MYERS-BRIGGS TYPE INDICATOR ®                                                                                             ...
MBTI ® STEP II ™ INTERPRETIVE REPORT                  2                                       ISTP—MARIA KELLYThe MBTI ® P...
MBTI ® STEP II ™ INTERPRETIVE REPORT                             3                                                ISTP—MAR...
MBTI ® STEP II ™ INTERPRETIVE REPORT                 4                                    ISTP—MARIA KELLYYour Step II ™ F...
MBTI ® STEP II ™ INTERPRETIVE REPORT                                 5                                                 IST...
MBTI ® STEP II ™ INTERPRETIVE REPORT                                          6                                           ...
MBTI ® STEP II ™ INTERPRETIVE REPORT                                     7                                                ...
MBTI ® STEP II ™ INTERPRETIVE REPORT                                        8                                             ...
MBTI ® STEP II ™ INTERPRETIVE REPORT                  9                                  ISTP—MARIA KELLYApplying Step II ...
MBTI ® STEP II ™ INTERPRETIVE REPORT                     10                                          ISTP—MARIA KELLYApply...
MBTI ® STEP II ™ INTERPRETIVE REPORT                 11                                   ISTP—MARIA KELLYApplying Step II...
MBTI ® STEP II ™ INTERPRETIVE REPORT                  12                                  ISTP—MARIA KELLYApplying Step II...
MBTI ® STEP II ™ INTERPRETIVE REPORT                   13                                 ISTP—MARIA KELLYHow the Parts of...
MBTI ® STEP II ™ INTERPRETIVE REPORT                   14                                     ISTP—MARIA KELLYUSING YOUR T...
MBTI ® STEP II ™ INTERPRETIVE REPORT                  15                                    ISTP—MARIA KELLYIntegrating St...
MBTI ® STEP II ™ INTERPRETIVE REPORT                                16                                       ISTP—MARIA KE...
MBTI ® STEP II ™ INTERPRETIVE REPORT                           17                                                         ...
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Mbti, Maria Kelly

  1. 1. MYERS-BRIGGS TYPE INDICATOR ® STEP II TM Interpretive Report by Naomi L. Quenk, Ph.D., and Jean M. Kummerow, Ph.D. Report prepared for MARIA KELLY May 18, 2010 CPP, Inc. | 800-624-1765 | Myers-Briggs Type Indicator ® Step II TM (Form Q) Interpretive Report Copyright 2001, 2003 by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Step II, and the MBTI logo are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a registered trademark of CPP, Inc.
  2. 2. MBTI ® STEP II ™ INTERPRETIVE REPORT 2 ISTP—MARIA KELLYThe MBTI ® Personality AssessmentThis Step II™ report is an in-depth, personalized description of your personality preferences, derived fromyour answers to the Myers-Briggs Type Indicator® (Form Q) instrument. It includes your Step I™ results(your four-letter type), along with your Step II results, which show some of the unique ways that youexpress your Step I type.The MBTI® instrument was developed by Isabel Myers and Katharine Briggs as an application of CarlJung’s theory of psychological types. This theory suggests that we have opposite ways of gaining energy(Extraversion or Introversion), gathering or becoming aware of information (Sensing or Intuition), decidingor coming to a conclusion about that information (Thinking or Feeling), and dealing with the worldaround us (Judging or Perceiving). If you prefer Extraversion, you focus If you prefer Introversion, you focus on the on the outside world to get energy through inner world and get energy through reflecting on interacting with people and/or doing things. information, ideas, and/or concepts. If you prefer Sensing, you notice and trust If you prefer Intuition, you attend to and trust facts, details, and present realities. interrelationships, theories, and future possibilities. If you prefer Thinking, you make If you prefer Feeling, you make decisions to decisions using logical, objective analysis. create harmony by applying person-centered values. If you prefer Judging, you tend to be If you prefer Perceiving, you tend to be organized and orderly and to make decisions flexible and adaptable and to keep your options quickly. open as long as possible.It is assumed that you use each of these eight parts of your personality but prefer one in each area, justas you have a natural preference for using one hand rather than the other. No preference pole is better ormore desirable than its opposite.The MBTI instrument is not a measure of your skills or abilities in any area. Rather it is a way to help youbecome aware of your particular style and to better understand and appreciate the helpful ways thatpeople differ from one another.YOUR REPORT CONTAINS Your Step I™ Results Your Step II™ Facet Results Applying Step II™ Results to Communicating Applying Step II™ Results to Making Decisions Applying Step II™ Results to Managing Change Applying Step II™ Results to Managing Conflict How the Parts of Your Personality Work Together Integrating Step I™ and Step II™ Information Using Type to Gain Understanding Overview of Your Results
