20 FROM 23.pptx

20 FROM 23
THE BEST BUSINESS BOOKS OF 2023
greatesthitsblog.com

 A library of over 500 books
 A blog
 A series of printed books
 One-page summaries
 One-sentence summaries
 Training programmes
 Motivational speeches
 A fertile source of new ideas

Ideas don’t come from nothing
– they come from what is
already inside people’s brains,
so the more you read, watch
and observe, the more fuel you
will have for ideas.

 It’s not true to say that people have ideas. In fact, ideas have people. Being observant
and interested makes you more likely to make connections and have interesting
thoughts.
 Consider a Venn diagram – either extreme on its own is boring, ordinary and
predictable. But moving the extremes together so they overlap and that creates the
electricity where the magic happens – a new, third thing. That’s crossover creativity.
 The book contains a series of real-life stories that shed light on where creativity comes
from. Areas dealt with include:
1. Letting ideas in (to your thinking).
2. When ordinary is (actually) extraordinary.
3. Don’t look where everyone else is looking.
4. Where ideas begin and who decides what an idea is.
5. A great idea doesn’t care who has it.
6. How to put ideas into words.
 Other provocations on the way include:
1. Equal doesn’t mean the same.
2. The answer can ask the question.
3. Intelligence alone isn’t creative.
4. Desperation can lead to clarity.
5. There can be no opportunity without a problem.
6. You don’t win just by going faster.
7. There’s no such thing as a right brief.
8. Reality isn’t perfect.
9. The average is not the majority.
10. Words beat data.

By understanding the research
behind emotional responses, it
is possible to build empathy
and resilience to make
relationships with awful
colleagues more productive.

 To resolve a conflict, first decide if it is hot or cold. Hot conflict is when one or
more parties are highly emotional – usually speaking loudly, shouting, being
physically aggressive or threatening. Cold conflict is when people seem to be
suppressing emotions such as muttering under their breath, pursing their lips,
being physically withdrawn, remaining silent or being passive-aggressive. Don’t
rush to act, determine your goal and focus on it, avoid finger-pointing or being
self-righteous, listen to everything and respond selectively.
 To take the stress out of stressful conversations, stick to three elements: clarity,
neutrality, and temperance. Use plain language, keep the tone calm, and use
temperate, non-emotional phrasing. Disarm people by restating your intentions,
and fight tactics, not people.
 Realistic optimism is powerful. It means telling yourself the most helpful and
empowering version of a situation and asking how you would act at your best.
View things through a long lens for better perspective.
 To deal with a mean colleague, understand that most people act aggressively
because they feel threatened, ask yourself whether you are being oversensitive,
and call out inappropriate behaviour the moment it happens. Don’t take the
blame or suffer unnecessarily.
 To deal with a passive-aggressive colleague, don’t overreact, consider what’s
motivating their behaviour, own your part in the situation, focus on the content,
not the delivery, acknowledge the underlying issue, watch your language, and
try to find safety in numbers to set guidelines for everyone. In extreme
situations, get help and protect yourself. Do not lose your cool or assume you
can change your colleague’s behaviour.

DO/DEAL
It is possible to negotiate
better, find hidden value and
enrich relationships in the
process.

DO/DEAL
 We negotiate constantly in work and in life. Trying to get the ‘best deal’ can feel like a tug of war,
without the fun. But what if the process was more collaborative, and even laid the foundations
for a strong future relationship?
 Important elements include:
o Identifying your natural negotiating style
o Developing strategies to deal with difficult situations (and people)
o Building trust and negotiating more collaboratively
o Thinking creatively to enrich deal terms
 Important steps for successful negotiation include:
o The advantage of opening
o Using clear, direct and confident language
o Remaining calm and avoiding generating anger
o Being completely prepared
o Keeping the other person in the conversation
o Avoiding an impasse
o Using an outside authority if relevant
o Reframing the issue(s)
 If you can’t open the negotiation, then first identify their opening bid as an anchor, and then
diffuse it by, for example, immediately stating that you were thinking of half as much.
 Work out what sort of negotiator you are from these five traits (from Richard Shell, author of
Bargaining for Advantage):
o Competing = assertive x uncooperative
o Collaborating = assertive x cooperative
o Compromising = sits in between the other four traits
o Avoiding = passive x uncooperative
o Accommodating = passive x cooperative

It is
In order to stave off the mass
extinction of species,
including our own, we need to
dedicate half the surface of
the Earth to nature.

