Do What You Are has already helped more than people find truly satisfying work. The book leads you step-by-step through the process of determining. Do What You Are differs from other programs in several important ways. Perhaps most notable .. Do What You Are. Discover the Perfect Career for You Through the Secrets of Personality Type by Paul D. Tieger and Barbara Barron-Tieger. Do what you are by Paul D. Tieger, , Little, Brown edition, in English - 2nd ed.
|Language:||English, Spanish, Indonesian|
|Distribution:||Free* [*Register to download]|
By Paul D. Tieger and Barbara Barron-Tieger. As Career Counselors or recruiters , we all aim for that "marriage made in to love, we must do what we are. PDF PDF Do What You Are: Discover the Perfect Career for You Through Book details Author: Paul D. Tieger Pages: pages Publisher. Book details Author: Paul D. Tieger Pages: pages Publisher Download PDF and EPUB Read book Do What You Are: Discover the.
Often, the reaction is like the old television commercial in which a room buzzing with conversation suddenly becomes stone quiet as people crane their necks to hear the wise stockbro ker's recommendation. This demonstrates quite well the fact that because Introverts do their edit ing inside their heads, what emerges is often a very good finished product.
With Extraverts, you actually witness and hear the editing process as it occurs. If you haven't yet determined whether you are an Extravert or an lntroven, this last question may. While history is full of Intro verts who have played very public roles- includ ing many world leaders-Extraverts are normally much more comfortable occupying the spotlight and sharing their lives with the public.
This is cer tainly not to imply that all Extraverts enjoy public speaking. The real question is how comfortable are you with letting people really get to know you?
A common complaint among Extraverts of Introverts is that they are secretive, withholding, and difficult to get to know. In fact, Introverts value their privacy so much that they usually only allow those closest to them to really get to know them. While this may be hard for Ex traverts to understand, it is because Introverts. By this we mean that Extraverts welcome all kinds of external stimulation and often feel the more the better.
What doesn't interest them, they simply disregard. But because Introverts are so much more selective, they tend to be comfortable allowing only a certain amount of external stimu lation in.
They simply screen out the information or stimulation that doesn't apply to something that interests them. Whereas Extraverts tend to share more of themselves with the outside world,. Extraverts and Introverts. Extraverts in our culture. At this point you should have a fairly good idea of whether you are an Extravert or an Introvert.
You may be very confident about it, or you may still have some doubts. This is perfectly normal. And if you aren't yet able to determine your pref erence on this dimension with certainty, you will have many other oppottunities later in the book. Please place a check mark at the point that most accurately re flects where you fall.
The closer your mark is to the center of the continuum, the less clear your prefer ence; the farther away from the center, the stronger you think it is. Even if you're not sure which side you belong on, try to indicate which side you prob ably fall on, even if it is just over the line.
This re quires an honest evaluation, for you are trying to. And remember, what is most helpful in determining your type is which side of each scale you prefer, not the strength of your preference.
Although there is some controversy as to how many Extraverts and Introverts there are in the world, the latest research suggests that the Ameri can population is about equally divided between. One down, and three to go! Next we'll explore the second type dimension: Sensing and Intuition. The second type dimension describes the two dif ferent ways pecple perceive, or take in, informa tion. The words we use to describe pecple who have these two opposite preferences are Sensors and Intuitives.
Each ofus continuously takes in mil lions perhaps billions of pieces of information every day, the great majority ofwhich are processed unconsciously. Some people take in this informa tion primarily through their five senses-what they see, hear, touch, taste, or smell- hence the name Sensors.
Others take in information through their sixth sense, focusing not on what is, but rather on what could be. We use the word Intu irives to describe these people. Remember that no one is a pure Sensor or Intuitive any more than a person is a pure Extravert or Introvert.
Each of us has the ability to use both Sensing and Intuition, and all of us do use both every day. But we have a natural, inborn preference for one over the other.
Below are several questions to ask yourself to de termine whether you are a Sensor or an Intuitive. Sensors see the trees, while Intuitives see the forest. By this we mean that Sensors naturally pay attention to what they are experiencing at the moment. Handed a flower and asked to tell you about it, the Sensor will note how vivid the colors are, the smooth texture of the leaves, the delicate fragrance, and how light and fragile it is- in other words, what her three senses tell her about the flower.
Hand the same flower to an Intuitive and ask her to tell you about it, and you are likely to hear something more like: She used to have these growing in her yard, and when we'd visit each summer, we'd pick them to put on the table for family meals. Instead on focusing on what is, she immediately focused on her connection to the flower, and her associations with it. Here's another metaphor that can help demon strate how different the focus is for Sensors and ln tuitives.