  3. 3. MBTI ® STEP II ™ INTERPRETIVE REPORT 3 ISTP—MARIA KELLYYour Step I ™ ResultsThe graph below and the paragraphs that follow it provide information about the personality type youreported. Each of the four preferences you indicated is shown by a bar on that side. The longer the bar,the more clearly you have expressed that preference. CLARITY OF PREFERENCES Very Very Clear Clear Moderate Slight Moderate Clear Clear EXTRAVERSION (E) (I) INTROVERSION SENSING (S) (N) INTUITION THINKING (T) (F) FEELING JUDGING (J) (P) PERCEIVING 30 25 20 15 10 5 0 5 10 15 20 25 30 Your type came out to be ISTP (Introversion, Sensing, Thinking, Perceiving)ISTPs are typically logical, analytical, and objectively critical. They are likely to be convinced only byreasoning based on solid facts. They judge the realities of the situation and how much effort they needto expend to get the job done. They enjoy finding shortcuts.Keenly observing their environment, ISTPs are likely to have a firm grasp of any situation, including itsunique characteristics. They are quietly curious and often pay attention to how and why things work.Thus they often enjoy technical or mechanical activities.Although they like to structure facts and data for their own purposes, ISTPs prefer not to organizesituations or people. They are quite comfortable adapting to situations as needed as long as what theyare asked to do makes logical sense.ISTPs may be quiet and reserved unless they are talking about a subject on which they have a storehouseof information. Then they are likely to bring forth many relevant facts.ISTPs are likely to be most satisfied in a work environment that values logic and adaptability. People cancount on them to notice what needs to be done and proceed in the simplest way possible without a lotof fuss.DOES THIS TYPE FIT YOU?Note the parts of the previous description that fit you and any that don’t. Your Step II results on the nextpages may help to clarify any areas that do not describe you well. If the Step I type you reported does notfit, your Step II results may help suggest a different type that is more accurate for you.
  4. 4. MBTI ® STEP II ™ INTERPRETIVE REPORT 4 ISTP—MARIA KELLYYour Step II ™ Facet ResultsYour personality is complex and dynamic. The Step II tool describes some of that complexity by showing yourresults on five different parts or facets of each of the MBTI instrument’s four pairs of opposite preferencesshown below. EXTRAVERSION (E) (I) INTROVERSION SENSING (S) (N) INTUITION Initiating Receiving Concrete Abstract Expressive Contained Realistic Imaginative Gregarious Intimate Practical Conceptual Active Reflective Experiential Theoretical Enthusiastic Quiet Traditional Original THINKING (T) (F) FEELING JUDGING (J) (P) PERCEIVING Logical Empathetic Systematic Casual Reasonable Compassionate Planful Open-Ended Questioning Accommodating Early Starting Pressure-Prompted Critical Accepting Scheduled Spontaneous Tough Tender Methodical EmergentIn reviewing your results, keep in mind that Each facet has two opposite poles. You are more likely to favor the pole that is on the same side as your overall preference (an in-preference result)—for example, the Initiating pole if you prefer Extraversion, or the Receiving pole if you prefer Introversion. For any particular facet, you might favor a pole that is opposite to your overall preference (an out-of- preference result) or show no clear preference for either pole (a midzone result). Knowing your preferences on these twenty facets can help you better understand your unique way of experiencing and expressing your type.HOW TO READ YOUR STEP II™ RESULTSThe next few pages give you information for each set of facets. Each page has a graph of your results onthe facets. The graph gives Brief definitions of the MBTI Step I preferences shown. The names of the five facet poles associated with each MBTI preference along with three descriptive words or phrases for each facet pole. A bar showing the pole you prefer or the midzone. The length of that bar shows how clearly you reported your preference for that pole. By looking at the graph, you can see whether your result on a facet is in-preference (scores of 2–5 on the same side as your preference), out-of-preference (scores of 2–5 on the side opposite your preference), or in the midzone (scores of 0 or 1).Below the graph are statements that describe the characteristics of each in-preference, out-of-preference,or midzone result. If a set of statements does not seem to fit, perhaps you would be better described bythe opposite pole or by the midzone. To understand an opposite facet pole, look at the three words orphrases that describe it on the graph.
