understand the eight-process viewof type:;;i~ . ',f
tend to avoid making generalized statements about Judging types or., .
Perceiving typesasgroups. Eight type codescontain aJ as the last le tt~~';:;, "~
and eight contain a P as the last letter. The Judging types arealmost a~ . ; :.:~ .~
different from each other as they are from the eight Perceiving types. .; )
Likewise, the Perceivingtypes are nearly as different from each other '
as they are from the eightJudging types.
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15. Beebe, A New Model ojPsychological Types.
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16. Myers, Gifts Differing, 174.
17. W. Harold Grant, Magdala Thompson, and ThomasE. Clarke: '"
From Image to Likeness: AJungian Path in the GospelJourney (Mahwah, NJ:"
Paulist Press, 1983).
18. John Beebe, A New Model ojPsychological Types.
19. Daryl Sharp, C. G. Jung Lexicon: A Primer ojTerms and Concepts -', "
(Toronto: Inner City Books, 1991), 69.
20. Whenever people try to understand any form of energy, in any
context, theyareconfrontedwith apparent contradictions. The physicist,
in explaining the nature of light, for example, must use two seemingly
conflicting models, particle theory and wave theory, to explain all of
light's properties. The paradox within the energy-flow aspect of type is
that it seems to be about both expending and taking in energy. Although it
is diffi cult to grasp how both can be going on at the same time, we can
clearly observe that there is always an energy-flow factor. The lowera
process is in our sequence of preferences and the longer we engage that
process, the more extreme our net loss of physical, mental, and even
spiritual energybecomes. Likewise, the higher the process weare using,
the less drain ing the experience. In fact, engaging our dominant process
usually has I n energizing effect.
21. Anne Singer Harris, LivingWith Paradox:An Introduction toJungian
fisydwlvgy (Pacific Grove, CA: Brooks/Cole Publishing Co., 1996),7.
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Demon/Daimon Thearchetype that, accordingto Dr. Beebe'smodel, carries
the mental process thatisin the eighth position in the sequence of preferences.
In other words, one'seighth process playsa role in personality that reflects the
archetypal Demon/Daimon. Beebe uses "Demon" when speaking about the
destructive, undermining, and negative aspectsthatare the mostcommon char
acteristics ofthearchetype. He usesthe Greekterm"Daimon"toemphasize the
morepositive,angelic, andspiritually uplifting aspects.The processin theeighth
position usually manifests itselfas the same gender as the individual, but as a
deeply unconsciousprocess, it can be represented by either gender,byanimals,
and even by inanimate objects. This is usually the most problematic ofall the
processes. It almost always operates in a manner thatis undermining to others
and to oneseJ Itis capableof gross distortion, causingconfusionand chaos and
disrupting trust. Most people's concept of Satan and their direct experience of
interpersonal"evil" come to them through this process. But, like Lucifer, itcan
also bethe "lightbringer,"manifesting positive, Daimonic,attributesand effects
aswellas its more easily recognized Demonic aspects. Like the beast in the fairy
tale, this process can be cruel and kind at thesame time.
Dichotomy Describes any concept that is split into two mutually exclusive
or opposite polarities, like male/female or yin/yang. The four dichotomies of
the Myers and Briggs type model are represented by the four letters of the
type code. They are the separate but interactive dimensions that define the
eight processes and their sixteen possible typological alignments of prefer
ences. Theyare
Energy focus: Extraverting and Introverting
Perception: Sensing and Intuiting
Judgment: Thinking and Feeling
External environment focus:Judging and Perceiving
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Dominant process (a.k.a. first process, Superior). Thewidely accepted teni{.
for the most preferred mental process of a type. Normally, it is the fir~t
develop and becomes the most highly developed process. All other processes
can be viewed asworking in support of the dominant process.
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manifests itselfas the same gender as the individual. This process is the top
Ego Thecenter ofour consciousness. It iswho we thinkofourselves asbeing" i~~
tion. We place unqualified trust in the process that plays the Hero/Heroine
me. The ego is a product of inherited disposition and acquired impressions]>}: .
role and depend upon itwithout reservation. We use this process to take care
It is the repository of conscious self-knowledge and, as such, an importat1tt'\~ J
of ourselves, particularly our ambitions and goals. This is the process that
player indevelopment through individuation.
