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Nick McNallen

Mrs. Valant

AP English Language

29 November 2010

The Myers-Briggs Type Indicator can serve as a valuable tool in pinpointing the characteristics

and values of individuals by identifying them as one out of sixteen personality types. Best defined as a

self-report questionnaire, the MBTI is designed to make Carl Jung’s theory of psychological personality

types understandable and useful in everyday life (Myers-Briggs Type Indicator). Inspired by his work,

Katherine Cook Briggs and Isabel Briggs Myers adapted his theories into a practical system for identifying

an individual’s personality. Personality, in this context, is a set of enduring traits and characteristics that

relate to a person’s emotions, motivations, interpersonal interactions, and attitudes (Personality and

Personality Tests). Using the MBTI is exceptionally helpful in promoting understanding of coworkers’

differences and empowering students to choose rewarding careers.

The notion of psychological type began with Swiss psychiatrist Carl Jung, a contemporary and

associate of Sigmund Freud. Both were prominent figures in the psychoanalytic movement of the early

twentieth century. Jung had studied Freud’s theories in medical school and applied them in his work

with schizophrenics (Jung, Carl). The two began a correspondence that blossomed into collaboration

and even a friendship. However, Jung split from his mentor as their theories began to conflict (Jung, Carl

Gustav).

Among Jung’s new theories was the existence of personality types. He theorized that human

behavior is not random; rather, it is classifiable and predictable. Based on clinical observations, Jung
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proposed that differences in behavior are results of differences in personality (Charles K. Coe). At first,

he identified two traits, the general attitudes of extraversion and introversion.

One of the central ideas behind type theory is that an individual is genetically predisposed to

favor one trait over the other. From birth, one will develop the function they naturally prefer, or

perform best. However, personality type is never an “either/or” matter; one may have both an

extraverted and an introverted nature (Ross Reinhold). People actually exhibit both traits, but one is

favored over the other.

In addition to extraversion and introversion, Jung identified four additional traits in his book,

Psychological Types. These four “functions” created two more dichotomies: sensing and intuiting, and

feeling and thinking.

Years later, mother Katherine Cook Briggs and daughter Isabel Briggs Myers adapted and

expanded upon Jung’s ideas. Already interested in typology but never formally educated in psychology,

Briggs created a personality assessment tool based on the types in Jung’s book. Myers made

contributions to her mother’s research and ultimately took it over entirely. Her knowledge in test

construction, scoring, validation, and statistics proved helpful in translating the abstract theory of

personality types into a more substantial and practical application. In the midst of World War II, the two

women found that their type indicator could be of value in the home-front effort. What would become

the MBTI used in business, psychology, and education today found its original application as a "device to

place the worker in the proper niche, keep him happy, and increase production” (CPP Celebrates 60th

Anniversary of Myers-Briggs Assessment). Using personality type, civilians were enabled to choose

wartime jobs to which they were well-suited (Myers-Briggs Type Indicator).

In the system Myers and Briggs created, a person’s preference for one trait of a pair determines

their personality type. They adopted the types that Jung identified: the attitudes of extraversion and
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introversion, the irrational functions of sensing and intuiting, and the rational functions of thinking and

feeling. In addition to these, Myers and Briggs included another pair of traits relating to lifestyle. The

two traits they identified were judging and perceiving. This addition resulted in a total of eight traits,

each a possibility within one of four distinct dichotomies.

The dichotomy of introversion and extraversion (abbreviated “I” and “E” respectively) concerns

habitual attitudes, specifically where an individual focuses his attention or receives energy (Ross

Reinhold). Extraversion is the preference that relates to drawing energy from outside oneself, focusing

on the external world of peers, activities, and things. Individuals who show a preference for

extraversion tend to act first and think later (Brenda Muller). They usually benefit from constant social

stimulus, enjoying wide variety in relationships. Extraverts often may feel deprived and isolated when

cutoff from interaction with the outside world. Introversion, on the other hand, is the preference that

relates to drawing energy from within, focusing on one’s inner world of ideas, emotions, and

impressions. Introverts naturally tend to need to think and reflect before acting. While extraverts thrive

off of social interaction, too much of it can become exhausting to those who have a preference for

introversion. That being said, introverts actually require the alone time that extroverts may resent. For

them, time alone to reflect and relax is a necessity for renewing their energy. Additionally, introverts

tend to feel most comfortable with an intimate group of longstanding friends.