  5. 5. MBTI ® STEP II ™ INTERPRETIVE REPORT 5 ISTP—MARIA KELLY EXTRAVERSION (E) (I) INTROVERSION Directing energy toward the outer Directing energy toward the inner world of people and objects world of experience and ideas Out-of-Preference Midzone In-Preference INITIATING RECEIVING Sociable, congenial, Reserved, low-key, introduce people are introduced EXPRESSIVE CONTAINED Demonstrative, easier to Controlled, harder to know, self-revealing know, private GREGARIOUS INTIMATE Want to belong, broad Seek intimacy, one-on-one, circle, join groups find individuals ACTIVE REFLECTIVE Interactive, want contact, Onlooker, prefer space, listen and speak read and write ENTHUSIASTIC QUIET Lively, energetic, Calm, enjoy solitude, seek spotlight seek background 5 4 3 2 1 0 1 2 3 4 5 Receiving (in-preference) Consider social obligations unimportant and leave Believe it is intrusive to set people up socially and them to others. don’t want others to do it for you. Prefer in-depth discussion about important issues; Find telephone calls to be unwelcome interruptions. hate small talk. Prefer to be alone when you do have to make phone May be seen by others as quiet and shy. calls, especially social calls. Contained (in-preference) Keep your feelings and interests to yourself; when Feel capable of solving problems on your own and you do open up, others take notice. prefer doing so. Are seen by others as hard to get to know because Find it very hard to discuss what upsets you, especially you process so much inside. when you are extremely distressed. Assume others will be uninterested in your thoughts. Intimate (in-preference) Would rather relate to a few significant others Respect others’ individuality and want the same than be in a large group. respect in turn. Draw sharp distinctions between friends and Need to trust people before sharing much about acquaintances. yourself. Seek in-depth involvement with individuals. Reflective (in-preference) Prefer detached observation and reflection over Can concentrate better on written material than active participation with the outer world. on someone talking. Learn and retain material better by reading it. Feel more secure writing down your ideas than giving an oral presentation. Quiet (in-preference) Prefer calm, serenity, even silence. Don’t feel the need to talk in a social situation. Are bothered by noisy circumstances and places. Find that your contributions are easily overlooked. Present yourself modestly and prefer to stay in the Have a calming effect on groups. background. Like being with other quiet people.
  6. 6. MBTI ® STEP II ™ INTERPRETIVE REPORT 6 ISTP—MARIA KELLY SENSING (S) (N) INTUITION Focusing on what can be Focusing on perceiving patterns perceived by the five senses and interrelationships In-Preference Midzone Out-of-Preference CONCRETE ABSTRACT Exact facts, literal, Figurative, symbolic, tangible intangible REALISTIC IMAGINATIVE Sensible, matter-of-fact, Resourceful, inventive, seek efficiency seek novelty PRACTICAL CONCEPTUAL Pragmatic, results- Scholarly, idea-oriented, oriented, applied intellectual EXPERIENTIAL THEORETICAL Hands-on, empirical, Seek patterns, hypothetical, trust experience trust theories TRADITIONAL ORIGINAL Conventional, customary, Unconventional, different, tried-and-true new and unusual 5 4 3 2 1 0 1 2 3 4 5 Concrete (in-preference) Are grounded in reality and trust the facts. Begin with what you know to be true, and have Interpret things literally. all the facts in order before moving on. Are cautious about making inferences. May be seen by others as resistant to change, May find it hard to see trends and link facts to although you may not see yourself that way. the bigger picture. Realistic (in-preference) Take pride in your common sense and ability to Appreciate direct experiences and tangible results. realistically appraise situations. Believe that good techniques lead to good results. Value efficiency, practicality, and cost-effectiveness. Are seen as matter-of-fact and sensible. Practical (in-preference) Find that applying ideas is more appealing than Are impatient listening to ideas if a practical use is the ideas themselves. not the end result. Need to see an idea’s application to understand it. Favor practical utility over intellectual curiosity. Experiential (in-preference) Learn best from direct, hands-on experience and Concentrate on what is happening now rather rely on it to guide you. than thinking about meanings and theories. Are careful not to generalize too much. May sometimes get stuck on details at the expense Focus more on the past and present than the future. of larger considerations. Traditional (in-preference) Identify strongly with what is familiar. Admire and support established institutions and Are comfortable with the tried-and-true because methods. it provides a precedent to follow. Are reluctant to change things that are working well. Enjoy participating in traditions at work and at home.