 The author is a world-renowned biologist who died in December 2021.
 Man has many traits, including lucky accident of primate evolution, a yearning to
be more master than steward of a declining planet, arrogant, reckless, lethally
disposed to favour self, tribe, and short-term futures, obsequious to higher
beings and contemptuous to lower forms of life.
 The half-earth proposal is to dedicate one half of the earth to protected
biodiversity areas in order to solve the current Sixth Extinction. It is one half
because large plots harbour many more ecosystems and species composing
them at a sustainable level. Expressed in simple maths, if 90% of a biodiverse
area is removed, the sustainable number of species in it will drop to 50%. If 10%
of what is remaining is removed, (a team of lumberjacks could do this in a
month or so), then most or all of the surviving residents will disappear.
 The situation facing us is too large to be solved piecemeal and so the solution
needs to be commensurate with the magnitude of the problem. Specific regions
can still be reclaimed to achieve the goal.
 The author wrote to 18 of the world’s senior naturalists and asked them to
nominate areas with unique and valuable species of plants, animals, and
microorganisms.

You can understand and
explain data with confidence
by mastering the principles of
how best to represent
information and by avoiding
common data visualisation
mistakes.

 It is easy to be confused by charts since few people are actually trained in how to
create or read them. Charts, graphs and tables are essential in business, but all
too often they present information poorly.
 The book is written by the Head of Visual and Data Journalism at the Financial
Times. It explains how to know your charts and how to put them to work.
 Technical areas covered include charts of:
Magnitude: relative or absolute size comparisons.
Change over time: giving emphasis to changing trends.
Correlation: showing the relationship between two or more variables.
Distribution: showing values in a dataset and how often they occur.
Flow: volumes or intensity of movement between two or more states or conditions.
Ranking: where an item’s position in an ordered list is more important than its
absolute or relative value.
Deviation: emphasising variations above or below a fixed reference point.
Part to whole: how a single entity can be broken down into its component
elements.
 The author has designed a visual vocabulary that guides you towards the right
format of charts for each of these areas.

It is possible to fix the planet if
we acknowledge the
megathreats facing us and take
global action to mitigate
against them.

 This book describes the ten catastrophic risks that menace civilization and our
planet, and what we can all do to overcome or mitigate them. It explains what
must be done to avert each megathreat, and personal action we can take to
help. Taken in total, it claims to be the first truly integrated plan of action for a
more sustainable society – applicable for everyone from governments to
citizens.
 The 10 megathreats are:
1. Extinction: of species and ecosystems on a huge scale.
2. Resources: we are running out of vital resources for living.
3. Nuclear: the threat of conflict is higher than ever.
4. Climate: we are reaching the point where it may tip out of control.
5. Global poisoning: chemical emissions are out of control.
6. Food supply: this is teetering on a knife edge.
7. Pandemics: we are unable to identify and prevent future ones.
8. Overpopulation: it is growing at record speed.
9. Technology: it is largely unregulated and out of control.
10. Misinformation: widespread delusion, denial and failure to recognise the
reality of our plight.

Five questions can build the
best possible relationships –
ones that are safe, vital, and
repairable.

 Every working relationship can be made better. The aim is to have the Best
Possible Relationship or BPR. This requires having what the author calls
Keystone Conversations. The five questions in it are:
1. The Amplify Question: What’s your best? This helps you name your best
qualities.
2. The Steady Question: What are your practices and preferences? Explain
your working habits to make it easier for people to work with you.
3. The Good Date Question: What can you learn from successful past
relationships? Drawing on lessons from the past enables you increase what
works.
4. The Bad Date Question: What can you learn from frustrating past
relationships? This helps you to avoid things that don’t work well.
5. The Repair Question: How will you fix it when things go wrong? Time doesn’t
repair all wounds, but equally a broken relationship doesn’t have to stay
broken. There is wisdom in the wound – learning from the experience.
 In the conversation you need to make the first move, make it safe for the other
person from the start (by removing fear), ask and answer intently in the middle,
and appreciate the good at the end.
 Four drivers make the brain feel safe, using the acronym TERA:
o Tribe: Are you with me or against me?
o Expectation: Do I know the future or don’t I?
o Rank: Are you more or less important than I am?
o Autonomy: Do I get a say or don’t I?

NO BULLSHIT CHANGE
Leading change is about being
honest and clear, building
teams full of thriving people,
and finding your maximum
point of impact.