Imagine a photographer taking a picture with a single-lens reflex camera the kind of cam era that you focus by turning the ring on the lens. The photographer is shooting a person who is standing in front of a huge panoramic view of a mountain range. With Sensors, it's as if they turn the lens until the person in the foreground the detail is in sharp focus, while the view behind the big picture is blurry. With Intuitives, it's just the opposite: Arnie, a very clear Intuitive, learned just how atten tive to details Sensors are when his apartment got robbed.
Fortunately, he was away at the time and discovered the intrusion upon returning home.
When the police arrived, they gave a cursory look around the kitchen first and asked him: While Sensors tend to think in a linear fashion, one thought following the next, lntuitives fre quently engage in intuitive leaps in thinking. Jessica and lan were driving in their car one afternoon,. After only a few seconds of looking at the tree, lan turned to jessica and said: But she was at a total loss this time. Jimmy had a tree house in a tree that looked a lot like that one.
As soon as I saw it, it reminded me of him and the fact that he hasn't called me in two months. So that's why I'm mad at Jimmy. While one child has memo rized every one ofhis favorite baseball player's stars,.
It bears repeating that it is not better to have one preference over another. However, there are definitely gifts that are unique to each- lntuitives arc often but not always creative; able to see pos sibilities and alternatives that aren't immediately apparent. Typically, they have rich imaginations, which they use to engage in fantasies of all kinds. By this, we do not mean to imply that only ln tuitives possess creativity, for this is certainly not the case.
Creativity, like intelligence, takes many forms. But the ways that lntuitives express their creativity seem to be in seeing or doing things dif ferently from the way they've been seen or done before. Sensors more often demonstrate their cre ativity by finding a new application for something that has already been invented or established.
This tendency stems from their natural inclination to trust what they know from experience, their own or others'. One of the reasons Sensors like data so much is that data are just facts that have been col lected in a purposeful way. Many Type experts believe that of the four type dimensions, the Sensing and Intuition scale repre sents the greatest differences between people, since it really influences one's worldview.
A research project we conducted demonstrated this vividly. People were presented the facts of a murder case that involved a young woman accused of stabbing her live-in boyfriend. The boyfriend had abused the defendant in the past while intoxicated.
Her attorney argued that she suffered from "bartered woman syndrome. On the other side, the prosecution claimed she offered no proof that she had reason to fear for her life, could have left the scene, and therefore had no justification for killing her boyfriend. These results were consistent both with Per sonality Type theory and with our experience as It is not a.
Since lntuitives are naturally inter ested in the psychological workings of human relationships, they are much more likely to ac cept this theory as valid than their Sensing counterparts. Sensors, on the other hand, prefer clear, tangible proof, and are naturally drawn to practical, rather than theoretical, explanations. In this case, the Sensors focused on the murder irself, and the fact that the defendant was physically able to leave her boyfriend that evening, while the lntuitives fo cused on the defendant's motivations and psycho logical justification for her behavior.
Sensors and lntuitives rend to have different attitudes about important issues such as crime and punishment, as their answers to this question demonstrate:. To fight crime, tax dollars would be better spent on I more police, rougher sentencing, and more prisons or 2 more social programs for disadvan taged youth. Twice as many Intuirives as Sensors answered "social programs, and Sensors were more than three times as likely to answer "more police and prisons" as lntuitives.
Predictably, Sensors favored established actions designed to have an immediate effect such as adding more police or building addi tional prisons , and whose effect could be somehow measured. Fortunately, those people are usually Sensors, who often enjoy and excel at setting up systems and following pro cedures so that things run smoothly. This is called being efficient.
While the exact statistics of all the many hundreds ofnew businesses starred each year are often disputed, it is common knowledge that a high percentage of them fail. Although many rea sons are cited for this, including undercapitaliza tion, lack of experience, and unanticipated market forces, there is another possible explanation that has a lot to do with Type preferences.
Quite simply, the people who are talented at thinking things up are seldom as talented at making them work. This rests primarily on the fact that they dislike, and therefore avoid, any routine or repetitive activity. Their interest rends to wane as soon as the creative challenges have been met. Conversely, Sensors enjoy learning a skill, then using it repeatedly in an effective way. Whether as a surgeon performing an operation, an artist paint ing a portrait, a bookkeeper tallying figures, or a plumber installing a toilet, Sensors' combination of being very aware of their bodies and living to tally in the present moment enables them to derive pleasure from performing the act itself.
For them, what the act means or represents is often more important than the act itself. And coupled with their future time orientation, they are often less than fully engaged in whatever task they are per forming at the time. Therefore they don't usually experience the same pleasure Sensors rake in re. From the time he was a young boy, Thomas, an In tuitive, thought he wanted to be a dentist Of course the fact that both his father and grandfather were dentists may have influenced his decision a little bit By his second semester of dental school, Thomas realized he had made a big mistake.