  7. 7. MBTI ® STEP II ™ INTERPRETIVE REPORT 7 ISTP—MARIA KELLY THINKING (T) (F) FEELING Basing conclusions on logical Basing conclusions on personal or social analysis with a focus on objectivity values with a focus on harmony In-Preference Midzone Out-of-Preference LOGICAL EMPATHETIC Impersonal, seek impartiality, Personal, seek harmony, objective analysis central values REASONABLE COMPASSIONATE Truthful, cause-and- Tactful, sympathetic, effect, apply principles loyal QUESTIONING ACCOMMODATING Precise, challenging, Approving, agreeable, want discussion want harmony CRITICAL ACCEPTING Skeptical, want proof, Tolerant, trusting, critique give praise TOUGH TENDER Firm, tough-minded, Gentle, tender-hearted, ends-oriented means-oriented 5 4 3 2 1 0 1 2 3 4 5 Logical (in-preference) Believe that logical analysis is best for decision Use hard data to make your decisions. making. Focus on cause and effect. Use sequential reasoning, with premises and Like to maintain clear boundaries between issues. defined rules, to reach consistent conclusions. Can easily identify the pros and cons of an issue. Reasonable (in-preference) Use reasoning to make decisions. Live your life logically, with premises leading to Approach situations as an impartial observer. conclusions. Are confident and clear about your objectives View situations objectively and analytically. and decisions. Accommodating (out-of-preference) Adopt a conciliatory approach as the best way to Tend to keep quiet if you disagree with others on accomplish important goals. subjects of little personal interest. Generally accept people and their ideas as they are. Will support a seemingly irrational behavior to Are not seen by others as oppositional. accommodate someone who is important to you. Accepting (out-of-preference) Welcome a broad range of ideas and approaches. Are modest about your own work and may be Appear to accept all ideas equally, not imposing reluctant to promote it over others’ ideas. your thoughts on others. Are seen as open, fair, and approachable, but some Prefer a participative management style. people may be confused about what you really think. Tender (out-of-preference) Are concerned with how people will react to a Want to handle others’ feelings the “right” way. decision that will hurt them. Think it is unfair to take advantage of people even Prefer using gentle persuasion and warm when you are in a stronger position. understanding to influence others.
  8. 8. MBTI ® STEP II ™ INTERPRETIVE REPORT 8 ISTP—MARIA KELLY JUDGING (J) (P) PERCEIVING Preferring decisiveness Preferring flexibility and closure and spontaneity Out-of-Preference Midzone In-Preference SYSTEMATIC CASUAL Orderly, structured, Relaxed, easygoing, dislike diversions welcome diversions PLANFUL OPEN-ENDED Future-focused, advance Present-focused, go with the planner, make firm plans flow, make flexible plans EARLY STARTING PRESSURE-PROMPTED Motivated by self-discipline, Motivated by pressure, bursts andsteady progress, late start stressful spurts, early start unstimulating SCHEDULED SPONTANEOUS Want routine, make lists, Want variety, enjoy the procedures help unexpected, procedures hinder METHODICAL EMERGENT Plan specific tasks, note Plunge in, let strategies subtasks, organized emerge, adaptable 5 4 3 2 1 0 1 2 3 4 5 Systematic–Casual (midzone) Like a general plan with some contingencies. Dislike distractions when involved in a project. Find too much detail in a plan inhibiting. Find that an advance plan permits comfortable Don’t mind interruptions if no agenda is in place. deviation because you can always return to the plan. Open-Ended (in-preference) Like to make plans on the spur of the moment, Regret commitments to binding engagements especially in your leisure activities. because they close you in. Feel that spontaneous plan-making happens almost Have long-range fantasies rather than long-range magically. plans. Prefer flexibility so activities can unfold. Pressure-Prompted (in-preference) Find that time pressures help you do better. Find your mind is working on an assigned task even Are easily bored when not doing something. though nothing is on paper. Enjoy juggling several tasks, moving quickly from Need to know just how late you can start to actually one to another. meet the deadline. Feel most creative under the pressure of a deadline Find that success using this approach depends on and like being taken by surprise. excellent timing and some planning skills. Spontaneous (in-preference) Enjoy freedom and openness to new experiences. Feel that routine interferes with your ability to Are at your best when free to work spontaneously. respond to unexpected opportunities. Are uncomfortable with routines and see them as Don’t like scheduling your creativity. constraints. Emergent (in-preference) Take an informal approach to task completion. Believe a solution will emerge regardless of where Plunge in without detailed plans. you start. Operate in a nonlinear way and are able to switch Like to wait, see what happens, and then “wing it.” positions in the middle of an argument.