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initiates individuation. When we work using of our Hero/Heroine process,
our ambition (often realized) is to givea stellar performance in anything we
Eight-process model of type Aview of personality type thatconsiders the
undertake. However, the hero/heroine can think it is the only player in the
interactions of all eightJungian mental processes to be fundamental to the
show and become inflated. Mter midlife, the Heroic process oftenseems to
understanding of type theory. The primary benefits ofthis approach are that
if become boredwith its role and ismore willing to defer to otherprocesses.
it provides a simple and effective methodology for giving feedback and for' '5
validation of reported type, while allowing a more direct route tounderstand- . . .~ I
ingthe complexities of type dynamics. Although allofthecomponents ofthis. ' . Individuation The bringing of unconscious mental processes into con
model have been understood and used by many for years, the authors have
sciousness. The mechanism by which we mature psychologically, through
typedevelopment.
never found thisapproach assembled and explained asacoherent whole. This -,.
workisour attempt to fill thatgap. Thus,without making anypresumptuous ' .
claims to be reinventing thewheel, it seems bothconvenient and appropriate' -,
Instinct The involuntary tendency toward primitive, undeveloped activities
to give this model the label of "eight-process" to distinguish it from ways of"
that isdrivenbyunconscious energy, particularly in timesofstress. Jung said
thinkingaboutpersonality type that do not incorporate an awareness ofthe
thatwehave five basic instincts.In orderofimportance to oursurvival, begin
Jungianprocesses and the importance of the dynamic nature ofthepersonal
ningwith the most important, they are
itysystem.
Hunger(survival of the individual)
Sexuality (survival of the species)
Environment In a psychological context, environment means everything
Activity (restlessness)
outside thepsyche. It includes allthe information available to the five senses,
Reflection (thesearch for meaning)
including perceptions of the body's internal physiology and perhaps also the
Creativity (thecreative impulse)
sixth sense input that many people appear to perceive.
M
F
Mother/Father The archetype that, according to Dr. Beebe's model, carries
Function The two dichotomies thatdescribe the two basic kinds of mental
the mental processthatis in the second position in the sequence ofpreferences.
operations that wedo according to thetype model. These are thetwo middle
In other words, one's second process plays a role in personality thatreflects the
letters in the typecode. They are
archetypal Father or Mother. This archetype is usually the same gender as the
Perception (taking in information): by Sensing (S) or Intuiting (N)
individual. Portraying themodel oftheidealized parent, it functions totake care
Judgment (making decisions): byThinking (T) or Feeling (F)
ofothers. It is supportive andnurturingandalso sets astandard ofperfection. It
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Opposing Personality The archetype that, according to Dr. Beebe's model" , " .
carries themental processthat is in the fifth position in the sequenceofprefer
ences. Inother words, one's fifth process playsarolein personality thatreflects,
the archetypal Opposing Personality.This archetypeisusuallyassociatedwith , , ,
a figure orstateofmind ofthe opposite gender from the individual. Tlie.fifili '. ~
process is the firstof the fourprocesses (i.e.,the processes thatoccupy the fifth:
througheighth positions in the sequence) thatremain mostly unconscious in,
normally developed adults. Th is process often appears oppositional, forcing
results that Illayappear clumsy in contrast to the smooth mastery of the first
process. Because the fifth process isthe same functionasthe dominant, butin
tile opposite attitude, it can seemto speakthesame language asthe dominant
and yet actuallybetakingavery different, often contradictory approach.Thus
the Opposing Personality often serves as an adversary to the Hero/Heroine
by criticizingandarguingwith himor her. This can have the positive benefit
o( reminding us that despite our inflated confidence in the dominant process,
It can sometimes make mistakes. Whenout of control,the argument between
the Hero/Heroine and theOpposingPersonalitymaybecome all-consuming.
For many of us,clashes with peoplewho prefer our fifth process present our
most common interpersonal difficulty. The Opposing Personality uses both
passive andaggressive tacticsto throwus offbalance. It candefendus, though,
from the outer world, enabling us to be adversarial and suspicious when ap
Persona The maskthat wepresent to the world. The versionof "me" that is
created fromwhat we intentionallyproject as whowe areand fromwhat oth
ers perceive of us. More often than not, it is an idealizedversion of ourselves.
The persona is created as an adaptation in order to facilitate social interaction
because much of our true selfis counterproductive to social interaction. The
persona iswho we,and others, often come to believe weare.
