MBTI® explains personality differences that are the source of much misunderstanding in the workplace

Ever noticed how some people are just natural communicators and seem very comfortable when making presentations? What about those who seem to be shy or bored at meetings and don’t bring any ideas to the table, only to surprise you later with a long e-mail full of them?

And what about the open-plan environment? Have you noticed how some people think out loud and don’t seem to keep any thoughts to themselves whilst others work away quietly? How some people feel energised by their surroundings (the busier the better), whilst others seem overwhelmed by it?

Why can some people make “cold” decisions and not look back, whilst others find it extremely hard to make decisions for fear of hurting others? And what about change? How many of us are genuinely welcome to change and how many of us resist it because of the uncertainty it entails?

These are just a few examples of personality differences that can be the source of much misunderstanding in the workplace and thankfully the psychometric tool ‘MBTI®’ (Myers Briggs Type Inventory) demonstrates how these differences come about, helping one gain a better understanding of themselves and others.

What exactly is the MBTI®?

The MBTI® is a self-report questionnaire (also referred to as “inventory” or “assessment”) that was first developed by an American lady named Katharine Briggs and her daughter, Isabel Briggs Myers, over 70 years ago. They applied Carl Jung’s theory of personality types, to build an assessment tool that would help people understand and value, individual differences.

Since then, there has been extensive research into the MBTI® questionnaire – 20 years before it was published and over 50 years since, providing strong support for its reliability (refers to the extent to which a measurement produces consistent results) and validity (shows whether an instrument measures, what it is intended to measure).

It consists of almost 90 items that include multiple-choice questions and word pairs and for each one, there are two answers to choose from. There are no ‘right’ or ‘wrong’ answers and this is usually the case for personality assessments, as they do not measure ability or predict performance – hence why they are mostly used for developmental purposes, rather than selection purposes. The MBTI® tool specifically, is not meant to be used as part of a hiring process. Nor for assigning people to specific roles or functions within an organisation. It is used for individual, group and organisational development and some aspects of behaviour (e.g. response to change, leadership style, communication style, reaction to stress etc.) can be looked at in more detail, depending on the needs of the client.

Hence there are many different reports that can be derived from the MBTI® questionnaire but overall, the aim is to show you how your personality type is distinct from other types and how it influences the way you perceive information, interact with others and make decisions.

The Different Personality Types of MBTI®

The MBTI® looks at personality “preferences” – behaviours that come more naturally to you, just like writing with a particular hand does. These personality preferences are segregated into four categories, with each category composed of 2 opposite poles:

Extraversion (E) vs Introversion (I)

This looks at where you prefer to focus your attention and what energizes you (fills your batteries so to speak). Is it by focusing on the outside world, interacting with people and taking action, or by spending time alone and reflecting on ideas, memories, and experiences?

Sensing (S) vs Intuition (N)

This looks at how you prefer to collect information. Is it by focusing on your immediate environment and relying on what you perceive using your five senses or by seeing the big picture and focusing on patterns, meaning, and connections?

Thinking (T) vs Feeling (F)

This looks at how you make decisions and come to conclusions. Do you look for the logically correct solution or focus more on what’s important to the people involved and make decisions based on your values?

Judging (J) vs Perceiving (P)

This looks at how you approach your environment. Do you like things to be planned, structured and clearly regulated or do you prefer things to be open and flexible, allowing for spontaneity?

There are 16 possible combinations of the above MBTI® preferences, leading to 16 different personality types and a four-letter code is used as a shorthand for indicating each personality type (e.g. ISFJ ꓿ Introversion, Sensing, Feeling, Judging) .

All Personality Types are valuable!

As mentioned earlier, there is no right or wrong to these personality types. All of them are valuable in some way or another and in both personal and professional development, one is encouraged to work on developing their opposite preferences as well, to help them in situations that require certain behaviours, more than others. For example, someone with a preference for ‘Introversion’ might require more energy, to be good at public speaking or networking, but they can be just as good as someone with a preference for ‘Extraversion’. It may not come as naturally or feel as comfortable, but the end result could be the same. The point is for individuals to be flexible and learn to engage in behaviours outside of their preference when a particular situation calls for it.

With regards to understanding others on the basis of their personality type, it should be mentioned that people with the same personality type won’t necessarily behave or think in exactly the same way, in all areas and situations. Personality is also influenced by the environment (family, work, culture etc.).

Who uses the MBTI® tool?

The MBTI® tool is most often used by human resources professionals, organisational development professionals, coaches, consultants, career counsellors and educators. However, for them to do so, they must first become certified as MBTI® Practitioners. An MBTI® Practitioner can then administer and provide feedback on reports that are derived from the MBTI® questionnaire and these reports cover areas such as team building, communication style, leadership, conflict resolution, stress management, managing change, career development etc. Potential blind spots or strengths which are identified, can then be further looked into with a trained professional (e.g. an accredited Coach), to explore opportunities for growth and development.

Ultimately, the purpose is to help one on their journey to personal and professional fulfilment and the MBTI® is without a doubt a very effective tool, given the insight it provides. 

It is no wonder that it is currently used by millions of people worldwide, in businesses (including many Fortune 500 Companies), government agencies, universities, colleges, schools, charities and sports teams. It fosters self-awareness and self-acceptance, as well as appreciation of others - which in turn encourages cooperation. What more do you need in the workplace, eh? 😉

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References

1. Introduction to Myers-Briggs® Type (Isabel Briggs Myers; 7th edition)

2. Introduction to Type and Coaching (S. K. Hirsh, J. A. G. Kise; 2nd edition, 2011).

3. MBTI® Manual – A Guide to the Development and Use of the Myers-Briggs Type Indicator® Instrument (I. Briggs Myers, M. H. McCaulley, N. L. Quenk, A. L. Hammer; 3rd edition, 2003).

4. Myers-Briggs Type Indicator® (MBTI®) - A positive framework for life-long people development

https://www.themyersbriggs.com/en-US/Products-and-Services/Myers-Briggs

5. MBTI® facts - Answering your questions about the Myers-Briggs Type Indicator®

https://ap.themyersbriggs.com/themyersbriggs-mbti-facts.aspx

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