  9. 9. MBTI ® STEP II ™ INTERPRETIVE REPORT 9 ISTP—MARIA KELLYApplying Step II ™ Results to CommunicatingAll aspects of your type influence how you communicate, especially as part of a team. Nine of the facetsare particularly relevant to communication. Your preferences for these nine facets along with tips forbetter communication appear below.In addition to the tips in the table, keep in mind that communication for every type includes Telling others what kind of information you need. Asking others what they need. Monitoring your impatience when other styles dominate. Realizing that others likely are not trying to annoy you when they use their own communication styles. Your Facet Communication Enhancing Result Style Communication Receiving Focus on the task to be done Consider that sometimes the task may rather than social expectations be better done when people know one about introducing people. another first. Contained Keep your thoughts and Recognize when it’s really important to say emotional reactions to yourself. how you feel and then speak accordingly. Reflective Like to communicate by reading Recognize that your message might not get and writing. across unless you’re willing to say it aloud. Quiet Experience your enthusiasms Be aware that others will think you are internally and don’t show them uninterested; selectively let people know to others. what really interests you. Concrete Talk about the here-and-now Be open to the inferences that can arise detail. from the details. Accommodating Seek to ensure harmony by Be aware that people may think you have being agreeable. no real opinions or that you’re hiding your real views; let them know what you care about. Accepting Take a naturally inclusive stance Be aware that others may be frustrated toward a broad range of views. by your refusal to favor one view over the others. Tender Try to win people over to your Accept that someone may get hurt; point of view. sometimes a win-win result is not possible. Emergent Communicate what to do next Try to accommodate those who need more when you are in the middle of pieces of the task up front. the task.
  10. 10. MBTI ® STEP II ™ INTERPRETIVE REPORT 10 ISTP—MARIA KELLYApplying Step II ™ Results to Making DecisionsEffective decisions require gathering information from a variety of perspectives and applying soundmethods of evaluating that information. The Step II facets give us specific ways to enhance our decisionmaking, especially those facets related to Sensing, Intuition, Thinking, and Feeling. Below are generalquestions associated with those facets. The facet poles you prefer are in bold italics. If you are in themidzone, neither pole is italicized. SENSING INTUITION Concrete: What do we know? How do we know it? Abstract: What else could this mean? Realistic: What are the real costs? Imaginative: What else can we come up with? Practical: Will it work? Conceptual: What other interesting ideas are there? Experiential: Can you show me how it works? Theoretical: How is it all interconnected? Traditional: Does anything really need changing? Original: What is a new way to do this? THINKING FEELING Logical: What are the pros and cons? Empathetic: What do we like and dislike? Reasonable: What are the logical consequences? Compassionate: What impact will this have on people? Questioning: But what about . . . ? Accommodating: How can we make everyone happy? Critical: What is wrong with this? Accepting: What is beneficial in this? Tough: Why aren’t we following through now? Tender: What about the people who will be hurt?Six different ways of evaluating information, called decision-making styles, have been identified based ontwo facets of the Thinking–Feeling dichotomy: Logical–Empathetic and Reasonable–Compassionate. Your style is Logical and Reasonable. This style means that you likely Trust the Thinking preference and readily make decisions based on logical analysis of data. May recognize the impact of your decisions on people and relationships but see that as secondary. Focus on accuracy to achieve a good decision. Are seen as precise, objective, and confident. Are sometimes seen as inflexible. TIPSIn individual problem-solving, start by asking In group problem-solving, actively seek out peopleall the questions in the boxes above. with different views. Ask for their concerns and perspectives. Pay careful attention to the answers. The questions that are opposite to the ones in Do a final check to make sure that all the bold italics may be key since they represent questions above have been asked and that perspectives you aren’t likely to consider. different decision-making styles are included. Try to balance your decision-making style by If you are missing a perspective, make extra considering the less preferred parts of your efforts to consider what it might add. personality.