Process (a.k.a. mental process, cognitive process, Jungian mental process,
function/attitude). Traditionally used asa synonym for "function." By speci
fying that we use process only as a shorthand term for the Jungian mental
process, theauthors are attempting to simplify the terminology.When wesay
"process," wealwaysmean a function in its specific attitude ofI ntrovertingor
Extraverting. Thus, the eight processesare
Extraverted Sensing (Se): Acquisition of objective information through
the five senses. Focuses on the environment, here and now.
IntrovertedSensing (Si): Subjective acquisition of information through the
five senses. Focuses on inner recalland comparison of past to present.
Extraverted Intuiting (Ne): Objective perception of the connections as
sociated with information from the environment. Focuses on possibilities
and connections.
Introverted Intuiting (Ni): Subjective abstraction ofinformation from the
unconscious and/or environment. Focuses on significance.
Extraverted Thinking (Te): Objective decision making using logic within
a structural organization taken from the environment. Focuses on end
results.
Introverted Thinking (Ti): Subjective decision making using logic within
a unique personalframework. Focuses on the process of how the task is
accomplished.
Extraverted Feeling (Fe): Objective decision making using values taken
from the environment. Focuses on external harmony.
Introverted Feeling (Fi): Subjective decision making based on personal
core values. Focuses on internal harmony.
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ture, while at the same time it encompasses the whole of that personality,
Sencx/Witch The archetype that, accordingto Dr. Beebe's model, carries the
mental process that IS ill the sixth position in the sequence ofpreferences. In
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itself asthe same gender as the individual.As the second process acts to advise
and nurture, the sixth seeks to discourage, cast doubt, and set limits. It often
takes a somewhat authoritarian and arbitrary approach. It can be withering.
Like any archetypal process, it can carry valuable insights, but its wisdom is
usually hardto understand, and at worst it simplygivesverybadadvice. Often
this process attacks the Anima or Animus of someone else. When using a
process that is guided by this archetype, one can feel empowered to say no
but may be seen as rigid and punitive. Internally, the person can also restrict
or depress himselfor herself when the Senexor Witch attacks his or her own
Anima or Animus, thus paralyzing autonomy, initiative, and self-confidence.
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Trickster (a.k.a. Manipulator, Clown). The archetype that, according toDr,
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sequence ofpreferences. In otherwords, one's seventh process plays a role in
personality that reflects the archetypal Trickster. This process usually marii
fests itselfas the same gender asthe individual. Itcan operate very muchlike a
rebellious, mischievous child, tricking and confusing anddeviously tryingto
get its own way. If developed, this process canhelp us to overcome arbitrary,
or unreasonable obstacles when it is appropriate and to getout of the,double
binds that other people set-by putting them in double binds of our own
manufacture. Its irreverent approach to life's contradictions may even help
li S to transcend ourselves to experience the sacred. Beebe believes the Trick
ster compensates for the vulnerability of the Puer/Puella in us, enabling us
to better survive the cruelty of the world. The Trickster also tests limitsand,
frequently brings thewrath ofthe SenexlWitch in others down uponus.
T
Type A shorthand term used when talking about the model described in
C. G. lung's theoryof personality type and further developed byKatharine
Briggs andIsabel Briggs Myers. We also speak of a specific "type" to refer to
an individual's preferences among the eight processes. In this use of the term,
there are sixteen possible types, as represented by the four-letter personality
type code.
Type code A shorthand representation of the functionsand attitudes of the
type model, which expresses individuals' innate mental process preferences.
Each of the sixteen possible types is expressed as a four-letter code. The for
mula breaks down as follows:
o First letter (Energy): E or I (Extraverting or Introverting)
o Secondletter (Perception): S or N (Sensingor Intuiting)
o Third letter Gudgment): T or F (Thinkingor Feeling)
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Type dynamics The affectsof the inherent dimensions and influences that
constitute personality theory. They canbe thought of as the forces working
withinthe system oftype. Thesedynamics helpto produce our infinitely var
iedindividual personalities from a simple set of coping mechanisms-infor
mation gathering anddecisionmaking. An understanding of these dynamics
is the cornerstone of anytrue appreciation of the rich insights of type, and is
thefoundation upon which the eight-process model is built.
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Unconscious The partof our psyche thatincludes the personal unconscious
and the collective unconscious. Encompassing our less developed processes,
it ischaracterized bythe primitive, instinctual forces of the unknownpartsof
our psyche. The "contents" of the unconscious mayor maynot ever become
conscious. The unconscious is inexhaustible andtimeless.
collective unconscious The inherited elements of our psyche that we
share with all humans. The spiritual heritage of man's evolution. The
source of our ability to knowthat which wouldappearto be unknowable.
