MBTI:

The Myers-Briggs Type Indicator

Financial Administrator Development Program

2012-2013

Deb Dunbar*, University Director

Organizational Development, University Human Resource Services
Indiana University
(812) 855-4104
dnelson@iu.edu
*certified MBTI instructor
 An Introduction to Type

Carl Jungs Work

Isabel Briggs-Myers Work

Type is not learned, it is inborn

MBTI is non-judgmental intent is to eliminate options to get to the right

answer for you

Style/Type = Combination of Preference

individual

situational

flexible

adaptive/changing

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 4 Dimensions of Type
Extraversion Introversion

Sensing i Ntuition

Thinking Feeling

Judging Perceiving

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 Interpreting Your Indicator
Myers-Briggs Form M

4 Categories
True Type

Self-Report Type

Reported Type

Best-Fit Type

4 Dimensions
Introversion/Extraversion Attitude

Sensing/iNtuition Perceiving (an irrational mental function)

Function Pairs
Thinking/Feeling Judging (a rational mental function)

Judging/Perceiving Orientation

Tie go right

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 Description of the 16 Types
ISTJ ISFJ INFJ INTJ
dependable realistic accommodating patient compassionate intense analytical organized
exacting reliable detailed practical conceptual intimate autonomous original
factual reserved devoted protective creative loyal determined private
logical sensible loyal quiet deep methodical firm systems-oriented
organized steadfast meticulous responsible determined reflective global theoretical
practical thorough organized traditional idealistic sensitive independent visionary

ISTP ISFP INFP INTP

adaptable logical adaptable modest adaptable gentle autonomous precise
adventurous practical caring observant committed idealistic cognitive self-determined
applied realistic cooperative sensitive curious imaginative detached skeptical
expedient resourceful gentle spontaneous deep intimate independent speculative
factual self-determined harmonious trusting devoted loyal logical spontaneous
independent spontaneous loyal understanding empathetic reticent original theoretical

ESTP ESFP ENFP ENTP

activity-oriented outgoing adaptable outgoing creative imaginative adaptive original
adaptable persuasive casual playful curious independent analytical outspoken
adventurous pragmatic cooperative practical energetic original challenging questioning
alert quick easygoing sociable enthusiastic restless clever resourceful
easygoing spontaneous enthusiastic talkative expressive spontaneous enterprising strategic
energetic versatile friendly tolerant friendly versatile independent theoretical

ESTJ ESFJ ENFJ ENTJ

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

rd
source: Introduction to Type in Organizations, 3 edition. 1998. Sandra Krebs Hirsh and Jean Kummerow.

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 Extraversion & Introversion
EXTRAVERSION (E) INTROVERSION (I)
project energy outward keep energy inward

absorb self in activities absorb self in thought

focus outwardly toward actions & ideas focus inwardly toward thoughts & ideas

speak freely & vocally hesitate & think before speaking

tolerate crowds & noise avoid crowds & seek quiet

easily distracted concentrate well

meet people easily & participate in many proceed cautiously meeting people
activities & participate in selected activities

enjoy a public arena with lots going on enjoy a private arena where
one can be alone

get restless without involvement with get agitated without enough time alone
people or activities or undisturbed time

impatient when work is slow & unchanging impatient when work is interrupted &
rushed

seek variety of action-oriented tasks seek quiet to concentrate

focused equally on what is going on in the focused more on the work itself than
work site as well as the work itself what is going on in the work site

respond quickly to requests & spring into think through requests before
action without much advance thinking responding, sometimes delaying action

enjoy phone calls as a welcome diversion find phone calls intrusive, especially
when concentrating

develop ideas through discussion develop ideas through reflection

use outside resources use self as basic resource

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 Sensing & Intuition
SENSING (S) INTUITION (N)
use direct observation & experience use intuitive flashes

learn new things through learn new things through general concepts

value solid, recognizable attainments, value different or unusual attainments,

achieved in a step-by-step manner achieved via inspiration

focus on actual experience focus on possibilities & inferences

trust the 5 senses & personal trust personal inspirations & hunches to
experience to know what is reveal what might be