  11. 11. MBTI ® STEP II ™ INTERPRETIVE REPORT 11 ISTP—MARIA KELLYApplying Step II ™ Results to Managing ChangeChange seems to be inevitable and affects people in different ways. To help you deal with change, Be clear about what is changing and what is remaining the same. Identify what you need to know to understand the change and then seek out that information.To help others deal with change, Encourage open discussion about the change; be aware that this is easier for some than others. Make sure that both logical reasons and personal or social values have been considered.Your personality type also influences your style of managing change, particularly your results on the ninefacets below. Review the facets and tips for enhancing your response to change. Your Facet Change-Management Enhancing Result Style Change Management Contained Keep your feelings about the As soon as you know your own views, talk change to yourself and figure to someone you trust and get his or her out how to handle it on your input. own. Intimate Discuss the changes and their Consider sharing feelings with selected impact on you only with those people outside your intimate circle. closest to you. Concrete May get stuck on some aspects Ask someone to help you move from the of change and ignore others. facts and details to reasonable possibilities. Realistic Focus on the commonsense Realize that commonsense outcomes may aspects of the change. not be immediately apparent. Experiential Want to see an example of how Accept that the impact of some changes the change will work. can’t be demonstrated in advance. Traditional Hope that many of the Accept that some changes are necessary and established ways of doing may promote continuity in the long run. things will continue. Tender Want people affected by the Decide how much insensitivity you can changes treated with kindness tolerate and act accordingly. and consideration. Open-Ended Let the changes unfold as they Be aware that others may be uneasy with may. your unfolding approach; fill them in whenever you can. Emergent Decide what is best to do next Remember—planning some steps now may in the moment; resist planning. prevent problems in the future.
  12. 12. MBTI ® STEP II ™ INTERPRETIVE REPORT 12 ISTP—MARIA KELLYApplying Step II ™ Results to Managing ConflictConflicts are inevitable when working with others. People of distinct personality types may differ inwhat they define as conflict, how they react to it, and how they reach resolution. Although sometimesunpleasant, conflicts often lead to improved work situations and enhanced relationships.Part of conflict management for every type includes Taking care of getting the work done while maintaining your relationships with the people involved. Recognizing that all perspectives have something to add, but any perspective used in its extreme and to the exclusion of its opposite will ultimately impede conflict resolution.Some aspects of conflict management may be unique to your results on six Step II facets. The table belowexplains how your results on these facets may affect your efforts to manage conflict. Your Facet Conflict-Management Enhancing Result Style Conflict Management Contained Attempt to solve the issue Be aware that trying to solve this on your yourself and keep your reactions own may be successful, but that others also inside. may really need your input. Intimate Rely on yourself or a few trusted Widen your circle to include others affected; others in resolving the conflict. they may have something valuable to contribute. Accommodating Try to create harmony by Let people know when an issue is really accommodating different views. important to you and what you want; you may be giving in too often. Accepting Look for points of agreement in Recognize that some things are really worthy others’ arguments and ideas. of criticism, so don’t insist on agreement. Tender Strive for cooperation and Recognize when cooperation is no longer minimize points of helpful; sometimes people need to agree to disagreement. disagree. Pressure-Prompted Feed off the pressure of working Use your style when working alone but set at the last minute so do not earlier deadlines for yourself when others recognize that conflict can depend on you to complete tasks. emerge from this style itself.In addition to your facet results, your decision-making style (as explained earlier) affects how youmanage conflict. Your decision-making style is Logical and Reasonable. You are likely to focus on thelogic of the situation, thinking others see it the same way. To make your efforts to manage conflictmore effective, keep in mind that not all situations are win-lose and resist taking a competitive stance.