For while the other students enjoyed learning standard tooth repair techniques. When he found himself fantasizing about all the other ways a tooth could be filled, even outrageous ones like going in through the ear, or re moving the top of the head. That Sensors and lntuitives are often drawn to different subjects in school should come as no surprise. Sensors represent about 65 percent and ln tuitives about 35 percent of the American popu lation, giving Sensors somewhat of a numerical.
By now you should have a fairly good idea of whether your preference is for Sensing or Intuition. Again, if you are unsure, don't worry. As you did with Ex traversion and Introversion, please place a mark on the continuum below ro indicate where you think you fit. And again, even if you're not per cent certain which side you belong on, try ro indi cate which side you probably fall on, even if it's just slightly over the center line.
S Sensor. But Thinkers and Feelers use very different criteria to make their decisions. The questions below should help you figure out which deci,ion-making process is your natural preference. You're doing great! Now we'll move on and de scribe the third type dimension: Thinking and Feeling. While Sensing and Intuition describe the differ ent ways people take in information, Thinking and Feeling describe the very different ways people. For Thinkers, logic rules. When making a deci sion, it's as if they take a step back and analyze the issue logically and impersonally, asking them selves: What are the pros and cons?
What are the ramifications of the deci sion? For Feelers, the process is just the opposite. They take a step forward, injecting themselves into the equation, and ask: How will it affect me and others? Is this the right thing to do? What are my personal values telling me to do? And, while no one is a pure Thinker or Feeler, each of us has a natural inborn preference for one side over the other.
Here again, the everyday usage of. It's important to. It's not. Feeling types. Under normal circum stances, this would have been an ideal arrangement league, and, more important, she didn't like him. Not only. Her Thinking friend Sandra's reaction was typical: You're going to waste two days and who knows how much money just because you don't like this guy? Nobody's asking you to marry him- just to spend four hours in the car with him!
Although she agreed with her Thinking friend that it might not be the smart thing to do, she believed it was the right thing to do. For not only would she feel like a hyp ocrite taking the ride with a person she clearly dis liked, but she would have to pretend she liked him for several hours, and that felt phony and went too much against her values.
Might another Feeling type have handled the situation differently I Of course. But this demon strates how important personal feelin! Laura and Ted both sat through the same conflict riddled staff meeting, in which they found them selves on opposite sides of a heated debate about whether to go ahead with a public relations cam paign that Ted found offensive.
After the meeting adjourned, Laura, a Thinker, calmly suggested she and Ted have lunch together. For Ted, a Feeler, the idea was crazy. How could Laura be so calm and unaffected after that painful and contentious meet ing? And how could she be so unaware of how rattled Ted still felt? He certainly didn't feel like spending any time with her now.
And, in fact, he. Ted remained focused on the disharmony, and felt a personal reaction to it whereas Laura had never. Naturally, Thinkers tend to be better at some things than Feelers, and Feelers better at some things than Thinkers. Since people enjoy using their natural strengths, it comes as no surprise that preferences for Thinking or Feeling will often in fluence career choices. The helping professions, for example, attract larger numbers of Feelers, be cause these jobs give them the opportunity to sat isfy one oftheir greatest needs, to help people.
This is certainly not meant to imply that Thinkers, by definition, are insensitive and self-centered. But Feelers tend to have an innate drive to understand others, and derive great satisfaction from helping them in whatever ways they can.
For this reason, medicine nursing, in particular , teaching, coun seling, and sales are just a few of the areas that at tract large numbers of Feelers. Thinkers also derive their greatest satisfaction from using their natural gifts, one of which is the ability to analyze situations logically and objec tively.
Business, and especially management, for example, attracts a lot of Thinkers, in part because when it comes to making the hard decision-de cisions frequently based primarily on the bottom. The discussion was getting pretty heated between jason and Richard. The decision to relocate the clothing manufacturing company they both worked for to Mexico had already been made. At issue was how fur the company should go to salvage the jobs of the seven hundred workers- many of whose parents and grandparents had worked for the com pany.
In a last-ditch effort to save their jobs, and their town, the employees proposed they download the facility and operate the plant themselves. That model had been successful in similar situations, but they needed the company to finance the downloadout jason, the vice president for finance, argued against the deal. I am very sympa thetic to the plight of the workers.
I've known sev eral of them for years and. But my first concern has to be the economic well-being of the company. And, frankly, what they are proposing is a highly speculative venture. If we weren't able to make enough of a profit for it to make sense to stay here, how can people without professional manage ment expertise be expected to?
Besides, the rate of return we will receive on our investment if they should happen to succeed is simply not as high as we can get from a dozen other proven investment vehicles. Regardless of how unpleasant the situation, our primary obligation is to our stockholders, and I just can't, in good conscience, recommend a deal about which I have such serious reservations. Richard, vice president for human resources, was turning redder by the minute.
