MBTI Step II
The Myers Briggs Type Indicator or Personality Inventory is probably the best known psychometric instrument in the world. It has become the key resource in Leadership Development work and is the preferred diagnostic tool of the widely respected US Centre for Creative Leadership.
Developed originally in theoretical form in the early years of this century by the Swiss psychoanalyst, Carl Jung(1875-1968) - one time colleague of Sigmund Freud, it was further adapted between 1923 and 1941 by Katherine Briggs(d.1968) and subsequently her daughter Isabel Myers(d.1980). Between 1942 and 1956 the Indicator became an instrument which could be used on a more general basis for personality profiling.
It has been the subject of over 4000 research papers and is taken as a Personality Profile indicator by over 3 million people a year worldwide.
More has been written about the MBTI almost certainly than all other similar or derived instruments put together.
MBTI (Step 1) addresses four different types identified by Jung and the Myers Briggs team. It assesses our preferences for energising ourselves, acquiring information, acting on this and finally how we operate in terms of lifestyle.
Jung saw these 8 preferences as bipolar scales (or dichotomies):
- Extrovert(E) vs Introvert(I)
- Sensing(S) vs Intuition(N)
- Thinking(T) vs Feeling(F)
- Judging(J) vs Perceiving(P)
After much research across different cultures, he was convinced that they were genetic and so, if they could be accurately identified, they would give tremendous insight into a person’s basic and unalterable character. Clearly this has major implications both for awareness of self and of others and is invaluable in developing team harmony.
Recognition and leveraging of known differences and preferences between individuals can have powerful implications.
Marks and Spencer has used Myers Briggs (Step 1) as a base diagnostic for leadership and team development in many areas of the business.
MBTI (Step 2) goes further in identifying five additional sub factors for each preference. This work was done by Myers’ son, Peter and a psychometrician called David Saunders who had worked with Myers for 25 years. They named these factors Facet Scales. For the main preference of Thinking, the Sub-Facets are Logical, Reasonable, Questioning, Critical and Tough. What this does is to provide extra clarity and allow for ambiguity. Eg it is possible to have the opposite preference to Thinking, namely Feeling, but be Critical as well.
Similarly one might be an Intimate Extrovert.
The more rigid perceived definitions of Step 1 acquire more depth and what at first sight may appear to be a clear difference between individual Types can reveal closer behavioural links.
MBTI(Step 2)allows for greater subtleties in interpreting results and is less prescriptive than MBTI(Step 1). However by its nature it is more complex to appreciate and requires skilled and experienced debriefing.
The MBTI instrument can only be administered by rigorously trained specialist practitioners, who have undergone an intensive 6 day course with Oxford Psychologists Press(OPP), the exclusive European licencee of the product.
All MBTI practitioners are listed on a Register, abide by the British Psychological Society code of conduct in giving any person profiled a full feedback report and only they have access to MBTI written materials or the online facility introduced in 2005.
Back to Diagnostic tools for Leadership.
MBTI Step II
The Myers Briggs Type Indicator or Personality Inventory is probably the best known psychometric instrument in the world. It has become the key resource in Leadership Development work and is the preferred diagnostic tool of the widely respected US Centre for Creative Leadership.
Developed originally in theoretical form in the early years of this century by the Swiss psychoanalyst, Carl Jung(1875-1968) - one time colleague of Sigmund Freud, it was further adapted between 1923 and 1941 by Katherine Briggs(d.1968) and subsequently her daughter Isabel Myers(d.1980). Between 1942 and 1956 the Indicator became an instrument which could be used on a more general basis for personality profiling.
It has been the subject of over 4000 research papers and is taken as a Personality Profile indicator by over 3 million people a year worldwide.
More has been written about the MBTI almost certainly than all other similar or derived instruments put together.
MBTI (Step 1) addresses four different types identified by Jung and the Myers Briggs team. It assesses our preferences for energising ourselves, acquiring information, acting on this and finally how we operate in terms of lifestyle.
Jung saw these 8 preferences as bipolar scales (or dichotomies):
- Extrovert(E) vs Introvert(I)
- Sensing(S) vs Intuition(N)
- Thinking(T) vs Feeling(F)
- Judging(J) vs Perceiving(P)
After much research across different cultures, he was convinced that they were genetic and so, if they could be accurately identified, they would give tremendous insight into a person’s basic and unalterable character. Clearly this has major implications both for awareness of self and of others and is invaluable in developing team harmony.
Recognition and leveraging of known differences and preferences between individuals can have powerful implications.
Marks and Spencer has used Myers Briggs (Step 1) as a base diagnostic for leadership and team development in many areas of the business.
MBTI (Step 2) goes further in identifying five additional sub factors for each preference. This work was done by Myers’ son, Peter and a psychometrician called David Saunders who had worked with Myers for 25 years. They named these factors Facet Scales. For the main preference of Thinking, the Sub-Facets are Logical, Reasonable, Questioning, Critical and Tough. What this does is to provide extra clarity and allow for ambiguity. Eg it is possible to have the opposite preference to Thinking, namely Feeling, but be Critical as well.
Similarly one might be an Intimate Extrovert.
The more rigid perceived definitions of Step 1 acquire more depth and what at first sight may appear to be a clear difference between individual Types can reveal closer behavioural links.
MBTI(Step 2)allows for greater subtleties in interpreting results and is less prescriptive than MBTI(Step 1). However by its nature it is more complex to appreciate and requires skilled and experienced debriefing.
The MBTI instrument can only be administered by rigorously trained specialist practitioners, who have undergone an intensive 6 day course with Oxford Psychologists Press(OPP), the exclusive European licencee of the product.
All MBTI practitioners are listed on a Register, abide by the British Psychological Society code of conduct in giving any person profiled a full feedback report and only they have access to MBTI written materials or the online facility introduced in 2005.
Back to Diagnostic tools for Leadership.