The second dichotomy, between sensing and intuition (abbreviated “S” and “N” respectively),

deals with the preferred function for attending, how an individual takes in information. Sensing relates

to the preference for paying attention to information that is perceived directly through the five senses,

absorbing information in a literal, concrete fashion. Characteristics of individuals who prefer sensing

include learning best from past experiences, using common sense and creating practical solutions when

confronted with a problem, and remembering past events in terms of specific details. Usually, those
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individuals will prefer to have clear, factual information, rather than make guesses based on inferences

and speculation. Conversely, intuition refers to the preference for paying attention to information that

is taken in through a so-called “sixth sense,” generating abstract possibilities from gathered information

(Brenda Muller). Individuals who rely on intuition may naturally have a talent for noticing what might be

or could be, rather than what actually exists. They tend to be future-oriented, “big picture” people with

a second nature for perceiving underlying meaning in the actions of others (Ross Reinhold).

The third dichotomy of thinking and feeling (abbreviated “T” and “F” respectively) relates to the

preference for making decisions. In his studies on human behavior, Jung noticed that people have the

capability to make decisions utilizing two very different sets of criteria. Thinking is the preference that

relates to organizing and structuring information to decide in a logical and objective way (Ross

Reinhold). A reliance on thinking in decision-making may be associated with consistency and fairness;

an individual that prefers thinking will make decisions in a more detached manner, measuring the

decision by what seems reasonable given a set of rules. For the very same reason, those who favor

thinking may be considered insensitive and impersonal. The antithesis of thinking is feeling, the

preference for organizing and structuring information to decide in a personal, value-oriented way.

Individuals who favor feeling make decisions subjectively rather than objectively; they base their

decisions on what they personally feel is right within their own value system (Brenda Muller). Those

who prefer feeling tend to come to decisions by empathizing with the situation, weighing the multiple-

points of view, and striving to reach an end that creates the most harmony and consensus. They are

naturally averse to conflict and will act in a way sensitive to the thoughts of others.

The final dichotomy incorporated in the MBTI, that between judgment and perception

(abbreviated “J” and “P” respectively), relates to how one likes to live one’s life and deal with the

outside world. Judgment is the preference that relates to living a planned and organized life. Individuals
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who favor judging tend to approach situations with a plan, using dates and routines to manage their

lives. They naturally feel a compulsion to reach closure and completion in order to move on to another

matter. Those who prefer judging characteristically are neat and orderly, a manifestation of their want

to bring as much of life under control as possible (Ross Reinhold). A complete departure from

organization and planning, perception refers to the preference for living in a more spontaneous and

flexible way. Individuals with a preference for perceiving are comfortable adapting to changes as they

come, feeling no need to plan ahead. Where judgers want things settled, perceivers would rather have

things open-ended; they may naturally avoid commitments that interfere with their flexibility in order to

see what other options are available (Brenda Muller).

As stated previously, a person’s preference for one trait of each dichotomy determines their

personality type. With four pairs of traits, there exist sixteen combinations of preferences. These

sixteen combinations, or personality types, are indicated by four-letter acronyms, with each letter

representing the preferred trait, i.e. ESFJ representing Extraversion Sensing Feeling Judging. However, it

would be incorrect to say personality types are just sets of four traits; one could say that each is greater

than the sum of its parts. Each personality type has come to be identified with characteristic behaviors,

interests, and favored careers.

For example, individuals that test as an INFJ personality type tend to be sensitive,

compassionate, service-oriented people. Generally, they are able to intuitively understand the moods

and motivations of other people before they themselves are aware of their feelings. These qualities, in

synergy with an INFJ’s natural need to find purpose and meaning in everything he does, naturally lend

themselves to a career in psychiatry, counseling, medicine, or social work.

In another scenario, individuals that the MBTI identifies as ESFP have great people skills. They

are usually open to and excited by new experiences, but their spontaneity and fun-loving nature create
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an aversion to structure and routine (Joe Butt). Naturally inclined to entertain others, ESFP’s may have

an interest in performing and acting. Additionally, their talent with people makes them adept childcare

workers, school teachers, and physical therapists.

With such an ability to pinpoint people’s natures and values, the Myers-Briggs Type indicator

can prove useful in many environments. In the workplace, it can be effective in identifying leadership

styles, training employees to work better with each other, resolving employee conflicts, and forming

work teams that complement each other. In schools also, the MBTI can serve as a great resource for

career counseling. However, there are situations where using it may be unwise. Though it may seem

like a logical application, the MBTI is sorely misused as a means of selecting employees (Charles K. Coe).

It is unable to indicate how well a person actually performs each function; it only shows that there is a

preference. Therefore, it is completely erroneous to assume that an introvert is inept in relating with

other people, and it is just as ridiculous to assume that an extrovert is unable to handle a job that

requires some solitude. Using the personality test with a “pass-fail” approach in the selection process is

not recommended. Furthermore, if the test is employed in this fashion, applicants can easily figure out

what the questions are trying to determine and give an answer that reflects favorably. It is only once an

employee is selected that the MBTI can be effectively utilized in the workplace.