For Pete's sake, their lives- the life of their town-depends on their succeeding' How can you have any doubts they will work. Second, yes. We're not talking about a few jobs here. We're talk ing about closing down the biggest employer in the county and moving away to Mexico, not because we're going out of business, not even because we weren't making a profit but because we want to make more of a profrt All I'm saying is many things go into the bottom line, and profitability is surely a big one.
But in order to be a responsible corporate citizen, you have to take into account how this deci sion will affect real people-and not JUst our stock holders- for years and years to come, and don't do just what is financially conservative, but do what is right! It's not that Jason is heartless, but like a classic Thinker, he sim ply stepped back from the decision, analyzed it log ically, and came to his conclusion, based on what he believed was best for the company.
Richard, like a classic Feeler, stepped forward and put him. Strongly influenced by his personal beliefs and values, he fought for what he felt would be best for the employees. Thinkers are often attracted to careers that deal primarily with goods, rather than services: It's not that Thinkers don't like to or can't work with people, but jobs that require them to constantly pay attention to, anticipate, and respond to people's feelings are just so much less clear cut than dealing with products, or com modities, that are constant and predictable.
Many Thinkers are most satisfied in jobs where there is a minimum of employee hand-holding or caretak ing. They like working with other people just as competent as they are. Whether appreciated by the company or not, these people provide a valu able service. However, in their desire to help and please oth ers, some Feelers are also notorious white liars.
Anxious not to deliberately cause someone dis comfort, embarrassment, or hurt feelings, they will often engage in half truths, or avoid unpleasant subjects altogether, if they can get away with it. One morning. In its place was what could best be described as the kind of. Jill was taken aback What she honestly thought was. Feelers are naturally more attentive and con cemed with other people because they have such a strong need to be liked.
Consequently, they will often go to great lengths to please others. This can take such simple forms as just being helpful and friendly, which most Feelers genuinely are, to the sometimes unhealthy but common tendency to take on other people's problems and burdens as their own.
In practically every organization across the country, you can lind the nurturer, the person to whom coworkers go for emotional support and comfort.
And while not a formal job title, it might. But she wouldn't actually admit that in a million years. What she managed to say was, "Well, that certainly is a look! You know, that cut really accentuates your eyes," and she fied down.
True to their style, Tim's Thinking colleagues were more honest, and more blunt. Alex's response pretty much summed it all up: Thinkers don't mean to be cruel, any more than Feelers mean to be dishonest. It's just that, above all else, Thinkers value truth and honesty, and if that occasionally hurts someone's feelings, so be it. Feelers highly value tact and diplomacy, and be lieve it should be used whenever possible to avoid causing anyone unnecessary pain or discomfort.
While Feelers are often criticized for being too soft and emotional, and Thinkers are often criti cized as being cold and insensitive, neither of these is an accurate characterization. But to each other,. Just as Thinkers and Feelers make decisions based upon different criteria, so, too, are they per..
Feelers are naru rally empathetic and value the feelings of others, even if they do not make sense or are not logical. Thinkers, on the other hand, are usually not con vinced of anything unless it is logical. Feelings are valid, if they are a logical reaction to the circum. Even if they do not per sonally like the consequence of the ruling, they respect the idea of fairness above all. Feelers are much more concerned with mercy and harmony than they are with justice.
So they look for and usually find the extenuating circumstances that necessitate the exception to the rule. While all of us need to be tough sometimes and tender at others, it is typically the Thinkers who pride themselves on their ability to remain dispas sionate and firm in their actions.
But it's impor tant to make the distinction that if the issue is a personal one, or the people involved are loved ones, Thinkers will often claim they are just as ten derhearted as the next person. And Feelers, usually quick to claim tenderhearted as the more apt de scription, can be surprisingly tough and unyield ing when it comes to their personal convictions.
Rachel and Suzanne, two Feelers, held opposite. Feelers tend to be hurt more easily and more frequently, and Thinkers are often sur prised and confused to learn they were responsible for making it happen. Thinkers also pride themselves on their ability to rule fairly in disputes. They are keen on the principle of one standard or rule, applied fairly. They were equally passionate, equally unwill ing to compromise their beliefs.
A friend commented that no one would ever believe it, but the two women had been best mends in college. But the aborton debate had caused a rending of their friendship that would probably never be mended. Judging refers to an. Thinking and Feeling is the only dimension of Personality Type in which there appears to be a gender difference.
That is, in the American popu lation, roughly 50 percent are Thinkers and 50 per cent are Feelers, but of the Thinkers, about 65 percent are men, and of the Feelers, 65 percent are women. In addition to these biological influences on Type, the American culture overtly and subtly encourages males to act more Thinking and fe males to act more Feeling, which often imposes an unfair and unwelcome burden on Thinking women and Feeling men. Okay, you know the drill. Try to figure out which you are- a Thinker or a Feeler.