be content, accepting life as it is, be restless, seeing how life could be,
making changes as reality dictates trying to modify it

appreciate & enjoy familiar ground appreciate & enjoy the new & different

achieve through effort & perspiration achieve through insight & inspiration

use standard ways, means, methods use new & different ways, means,
methods

apply skills that are already enjoy learning new skills, experimenting
developed

like things to be concrete, known like things to be general, explored

prefer work that is a practical prefer work that is innovative

need the tree to get to the forest need the forest to get to the tree

prefer to continue with what works prefer change, often with major
readjustments

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 Thinking & Feeling

THINKING (T) FEELING (F)

truth as the objective harmony as the objective

decide using head decide using heart

interact to achieve a goal, purpose interact to achieve a goal, purpose or

bond... all equally important

notice ineffective reasoning notice when people need support

choose truthfulness over tactfulness choose tactfulness over truthfulness

point out what needs to improve, then point out what is working well, then
what is working well what needs to improve

focus attention on universal principles focus attention on personal motives

deal with people firmly, as required deal with people compassionately,

as needed

expect the world to run on logical expect the world to recognize individual
principles differences

orient self toward task orient self toward relationship

like harmony, but can get along without it need harmony in order to be effective

use logic & analysis as basis for work include others opinions & personal
values as basis for work

hurt peoples feelings without knowing it pay attention to others feelings, always

manage & deal firmly, factor in principles manage & relate sympathetically
& truths when making work-related factor in underlying values & human needs
decisions when making work-related decisions

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 Judging and Perception
JUDGING (J) PERCEPTION (P)
prefer life to be decisive prefer to adapt to life, to go with the flow

work for a settled life, plans in order keep life as flexible so that nothing is
missed

prefer to reach conclusions prefer to keep things open

use words such as should & ought use words such as perhaps, &
could be

enjoy finishing things enjoy starting things

regiment self & be purposeful be tolerant & adaptable

prefer to plan the work & work the plan prefer to deal with needs as they arise

enjoy getting things settled & finished enjoy keeping things open to modify

like checking items off a to-do list ignore a to-do list, even if one is made

overlook new things that need to be postpone current tasks to meet

in order to complete the current task meet momentary needs

narrow down the possibilities & be resist being tied down to a decision in
satisfied once a decision is made order to gather more information

decide quickly & seek closure put off decisions to seek options

seek structure in scheduling resist structure, favor changing

circumstances

prefer to regulate & control work prefer to free up work

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 Dimension Functions
Dominant, Auxiliary, Tertiary, Inferior

Dominant Function
Favorite dimension
displayed through favorite attitude
Edominant out
I dominant in
Auxiliary Function
2nd favorite function
displayed through least favorite attitude
Eauxiliary in
I auxiliary out
Tertiary Function
simply there, doesnt do much
Inferior Function
rarely if ever used except for potential shadow side
ISTJ ISFJ INFJ INTJ
Sensing (dominant) - I Sensing (dominant) - I iNtuition (dominant) - I iNtuition (dominant) - I
Thinking (auxiliary) - E Feeling (auxiliary) - E Feeling (auxiliary) - E Thinking (auxiliary) - E
Feeling (tertiary) Thinking (tertiary) Thinking (tertiary) Feeling (tertiary)
iNtuition (inferior) iNtuition (inferior) Sensing (inferior) Sensing (inferior)
ISTP ISFP INFP INTP
Thinking (dominant) - I Feeling (dominant) - I Feeling (dominant) - I Thinking (dominant) - I
Sensing (auxiliary) - E Sensing (auxiliary) - E iNtuition (auxiliary) - E iNtuition (auxiliary) - E
iNtuition (tertiary) iNtuition (tertiary) Sensing (tertiary) Sensing (tertiary)
Feeling (inferior) Thinking (inferior) Thinking (inferior) Feeling (inferior)
ESTP ESFP ENFP ENTP
Sensing (dominant) - E Sensing (dominant) - E iNtuition (dominant) - E iNtuition (dominant) - E
Thinking (auxiliary) - I Feeling (auxiliary) - I Feeling (auxiliary) - I Thinking (auxiliary) - I
Feeling (tertiary) Thinking (tertiary) Thinking (tertiary) Feeling (tertiary)
iNtuition (inferior) iNtuition (inferior) Sensing (inferior) Sensing (inferior)
ESTJ ESFJ ENFJ ENTJ
Thinking (dominant) - E Feeling (dominant) - E Feeling (dominant) - E Thinking (dominant) - E
Sensing (auxiliary) - I Sensing (auxiliary) - I iNtuition (auxiliary) - I iNtuition (auxiliary) - I
iNtuition (tertiary) iNtuition (tertiary) Sensing (tertiary) Sensing (tertiary)
Feeling (inferior) Thinking (inferior) Thinking (inferior) Feeling (inferior)