Where the MBTI can truly make a difference is in teambuilding, communication strengthening,

and addressing organizational dysfunctions. It can give team members a better understanding of why

others behave the way they do, allowing them to appreciate their differences and see how they may be

used together complementarily. As Wanda J. Freeland of SMART Performance Solutions puts it, “If I can

better understand myself and you, I can better communicate with you; understand your needs in a

conversation or a work environment; value and appreciate how you are different from me; learn why

those difference are important and necessary; capitalize on those differences and similarities; and most
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important, see how we can have fun and laugh instead of a having a workplace with tension and conflict

that often results because we don't take time to get to know each other.” The following scenarios

demonstrate effective usage of the MBTI:

 A thinking manager supervising several feelers gave the feelers accolades for jobs well-

done but not for personal qualities, which discouraged the feelers. The MBTI was used

to explain to the feelers that the manager’s behavior was a result of psychological type

and not insensitivity to them.

 A non-profit family violence counseling center was headed by a perceiver slow to make

decisions. He supervised seven counselors, six of whom were judgers who felt

frustrated that the supervisor did not make decisions more quickly. Consultants used

the MBTI to identify these differences and design a learning plan to resolve the conflict.

 A fire department was required by the Fair Labor Standards Act to make extensive

organizational changes. Nearly all of the senior officers were sensing judgers, who

naturally felt threatened by such change and resisted it. The tension was eased by

installing structured guidelines, within which top management could consider and then

implement the required changes (Charles K. Coe).

Outside of business, the MBTI can also be of use in schools. By identifying students’ personality

types, it empowers them to pursue a career that will be interesting and rewarding. The MBTI gives

students an opportunity to assess their natural skills and see how they may be applied in a profession.

With the students’ values in mind, a counselor can identify compatible work environments. Made aware

of potential careers, the student is then able to consider which may be the best fit.

In countless institutions, the MBTI has proven itself as an invaluable tool. Implementing the

typological theories of Swiss psychiatrist Carl Jung, it is useful in identifying an individual’s preference for
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either trait within four dichotomies. The four preferred traits correspond to one out of sixteen

personality types, each unique with characteristic qualities and behaviors. Katherine Briggs and Isabel

Myers found that their creation was a great asset in ensuring citizens would be content and fulfilled in

their jobs. Today, their work continues to bring good, essentially, in its promotion of understanding.
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Works Cited

Butt, Joe. "Extraverted Sensing Feeling Perceiving." TypeLogic. 25 Feb. 2005. Web. 28 Nov. 2010.

<http://typelogic.com/>.

Coe, Charles K. "The MBTI: potential uses and misuses in personnel administration." Public Personnel

Management21.4 (1992): 511+. General OneFile. Web. 28 Nov. 2010.

"CPP Celebrates 60th Anniversary of Myers-Briggs Assessment; Created in 1943 by Isabel Briggs Myers

to Improve Home-Front Productivity." PR Newswire 28 Oct. 2003. General OneFile. Web. 26 Nov.

2010.

Freeland, Wanda J. "MBTI builds understanding." T+D 64.5 (2010): 14. General OneFile. Web. 27 Nov.

2010.

"Jung, Carl." International Encyclopedia of the Social Sciences. Ed. William Darity, Jr. 2nd ed. Vol. 4.

Detroit: Macmillan Reference USA, 2008. 228-231. Gale Virtual Reference Library. Web. 26 Nov.

2010.

"Jung, Carl Gustaf." Psychologists and Their Theories for Students. Ed. Kristine Krapp. Vol. 1. Detroit:

Gale, 2005. 201-228. Gale Virtual Reference Library. Web. 26 Nov. 2010.

Muller, Brenda. The Personality Page. 2010 BSM Consulting, Inc., 15 June 2010. Web. 28 Nov. 2010.

<http://www.personalitypage.com/html/home.shtml>.

"Myers-Briggs Type Indicator (MBTI)." Encyclopedia of Small Business. 3rd ed. Vol. 2. Detroit: Gale, 2007.

759-760. Gale Virtual Reference Library. Web. 26 Nov. 2010.

"Personality and Personality Tests." Encyclopedia of Management. 6th ed. Detroit: Gale, 2009. 688-

693. Gale Virtual Reference Library. Web. 27 Nov. 2010.

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Reinhold, Ross. Myers Briggs MBTI Personality Type | PersonalityPathways.com. Reinhold Development.

Web. 28 Nov. 2010. <http://www.personalitypathways.com/>.