Then we will move on to describe the fourth and final type dimension. The reascn Judgers like to decide and Perceivers like to keep things open has to do with tension. Judger or Perceiver: Planning It or Winging It? The final type dimension describes the very differ ent ways people like to organize their world, and how they like to live their lives.
And, once again, we need to clarify the tenns. Being a Judger doesn't mean a person is necessarily judgmental, any more than being a Perceiver means a person is particu,. Since experiencing tension is uncomfortable, human beings naturally try to reduce their discom fort.
Judgers feel tension until an issue is decided, so they move to closure as soon as possible. This can take many forms, but usually involves making a judgment or decision about something. And usu ally the more important the decision, the stronger the need to resolve the issue quickly.
For example, when a Judger is invited to a concert, he experi ences an urge to decide. Whether or not he wants to go, he feels a need to make a decision.
And un less he has a lot of ambivalence about accepting, he usually feels relieved once things are settled. But Perceivers experience an opposite tension, for it is being forced to decide that causes them pressure and discomfort. Therefore, they alleviate the tension by not deciding, by keeping their op tions open as long as possible.
If a Perceiver were invited to the concert, unless she really wanted to go, she would likely feel uncomfortable deciding or making a commitment too far in advance. Af ter all, she would reason, something better might come along!
These are such opposite styles that judgers and Perceivers often miscommunicate. Because judgers are more definitive about everything, they tend to speak with authority.
During a discussion, a judger tends to hear decisions being made, even if they have not been. Conversely, since Perceivers are more equivocal about everything, they may even hear firm plans as undecided, as if they were only options being considered.
Since their desire is for closure, Judgers generally require less information to make decisions than do Perceivers. A scene played out every day at lunch counters across the country illustrates this point. Robert scowls and his stomach growls. Even after Alex finally chooses the turkey club, and the waiter walks away. Conversely, they can find it disconcert ing when plans are changed unexpectedly.
Planning a vacation together became a torturous exercise for new friends, Lucy and Jean. Since Lucy had won a trip for two to the Caribbean, the desti nation was never at issue. But Lucy's clear prefer ence for Judging and Jean's equally clear preference for Perceiving became obvious early on when Lucy surprised Jean with a detailed itinerary for the entire week.
Not only was there a plan for each of the seven days, but she had even included times when they would eat swim, and shop. Jean was shocked. Although Lucy didn't present her plan as a take-it-or-leave-it proposition, jean had imagined a very different scenario. Since she would be visiting a place she'd never been, she was eager.
It's lunch time and Robert and Alex are deciding what to order. Robert, a Judger, looks over the menu quickly, decides on a tuna salad on wheat toast with iced tea-the same lunch he has on most trips to this diner.
After several minutes, the waiter appears to take their order, but Alex is still looking. He asks the waiter a series of questions re garding how lean the roast beef is today, whether the soup has a chicken or beef stock base, and if the chicken salad is made with white meat or dark Still. She had pictured herself wandering the winding streets leisurely, shopping and sightseeing, and just letting herself be swept along by the natural rhythm of the island.
She craved the freedom to respond spontaneously to whatever new adventure. The more she thought about having her time so planned out and controlled, the more uncomfortable she got. Happily, Lucy and jean were able to discuss their personality differences and very different expecta tions and arrive at some creative compromises,. This arrange ment allowed each to have the kind of experience they desired.
Lucy and Jean's story also illustrates how differ ent Judgers and Perceivers are with regard to order and structure. Judgers are usually more comfortable with the notion of rules and place high importance on following them, while Perceivers view rules as unwanted restrictions on their freedom and their abiliry to be spontaneous. Perceivers are more naturally inclined to rebel against, or at least question, authority and often feel it's better to ask someone to pardon their behavior- after the fact-than to risk asking for, and being denied, permission beforehand.
Everyone likes to be in charge of himself or her self. But the strength of the need for control over others and situations is often significantly different fot Judgers and Perceivers.
Because they like things settled, Judgers are less patient waiting for things to happen by themselves, and more apt to step in and take charge. Whether in small things, such as rearranging the chairs in a room to make a meet ing more functional, or in large things, such as en. It is important to reiterate that neither style is better than the other. Rather, each has strengths the other doesn't, and often envies. For example, many judgers admire Perceivers' ability to stay open, see both sides of an issue, be spontaneous, shift gears quickly, and not take themselves too seriously.
Many Perceivers ad mire Judgers' ability to make quick decisions, be or ganized and productive, fulfill their responsibilities, and set and reach their goals. But no matter which is our natural preference, the great majority of us have good access to our other side. This helps us become competent individuals.
But occasionally, we encounter people who do not have this balance. If they are Judgers, they may be rigid, inflexible, and incapable of compromise- And Perceivers without the balancing attributes of Judging may be so indecisive that they procrastinate their lives away and never accomplish anything meaningful.
