1. MBTI: Personality Affecting Performance Jill Middleton & Ron Brassell

2. Overview History MBTI Relation to Five-Factor Model Life Satisfaction Manager Preferences Application Ethical Use Reliability & Validity Limitations & Criticisms

3. History Based on Carl Jung’s ideas about perception and judgment and personality typing Isabel Briggs Myers and Katharine Briggs developed an “indicator” for people to describe themselves in Jung’s model Assumes that people have preferred methods of perceiving the world, making judgments, forming attitudes to reflect their orientation of energy, and their orientation towards others.

4. MBTI Purpose: Identify people’s basic preferences pertaining to perception and judgment, through self- report of easily identifiable reactions Different versions ranging from 96 – 290 forced choice questions  Assumes our personality can be broken down into four independent bi-polar scales 1.Energizing: Extroversion – Introversion 2.Attending: Sensing – Intuition 3.Deciding: Thinking – Feeling 4.Living: Judgment – Perception  16 possible personality types

5. MBTI 1.Energizing Extroversion: Seeks engagement with the environment and gives weight to events in the surrounding world Introversion: Seeks engagement from one’s internal thoughts and feelings, and gives weight to concepts and ideas 2.Attending Sensing: Interested in facts, what is real, observable, and practical Intuition: Interested in imagination, future possibilities, and implicit meanings

6. MBTI 3.Deciding Thinking: Make rational decisions through objective and logical analysis (cause/effect) Feeling: Make rational decisions by weighing personal values of alternatives 4.Living Judgment: Prefer moving quickly toward decisions, organization, planning, and structure Perception: Prefer spontaneous decisions and open to changes

8. MBTI  You are almost never late for your appointments.YN  You enjoy having a wide circle of acquaintances.YN  Strict observance of the established rules is YN likely to prevent a good outcome.  You trust reason rather than feelings.YN  You spend your leisure time actively socializing YN with a group of people, attending parties, shopping, etc.  You usually plan your actions in advance.YN  Your actions are frequently influenced by emotions.YN  You are a person somewhat reserved and distant in YN communication.

9. Relation to Five-Factor Model McCrae & Costa Intuition – Openness to Experience Sensing – More closed Feeling – Agreeable Thinking – Antagonistic Judging – High in Conscientiousness Perception – Low in Conscientiousness Five-Factor model, which is based on multiple theoretical perspectives, may be a better perspective for interpreting the MBTI Jung’s theory: construct validation problems 5-Factor: each of the four indices showed strong evidence of convergence with 1 of the 5 personality dimensions

10. Relation to Five-Factor Model Jung’s Theory: Thinking: intellectual activity in which judgments are based on rational applications of principles Feeling: assignment of value (acceptance or rejection) to objects of experience  A person whose first reaction to experiences is a judgment of rejection (e.g., mistrust) but without a logical basis would be classified as a Feeling type by Jung, but would probably score low on the MBTI Feeling preference.  Jung’s Thinking/Feeling preferences focus on different modes of experience and might be more related to aspects of Openness.

11. Life Satisfaction Es – higher psychological well-being and life satisfaction than Is Ns – higher psychological well-being than Ss Ns prefer to see things as they could be rather than as they are. Ss – higher social anxiety than Ns Ss prefer predictability and demonstrated commitment in relationships Overall, Es, Ns, and Ss reported higher levels of psychological well-being than their counterparts.

12. Manager Preferences Thinking and Judgment are most common among managers Implies that certain types of people self-select for administrative positions Top managers are predominantly Intuitive. Middle and lower managers are predominantly Sensing. Suggest Intuitive managers engage in strategic planning more frequently and effectively than Sensing managers.

13. Application of the MBTI Career Counseling Teaching Group Dynamics Training Marketing Personal Development Executive Coaching Learn to Type-Watch coworkers

14. Ethical Considerations of the MBTI Voluntary basis only Confidentiality Indicates types not traits Never for selection of employees. Strengths and weaknesses vary with the shadow functions, people can change, learn and adapt. Never humiliate others in a negative way. There are no right and wrong answers to the test. Proper feedback should be given.

15. Reliability Test/retest results show variations in the reported type, depending on the number of months between testing. 50% of participants remain the same within 9 months of testing. Low reliability on children and the elderly. Lacks falsifiability and can lead to confirmation bias.

16. Validity Lacks scientific scrutiny Prone to socially desirable responses Vulnerable to faked responses. Lacks double-blind testing for validity Factor Analysis shows 6 factors instead of 4 JP and SN scales have been shown to correlate with each other.

17. Limitations Values and motivations are not measured. Pathology is not measured. Sane and insane can have the same dimensions. The dimensions are not measured. How competently do you feel, think or judge. Forced choice prohibits the shadow functions. Can cause stereotypes to be misplaced and misunderstood.

18. Criticisms of the MBTI Jung’s theory of psychological type were not tested through scientific studies. Modern psychology rejects the base components of introspection and anecdotal thoughts. Neither Myers-Briggs nor Jung supported their theories with proof of existence, sequence, orientation or manifestation. CPP Corp suspected of “protecting” the MBTI.

19. Questions?