source: Looking at Type: The Fundamentals. 1997. Charles Martin.

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 Type Dynamics
Type Dominant Auxiliary Tertiary* Inferior

ESTJ Extraverted Introverted Intuition Introverted

Thinking Sensing Feeling
ENTJ Extraverted Introverted Sensing Introverted
Thinking Intuition Feeling
ISFP Introverted Extraverted Intuition Extraverted
Feeling Sensing Thinking
INFP Introverted Extraverted Sensing Extraverted
Feeling Intuition Thinking
ISTP Introverted Extraverted Intuition Extraverted
Thinking Sensing Feeling
INTP Introverted Extraverted Sensing Extraverted
Thinking Intuition Feeling
ESFJ Extraverted Introverted Intuition Introverted
Feeling Sensing Thinking
ENFJ Extraverted Introverted Sensing Introverted
Feeling Intuition Thinking
ESTP Extraverted Introverted Feeling Introverted
Sensing Thinking Intuition
ESFP Extraverted Introverted Thinking Introverted
Sensing Feeling Intuition
INTJ Introverted Extraverted Feeling Extraverted
Intuition Thinking Sensing
INFJ Introverted Extraverted Thinking Extraverted
Intuition Feeling Sensing
ISTJ Introverted Extraverted Feeling Extraverted
Sensing Thinking Intuition
ISFJ Introverted Extraverted Thinking Extraverted
Sensing Feeling Intuition
ENTP Extraverted Introverted Feeling Introverted
Intuition Thinking Sensing
ENFP Extraverted Introverted Thinking Introverted
Intuition Feeling Sensing
*Note that an attitude (Extraverted or Introverted) is not specified for the tertiary column, as that function may be
associated with either attitude.

nd
source: In The Grip, 2 edition. 2000. Naomi Quenk

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 Preference Groupings:
SJ, SP, NF, NT
SJ- SP- NF- NT-
Temperament Guardians Artisans Idealists Rationals

Leadership Style Traditionalist, Troubleshooter, Catalyst, Visionary,

stabilizer, negotiator, spokesperson, architect of
consolidator firefighter energizer systems, builder
Has a sense of Acts with Persuades Adds ingenuity
Work Style duty, cleverness and people about and logic to ideas
responsibility, timeliness values and and actions
loyalty, and inspirations
industry
To Do Best Knowledge of the Freedom to do Personal Intriguing models
Work, They Need goal and what things as they see meaning and to challenge their
theyre supposed fit congruence with imagination
to do to get there who they are
Step-by-step, with Active involvement Personalized and Impersonal and
Learning Style preparation for to meet current imaginative ways analytical
current and future needs of self-awareness process for
utility personal mastery
Want Others To Hardworking and Resourceful and Authentic and Competent and
See Them As reliable risk taking inclusive logical
Administrative Expeditious Something Strategic analysis
Acknowledged expertise, timely handling of the unique or a of complex
output out-of the-ordinary special vision of issues
For Contributing and the possibilities
unexpected
Want To Be Dependability Spontaneity that Ability to inspire Expertise
Known For Their includes a spirit of others
play
Can Get Into
Trouble By Being Too bureaucratic Too expedient Too idealistic Too competitive

rd
source: Introduction to Type in Organizations, 3 edition. 1998. Sandra Krebs Hirsh and Jean Kummerow.