It is widely assumed that President Bill Clinton is a Perceiver. In fact, he has such a reputation among the Washington press corps for being late, he inspired a new expression: Time"- which means "about an hour after he was supposed to be somewhere. Judgers often plan their lives in fifteen-, thirty, and sixty-minute increments. Since they have such a strong inclination toward productivity, they view time as an essential tool to accomplish their goals: And above all, they don't waste time!
Perceivers view time as somewhat of a renew able resource, something of which there iB almost. In fact, they arc fond of saying: Clearly, courses offered to help people manage their time better were designed for Perceivers by Judgers. And although many Perceivers sign up for such sessions with the best intentions, they often find the methods and techniques are too un comfortable, limiting, and boring to create a per manent change in their behavior.
For Judgers, deadlines are for the most part, helpful, honored, and strictly observed. But for Perceivers, deadlines are sort of like an alarm clock going off, a signal that now it's time to get started. But eight o'clock general time could be eight o'clock, nine o'clock, or basically whenever the general feels like showing up! While judgers are more likely to be punctual than Perceivers, this is not because Perceivers arc any less conscientious about their obligations.
It's simply that they lose track of time so easily because they are busy experiencing and perceiving the mo mcnt as part of a process. This is in contrast to Judgers, who are more focused on the product and often view the time it takes to do something almost as a necessary evil- an obstacle to getting to the rewards of finishing a task.
In fact, many Judgers. Most Judgers arc usually well organized, espe cially compared to Perceivers. And no one is accusing you ofbeing a bad person if you admit to having trouble being organized! But it is an important difference between Judgers and Perceivers, and therefore helpful to explore. The reason Judgers and Perceivers differ in these. Although job sharing worked out well financially.
Ruth, a judger, kept the desk in a predictably neat and orderly way. She liked to work on one project at a time until it was completed, and at the end of her shift, she typically tidied up. She would then place her ''to do" list- all items duly checked off upon their completion- in her designated drawer.
And she didn't seem to have a problem storing all her files in the filing cabinet as signed to her. At the end of her shift. Doreen's style was quite different. In fact, she had long ago outgrown her one filing cabinet. While Ruth resented this intrusion on her space, it was the desk problem that irked her the most. For not only had Doreen appropriated the only two other pieces offurniture in their office for her additional filing space, but she would also often leave piles of file folders on the desk at the end of her shift.
So annoying had this practice become that Ruth threatened to end the job-sharing arrangement In considering this dilemma. Ruth, the judger, makes more and quicker decisions. When a memo announcing a pro fessional conference three months hence arrives on her desk, her normal response is to look it over and decide a course of action.
If she wants to attend, she will send it to her boss with a request for fund ing. If she doesn't want to, but thinks it might benefit a coworker, she will pass it along. And if she consid ers it worthless, she'll simply discard it In any event. Doreen, being the strong Perceiver she is, handles the same situation very differently. Her reasoning goes something like this: Who knows what I'll be doing then, whether I'll want to go, be able to make the time, or have.
I'll put it over here. It must be clear that in her drive to keep her op tions open, Doreen simply has not made a decision, hence the need to hold on to yet another piece of paper. An interesting addendum: Per ceivers often make decisions by default- that is, after a deapline has come and gone. At that point. A compounding reason that Perceivers often have more paper than Judgers is that Perceivers. Perceivers tend to be pack rats. Conversely, judgers often take the position: Sometimes we describe judgers as having more of a work ethic and Perceivers as having more of a play ethic.
By this we mean that judgers often feel compelled to finish their work before they play or relax, while Perceivers are often comfortable defer ring work until after they enjoy some compel ling experience. Whereas judgers often derive their greatest satisfaction from completing a task, for Perceivers, enjoying what they are doing is of ten equally important. This is not meant to suggest that judgers are conscientious and Perceivers are lazy. The difference between judgers' work ethic and Perceivers' play ethic is often reflected in their at titudes about taking time off from work, and how they spend the time when they do.
Taking a "men tal health day" is definitely a Perceiver concept, sort of the grown-up version of playing hooky. In general, judgers are loath to take time off from work to begin with, frequently accumulating more vacation time than they will actually use. And on those rare occasions when judgers do take a day off not a scheduled vacation or a bona fide sick day , you'll seldom find them lying on the couch watching television.
More likely, they will use the time to do all those chores they've been meaning to, like cleaning out the attic, washing the win dows, or painting the porch. The idea of just hang ing around makes them uncomfortable because they aren't being productive. Perceivers, on the other hand, are more naturally inclined to follow the admonition of the character played by Robin Williams in the movie Dead Poet's Society and "seize the day!
You now have a good idea of whether you are a ] udger or a Perceiver. J Judger. At this point, we'd like you to go back and review your guess for each of the four prefer ences, and record them in the spaces below.