Most often viewed through the abstract symbols and motifs of myths,
dreams, andart.
o personal unconscious Contains "lost memories"-painful perceptions
and ideas that are repressed and forgotten-plus subliminal perceptions
thatwe are not able to take in consciously.
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verted Feeling and Introverted Feeling. Values are not necessarily logical or
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adaptability, 156-157
aggression, 127
177-180
attitudes, 26
communication, continued
148-149
150- 151
receiving/sending, 142-143
teamwork, 154-155
consciousself, 173
D
decision making, 12
checklist, 199
87- 89
approaches, 21
communication
133-141
147- 148
181-182, 183
psychic, 124
ExtravertedThinking (Te),
self-, 117
149- 150
B
balance, 161,181
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development, continued
disconnects, 130
27-28, 144-145
education, 163-165
key features,54
about, 115-118
overview, 53
circle of, 191
perspectives/approaches, 57
process, 54-55
fourdichotomies of typecode, 17
strengths, 61
overview, 4-6
vignettes, 60-61
sequence of processes, 13-14
awareness/perception, 34-35
energy orientation, determining, 28
134-135
engaging mental processes, 6
key features, 34
ENTJ portrait, 188
overview, 33
environment. See orientationto the
perspectives/approaches, 37
environment
process, 34
ESFJ portrait, 187
strengths, 41
ESFP portrait, 186
vignettes, 40-41
ESTJ portrait, 187
key features, 74
Extraverted Feeling (Fe), 185, 186, 187,
overview, 73
appearance to others, 95-97
perspectives/approaches, 77
decision making, 98- 99, 140
process, 74-76
keyfeatures, 94
strengths, 81
language of, 152-153
vignettes, 80- 81
overview, 93
perspectives/approaches, 97-98
interactions amongpreferences
Franz,Marie-Louise von, S
functions,S, 7,26-27
genius, 118
Haas,Leona, 115
133-134, 161
inner reality, 23
interactions amongpreferences
consciousness/unconsciousness,
120-121
energyflow, 123-124
overview, 119
124-125
188,195
keyfeatures, 104
overview, 103
perspectives/approaches, 107-108
process, 104-105
strengths, 111
vignettes, 110-111
key features, 64
overview, 63
perspectives/approaches, 68-70
process; 64-65
strengths, 71-72
vignettes, 71
key features, 44
languageof, 146-147
overview, 43
perspectives/approaches, 48
process, 44-46
strengths, 52
vignettes, 50-52
decisionmaking, 83,87-89
key features, 84
overview, 83
perspectives/approaches, 87
process, 84-85
strengths, 91
vignettes, 90
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successful adaptation, 12
of, 193-195
173- 175
Kellner-Rogers,Myron, 156
mental processes
of personality, 173
process preference, 11
115,120, 160-161,171
(MBTI@), overview, 1- 4
N
new learners, 5-6
nonverbalmessages, 143
a
observing processes, 24
180
24-25
outer reality, 23
Perceiving (P)
perceptions, filtering/reframing, 24
persona, 173
personalitytype instruments, 13
29-30
preferences/preferred processes
definition of preference, 7
energypreference, 22
innatepreferences, 120
119-125
mental processes, 11
115
Index
preferences/preferred processes,
continued
sequence of, 124, 128, 129
181-182,183
problem-solvingapproaches, 139
process(es)
accessing/engaging mental, 6
approachingtype through, 2
biases, 117
conscious, 120-121
determining, 26-27
122-123
181-182,183
144-145
identificationof favored, 13
irrational, 8, 19
observing, 24
personality, 173
preferences, 11
process, 201-202
process(es), continued
unfamiliar, 143-144
processes
173-175
psychic focus, 12
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142-143
141- 142
self-development, 117
sending/receiving in communication,
142- 143
128, 129
sequence-to-sequence comparison
matrixes, 130
26-30
survival skills, 12
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tasks for basicsurvival, 12
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'~;:; ' .Education Award for the APT XV International Conference. H~~ workshop
.,; ."U sing the TKI and MBTIin Conflict Management," presented in April
'2002 to the Chicago chapter ofAPT, was awarded the Outstanding Chap
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''' arid communities to restore their natural state ofbalanced wellness. Since
~; 1i l1 htiman syst ems have evolved with tremendous resou rces for self-ad
:'Jvstin g and healing, M ark sees his job as primarily one of helping client s
e system to self-correct.
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