  13. 13. MBTI ® STEP II ™ INTERPRETIVE REPORT 13 ISTP—MARIA KELLYHow the Parts of Your Personality Work TogetherThe essence of type involves the way information is gathered (Sensing and Intuition) and how decisionsare made (Thinking and Feeling). Each type has favorite ways of doing those two things. The two middleletters of your four-letter type (S or N and T or F) show your favorite processes. Their opposites, whoseletters don’t appear in your four-letter type, are third and fourth in importance for your type.Remember—you use all parts of your personality at least some of the time.Here’s the way it works for ISTPs: T Thinking best F ISTPs like S Feeling least Sensing next N Intuition thirdUSING YOUR FAVORITE PROCESSESExtraverts like to use their favorite process mostly in the outer world of people and things. For balance,they use their second favorite in their inner world of ideas and impressions. Introverts tend to use theirfavorite process mostly in their inner world and to balance this with the use of their second favoriteprocess in the outer world.Thus ISTPs use Thinking mainly internally to analyze and logically reach conclusions. Sensing mainly externally to notice the important facts and details.USING YOUR LESS-FAVORED PROCESSESWhen you frequently use the less-preferred parts of your personality, Intuition and Feeling, remember thatyou are working outside of your natural comfort zone. You may feel awkward, tired, or frustrated at thesetimes. As an ISTP, you may become excessively logical at first, and then become overwhelmed with strongemotions that you may express in inappropriate ways.To bring back some balance, try the following: Take more breaks in your activities when you are using these less familiar parts of your personality— Intuition and Feeling. Make an effort to find time to do something enjoyable that involves using your favorite ways— Thinking and Sensing.
  14. 14. MBTI ® STEP II ™ INTERPRETIVE REPORT 14 ISTP—MARIA KELLYUSING YOUR TYPE EFFECTIVELYISTPs’ preference for Thinking and Sensing makes them mostly interested in Reaching logical conclusions about facts and experiences. Acquiring and using facts and experiences.They typically devote little energy to the less-preferred parts of their personality, Feeling and Intuition.These parts may remain inexperienced and be less available for use in situations where they might behelpful.As an ISTP, If you rely too much on your Thinking, you may forget to compliment people when you should and ignore the impact of your decisions on others. If you pay attention exclusively to your Sensing, you are likely to miss the big picture, other meanings of the information, and new possibilities.Your personality type is likely to develop in a natural way over your life. As people get older, manybecome interested in using the less familiar parts of their personality. When they are in midlife or older,ISTPs often find themselves devoting more time to things that were not very appealing when they wereyounger. For example, they report greater pleasure in personal relationships and in considering new waysof doing things.HOW THE FACETS CAN HELP YOU BE MORE EFFECTIVESometimes a particular situation calls for using a less-preferred part of your personality. Your facet resultscan make it easier for you to temporarily adopt a less-natural approach. Begin by identifying which facetsare relevant and which poles are more appropriate to use. If you are out-of-preference on one or more of the relevant facets, make sure to focus on using approaches and behaviors related to those out-of-preference facets. If you are in the midzone, decide which pole is more appropriate for the situation at hand and make sure you use approaches and behaviors related to that pole. If you are in-preference, ask someone at the opposite facet pole for help in using that approach or read a description of that pole to get clues for modifying your behavior. Once you have a good approach, resist shifting back into your comfort zone.Here are two examples of how to apply these suggestions. If you are in a situation where your natural information-gathering style (Sensing) may not be appropriate, try to modify your Concrete approach (an in-preference result) by considering the meanings and implications of your factual information (Abstract). If you are in a situation where you might need to adapt your way of getting things done (Perceiving), try modifying your Spontaneous approach to accomplishing tasks (an in-preference result) by asking yourself if following some routines (Scheduled) would help you achieve better results in this particular situation.
  15. 15. MBTI ® STEP II ™ INTERPRETIVE REPORT 15 ISTP—MARIA KELLYIntegrating Step I ™ and Step II ™ InformationWhen you combine your Step I reported type and your Step II out-of-preference facets, the result is yourindividualized type description: Accommodating, Accepting, Tender ISTPIf, after reading all the information in this report, you don’t think you have been accurately described,perhaps a different four-letter type or some variation on the facets will fit you better. To help you figureout your best-fit type, Focus on any type letters you thought were incorrect or any type dichotomy on which you had some out-of-preference or midzone facet results. Read the type description for the type you would be if the letter or letters you question were the opposite preference. Consult your MBTI interpreter for suggestions. Observe yourself and ask others how they see you.Using Type to Gain UnderstandingKnowledge of type can enrich your life in several ways. It can help you Better understand yourself. Knowing your own type helps you understand the assets and liabilities of your typical reactions. Understand others. Knowing about type helps you recognize that other people may be different. It can enable you to see those differences as useful and broadening, rather than annoying and restricting. Gain perspective. Seeing yourself and others in the context of type can help you appreciate the legitimacy of other points of view. You can then avoid getting stuck in believing your way is the only way. No perspective is always right or always wrong.Reading about type and observing yourself and others from the standpoint of type will enrich yourunderstanding of personality differences and encourage constructive uses of those differences.