In fact, we encourage you to think of all your choices only as "best,guess estimates. Eor I from page Please note that all the preferences are abbreviated by their first letter E for Extra vert, S for Sensor, etc. This is because the let ter I is used to abbreviate Introvert, and it would be too confusing to have two preferences abbrevi ated by the same letter.
One last point before moving on to Chapter 2. The word synergy is roughly defined to mean that the total of something is greater than just the sum ofits parts. And this is certainly true ofType. From our experience, it is virtually impossible to understand Type without first learning about the individual components, or preferences, that make up a type. But keep in mind that as important as the individ ual preferences are, it is the whole type, the partic ular combination of preferences, and the way they interact with each other that enables Type to pro vide such incredibly useful insights about people.
For example, there are eight Extraverted types. But since no one is just an Extravert, each person's other three preferences play a huge role in influ encing his or her behavior. In other words, people who are ISTJs and people who are INFPs are both Introverts, but since their other three letters are opposite, they are very different types of people.
While this may not seem terribly significant at this moment, it will soon become apparent how important it is in understanding the obvious and subtle differ ences between the sixteen types. And this un derstanding is essential if you are to learn how to SpeedRead people accurately.
So, on to Chapter 2 to determine your one and only personality type! Very shortly you will begin the process of "verify ing" your type, that is, deciding which of the six teen types describes you best. To help you do this, and to increase your basic understanding ofType, there is one more important concept you need to.
Each type's pattern also iden tifies which parts of one's type are the least favored and least developed. When we say naturally fa vored, we don't mean to imply that people make a conscious choice to lead with a certain preference. Remember, this is an unconscious, involuntary predisposition.
And since all people of one type share the same hierarchy, once you know a person's type, you will have a very good idea as to his or her innate strengths and weaknesses. For example, most Sensors are practical, realis tic, and detail oriented. However, they are also of ten limited in their ability to see the big picture or see possibilities that don't currently exist because their Intuition is not well developed.
Conversely, most lntuitives easily see patterns, possibilities, and implications, but due to their les. While Thinkers are usually logical, analytical, and objective, their "inferior" Feeling can result in their inability to deal sensitively with others, or to be in touch with their own values. And Feelers, whose talents lie in understanding, empathizing, and communicating with others, may well lack ob jectivity and take things far too personally to make good decisions.
A few more things you need to know: By defini tion, there are four possible parts of each person's type that make up their hierarchy, and they are al ways only what are called the "functions": Sensing or Intuition, Thinking or Feeling. The hierarchy does not involve Extraversion or Introversion, Judging or Perceiving-which are called attitudes or orientations, and are represented by the first and last letters in a type. The order of importance of these four functions is different fot each type.
In other words, for one type, Intuition may be the greatest strength. In an other type, Sensing might be the strongest. Like wise, Thinking is the most important for some types, while Feeling is for others. And each of the four functions has a different role to play. The second in com mand or "Second," for short, is also reflected in the letters of a person's type. The important job of. A Guide to the Development and U. There is also what we call the "Third" function, which, in most people, does not begin to develop in earnest until around midlife.
In young people, because it is so undeveloped, it is often more of a weakness than a strength, but as people mature, it can become an important ally.
Finally, there is the least-developed function or "Least," for short. In each type's pattern, the Least is the opposite of the Lead. Since the Lead is the most developed, the most trusted of the functions, the Least is the least developed and least trustworthy. It is the person's Achilles' heel- that part which, when used, tends to cause the most frustration and stress. Unfortu nately, many adults never adequately develop their Least.
And for those who do, the process doesn't usually happen until late in one's fifties. You may find the following metaphor useful; it is commonly used to help people understand the idea of the type hierarchy.
Picture a family of four taking a car trip. In the front seat there are two adults, and in the back are two children -one about ten years old, the other only three. Think of the Lead as the adult driving, and the Second as the other adult doing the navi gating.
Think of the ten-year-old as the Third, and the three-year-old as the Least. Clearly, you want the Lead to be in charge somebody has to drive! But you still have to pay attention to the kids the third and Least in the back seat- to break up lights, stop to go to the bathroom, etc.
We all operate at our best.
Sensing Perceivers or "Experiencers": Intuitive Feelers or "Idealists". But occasionally, due to stress or other factors, we are forced to operate out of our less preferred func tions. When this happens- especially when we use our Least- it's as if the three-year-old sud denly jumped over the seat and started driving the car, often with predictably disastrous results! We have developed a chart that ranks the most- to least-favored functions see page While you are welcome to look it over now, it will be most valuable as a tool for helping you verify your type, and, later on, as a reference for.
From reading about and estimating your type pref erences in Chapter 1, you probably have already identified your type. All you need to do now is to confirm, or "verify," it. Or you may be confident that you've identified two or three preferences that describe it but are still unclear about the re maining one s.
Or, perhaps, you are still unclear about any of your preferences, though this is very unlikely. But if you do fall in this last group, please don't worry about it!