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 Myers-Briggs
Resource List

(The) 16 Different Personality Types: Descriptions for Self-Discovery.1999.

Linda Berens and Dario Nardi. Huntington Beach, CA: Telos Publications.

Beside Ourselves: Our Hidden Personality in Everyday Life.1993. Naomi L. Quenk.

Palo Alto, CA: Davies-Black Publishing.

(The) Character of Organizations: Using Jungian Type in Organizational

Development. 1992. William Bridges. Palo-Alto, CA: Davies-Black Publishing.

Gifts Differing. 1980. Isabel Briggs Myers. Palo Alto, CA:

Consulting Psychologists Press.

In the Grip: Understanding Type, Stress and the Inferior Function, 2nd edition.
2000. Naomi L. Quenk. Palo Alto, CA: Consulting and Psychological Press.

Introduction to Type, 6th edition. 1998. Isabel Briggs Myers. Palo Alto, CA:
Consulting Psychologists Press, Inc.

Introduction to Type in Organizations: Individual Interpretive Guide, 3rd edition.

1998. Sandra Krebs Hirsh & Jean M. Kummerow. Palo Alto, CA:
Consulting Psychologists Press, Inc.

Jungian Typology: Myers-Briggs & Personality. 1989. Stephen Moss.

Melbourne, Australia: Collins Dove.

Jungs Function-Attitude Explained. 1996. Henry L. Thompson. Watkinsville, GA:

Wormhole Publishing.

Let a Viking Do It: Hagar & Family Illustrate the Myers-Briggs Type Indicator.
1988. Peter Malone. Melbourne, Australia: Collins Dove.

Life Types: Understand Yourself & Make the Most of Who You Are... 1989.
Sandra Hirsh & Jean Kummerow. New York, NY: Warner Books.

Looking at Type: The Fundamentals. 1997. Charles Martin. Gainesville, FL:

CAPT.

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MBTI Manual: A Guide to the Development & Use of the Myers-Briggs Type
Indicator, 3rd edition.1989. Isabel Briggs Myers & Mary H. McCaulley.
Palo Alto, CA: Consulting Psychologists Press.

People Types & Tiger Stripes: A Practical Guide to Learning Styles, 3rd edition.
2000. Gordon Lawrence. Gainsville, FL: Center for Applications of Psychological
Type, Inc.

Personality Type: An Owners Manual. A Practical Guide to Understanding

Yourself and Others Through Typology. 1998. Lenore Thomson.
Boston, MA: Shambhala.

Please Understand Me: Character & Temperament Types. 1978.

David Keirsey & Marilyn Bates. Del Mar, CA: Prometheus Nemesis Books.

Psychological Types. 1974. Carl Jung. Princeton, NJ: Princeton University Press.

Statistics & Measurement: An Introduction for MBTI Users. 2000. Ray M. Zeisset.
Gainesville, FL: Center for the Applications of Psychological Type, Inc.

Survival Games Personalities Play. 1992. Eve Delunas. Carmel, CA:

Sunink Publications.

Type Talk At Work: How the 16 Personality Types Determine Your Success
On the Job. 1992. Otto Kroeger. New York, NY: Delacorte Press.

Understanding Your Management Style: Beyond the Myers-Briggs

Type Indicator. 1991. Robert Benfari. Lexington, MA: Lexington Books.

Using the Myers-Briggs Type Indicator In Organizations: A Resource Book.

1985. Sandra Hirsh. Palo Alto, CA: Consulting Psychologists Press.

Work It Out: Clues for Solving People Problems at Work. 1996.

Sandra Krebs Hirsh. Palo-Alto, CA: Davies-Black Publishing.

Work Types: Understanding Your Work Personality How it Helps You and
Holds You Back, and What You Can Do About it.1997. Jean Kummerow,
Nancy Barger, and Linda Kirby. New York, NY: Warner Books.

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