  16. 16. MBTI ® STEP II ™ INTERPRETIVE REPORT 16 ISTP—MARIA KELLYOverview of Your ResultsYOUR FOUR-LETTER TYPE FROM THE STEP I™ INSTRUMENTISTPs tend to be cool onlookers, quiet and reserved. They observe and analyze with detached curiosity.They seek efficiencies and thus find shortcuts to avoid wasted efforts. They are usually interested in causeand effect, in how and why things work, and in organizing facts using logical principles.YOUR RESULTS ON THE 20 FACETS FROM THE STEP II™ INSTRUMENT Midzone 5 4 3 2 1 0 1 2 3 4 5 E INITIATING RECEIVING I EXPRESSIVE CONTAINED GREGARIOUS INTIMATE ACTIVE REFLECTIVE ENTHUSIASTIC QUIET S CONCRETE ABSTRACT N REALISTIC IMAGINATIVE PRACTICAL CONCEPTUAL EXPERIENTIAL THEORETICAL TRADITIONAL ORIGINAL T LOGICAL EMPATHETIC F REASONABLE COMPASSIONATE QUESTIONING ACCOMMODATING CRITICAL ACCEPTING TOUGH TENDER J SYSTEMATIC CASUAL P PLANFUL OPEN-ENDED EARLY STARTING PRESSURE-PROMPTED SCHEDULED SPONTANEOUS METHODICAL EMERGENT 5 4 3 2 1 0 1 2 3 4 5When you combine your Step I reported type Accommodating,and your Step II out-of-preference facets, the Accepting, Tenderresult is your individualized type description: CPP, Inc. 800-624-1765 | ISTP © Full copyright information appears on page 1.
  17. 17. MBTI ® STEP II ™ INTERPRETIVE REPORT 17 ISTP—MARIA KELLY Interpreter’s Summary PREFERENCE CLARITY INDEXES FOR REPORTED TYPE: ISTP Introversion: Sensing: Thinking: Perceiving: Clear (20) Clear (21) Moderate (9) Moderate (9) FACET SCORES AND THE AVERAGE RANGE OF SCORES FOR OTHER ISTPs The bars on the graphs below show the average range of scores that occurred for the ISTPs in the national sample. The bars show scores that are –1 to +1 standard deviation from the mean. The vertical line in each bar shows ISTPs’ mean score. The bold numbers show the respondent’s scores. 5 4 3 2 1 0 1 2 3 4 5EXTRAVERSION (E) (I) INTROVERSION INITIATING 2 RECEIVING EXPRESSIVE 5 CONTAINED GREGARIOUS 4 INTIMATE ACTIVE 4 REFLECTIVE ENTHUSIASTIC 5 QUIET SENSING (S) (N) INTUITION CONCRETE 4 ABSTRACT REALISTIC 3 IMAGINATIVE PRACTICAL 3 CONCEPTUAL EXPERIENTIAL 5 THEORETICAL TRADITIONAL 4 ORIGINAL THINKING (T) (F) FEELING LOGICAL 5 EMPATHETIC REASONABLE 2 COMPASSIONATE QUESTIONING 5 ACCOMMODATING CRITICAL 3 ACCEPTING TOUGH 2 TENDER JUDGING (J) (P) PERCEIVING SYSTEMATIC 1 CASUAL PLANFUL 2 OPEN-ENDED EARLY STARTING 4 PRESSURE-PROMPTED SCHEDULED 3 SPONTANEOUS METHODICAL 4 EMERGENT 5 4 3 2 1 0 1 2 3 4 5 POLARITY INDEX: 72 The polarity index, which ranges from 0 to 100, shows the consistency of a respondent’s facet scores within a profile. Most adults score between 50 and 65, although higher indexes are common. An index that is below 45 means that the respondent has many scores in or near the midzone. This may be due to mature situational use of the facet, answering the questions randomly, lack of self-knowledge, or ambivalence about use of a facet. Some such profiles may be invalid. Number of Omitted Responses: 0 Myers-Briggs Type Indicator® Step II™ (Form Q) Interpretive Report Copyright 2001, 2003 CPP, Inc. by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Step II, and the MBTI logo are trademarks or registered 800-624-1765 | trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a registered trademark of CPP, Inc.