There are several good rea sons why, for some people, it rakes a little longer. An excellenr book that deals in depth with the effecQ. Verifying your type is really an exercise in the process of elimination.
It's always best to start with those preferences you feel most sure about. For ex ample, suppose you are quite sure you are an Extra vert, Intuitive, and Thinker, but are unclear if you are a judger or a Perceiver. You would begin by reading two profiles: Although these two types share a lot in common, they are also very different in significant ways. In all likeli hood, after reading these two profiles, you will de cide that one is your "true" type.
Does that mean that every word in the profile will sound exactly like you? No, because as we've said before, every person is unique.
However, when you read "your". Speaking of m1e types, people will often ask: It seems there are times when I'm more like this one, and other times I'm more like that one. But back to the verifying process. Again, sup pose you are clear about three preferences: Introversion, Thinking, and judging, but are not clear if you are a Sensor or an Intuitive.
ISTJ and! If you are still unclear, you might find that rereading the sections which describe Sensing and Intuition will clarify the issue for you.
Another way to help verify a type is by using the Most- to Least-Favored Functions chart. Suppose you are clear about your preferences for Extraver sion, Intuition, and judging, but unclear whether you're a Thinker or a Feeler. Since these two types are so ditrerent, this may confirm for you which is your true type. One profile will certainly sound a lot more like you.
An important thing to keep in mind while go ing through this verification process: In our experience. Remembering that all types are equally valuable, and that no matter what type you tum out to be is fine, usually results in people saying: Suppose you. This would mean you are unsure of both middle letters.
Beginning with. And because these types are so different from each other, you will al most certainly be able to quickly eliminate one or two from consideration. Then you have reduced the potential types down to just two: And again, while these types have a lot in com mon the Lead is Thinking, for example , they are also different in some significant ways. What do you do if you've reread the appropriate sections and several profiles and still arerit sure of your type?
First of all, dorit panic! Let us assure you that you do have a type, and you will find it. But rather than be distracted by the fact that you haven't found it yet, we suggest you pick the clos est one you can and consider that "a working hy pothesis," recognizing that as you learn more about. Type in the coming chapters, you are very likely either to confirm your hypothesis or to find your true type. It is important to remain open to the process and realize that your efforts will pay off eventually.
Reviewing the Profiles The descriptions in the Verifying Profiles are, by necessity, somewhat generic. That is, they de. Obviously, not every word in a profile will accurately describe you. For, as we've said before, every person is unique, and although ten people of the same type will have a tremendous amount in common, none will be identical.
So you need to look for patterns of similarities. Some people find a second opinion helpful and ask a spouse or close friend to read their profile, or a profile they think may fit them.
This may be a good idea, especially if you can't decide between two or more types. After all, few of us are totally objective when it comes to ourselves. One last point. The profiles discuss each type's natural strengths and potential blind spots. It is of ten easier to notice and acknowledge our strengths than our weaknesses. Therefore, if you find the strengths sound a lot like you, but the blind spots do not, then either you have not yet found your true type or you may be unwilling to own up to your potential weaknesses.
If you fall into the! So on to verify your type! These percentages were developed by Dr. Charles K. Extraverted, Sensing. Thinking, Judging Estimated w be between 12 and 15 percent of the American population. ESTJs are the consummate project managers. Re gardless of the nature of the task to be accom plished or whether they do it as part of their job or for fun, these Lead Thinkers are talented at realis tically sizing up a situation, setting goals, deter mining available resources, and organizing and supervising the personnel to make sure the job gets done correctly, always in the most efficient manner.
Logical and analytical, ESTJs are natural leaders and quick decision makers. Their serious, no-nonsense approach to life inspires confidence and trust from the people they work and live with. Respected for their objectivity and fairness, ESTJs live by a code that includes working hard and be having honorably and ethically. They are seldom accused of playing favorites or acting capriciously.
Thoroughly committed to the organizations they belong to, they are willing to take on difficult as signments and make the tough decisions for the good of the organization. But when they do, it is because they are not very tuned in to the emotional side of people, and, conse quently, they may not consider how people feel about an issue patticularly relevant to the decision making process. Although they are often outgoing and friendly, ESTJs are highly competitive, have a.
What hasnt changed is the power of Personality Type to help people achieve job satisfaction. This fifth edition is especially useful for millennials and for baby boomers experiencing midlife career switches. The book leads readers step-by-step through the process of determining and verifying Click This Link To Download https: SlideShare Explore Search You.
Submit Search. Successfully reported this slideshow. We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime. Upcoming SlideShare. Like this presentation? Why not share! An annual anal Embed Size px. Start on. Show related SlideShares at end. WordPress Shortcode. Published in: Full Name Comment goes here. Are you sure you want to Yes No.
Be the first to like this. No Downloads. Views Total views. Actions Shares.