NO BULLSHIT CHANGE
 Most importantly, it’s about taking action, and this book aims to tell you how. Action is
about ‘freeing the sledge’ that is stuck and getting started. There are 8 suggested
steps:
1. Baseline. You need to understand the situation you find yourself in today and use that
to overcome the initial inertia that resists change. You can’t fix something if you don’t
know what it is you’re trying to fix. Aim for clarity and accuracy, uncover what is hidden,
and share what you learn.
2. Communication. It is so important when leading change. Write for the audience, not
yourself. State your objectives, be focused, and communicate frequently and
consistently.
3. Objective. It is essential to develop an effective objective. Take a common task and do
it uncommonly well by showing genuine ambition and fostering collective ownership.
4. Breaking free. Urgency and energy are critical to get started. Convince the team that
change is not just desirable, but that it is going to happen, and fast. Tomorrow is going to
be different to today.
5. Teams. The more great leaders you have, the quicker you’ll achieve your goals.
6. Schwerpunkt. This is the point of maximum effort, where to focus. The word comes
from a Prussian general who argued that, rather than spreading your forces evenly along
the battlefront, you should choose one specific point and concentrate all effort there. It’s
about achieving relative improvement of performance when measured against your other
Key Performance Indicators.
7. Culture. Ultimately, all organisational change is culture change. Successful leaders
understand that they cannot do it alone. They need to find their First Five – a small tight-
knit group of people that they trust, with whom they can be vulnerable and problem solve
without fear or favour. They must share the ambition and values and be brutally honest.
8. OODA. Stands for Observe, Orient, Decide, Act. The end of the beginning leads to a
continual loop of change.

All leaders are constrained by
geography because their
choices are limited by
mountains, rivers, sea and
concrete.

• The book uses ten maps to explain everything you need to know about global
politics. Of course, to follow world events you need to understand people, ideas
and movements, but if you don’t know geography, you’ll never have the full
picture.
• It covers:
1. Russia
2. China
3. USA
4. Western Europe
5. Africa
6. The Middle East
7. India and Pakistan
8. Korea and Japan
9. Latin America
10. The Arctic

Building a post-growth economy
is a precise, definable and
meaningful task.

 At the heart of the book lies an apparently simple question: what can prosperity
possibly look like in a finite world, with limited resources and a population
expected to exceed ten billion people within a few decades?
 The concept of Gross Domestic Product (GDP) is too crude a measure.
Economists say that if GDP is rising, then so does prosperity and quality of life.
But it’s not that simple. In fact, it’s perverse because prosperity isn’t obviously
synonymous with income or wealth.
 GDP measure total spending by households, governments and business
investment but the equation is deeply flawed because it counts air pollution and
destructive practices as well. Robert Kennedy went so far as to say that it
measures everything except that which makes life worthwhile.
 The myth of growth has failed us. The idea of a non-growing economy needs
investigation. It is anathema to economists, but it has been shown not to work.
Growth can help those in lower income countries, but much less so in developed
countries.
 We need a different kind of vision for prosperity; one in which it is possible for
humans to flourish, to achieve greater social cohesion, to find higher levels of
wellbeing and yet still reduce their material impact on the environment.
 What matters to people has been summarised by philosopher Martha Nussbaum
as ‘central human capabilities’, and they include a normal life span, bodily health,
bodily integrity (not being subject to violence etc.), practical reason (a broad
concept of the good life), affiliation with others, play, and reasonable control over
one’s environment.

Racism is a poorly
understood concept but
with careful thought and
unbiased analysis it can
be demystified to some
extent, allowing us to
understand the roots of
the phenomenon and
challenge its new forms.

 From subtle discrimination in everyday life to lynchings, cultural imperialism and
ethnic cleansing, racism exists in many forms in almost every facet of society.
But what exactly is race? How are race, ethnicity and xenophobia related? Is
Islamophobia racist? Why has there been a resurgence of national populist and
far-right movements?
 This 2020 edition has been updated from 2006, but depressingly most of the
issues remain and some have got worse. Continuing themes include the
emphasis on the varying degrees of ambivalence and contradiction in racist
identities, and the concept of racialization in the analysis of racism.
 Racism is multidimensional and it evolves to insinuate itself effectively in
cultures of discrimination. The term ‘racist’ hinders rather than helps in
understanding how minorities and outsiders are racialized.
 Significant areas of debate include:
1. Certain types of Islamophobia might be regarded as forms of racism, but can
a combination of religious and other cultural antipathy be described as racist?
2. Intersectionality is important. This field of research covers in its framework an
understanding that age, disability and citizenship have as much effect as race,
class and gender – they can all be interrelated, to the point where focusing solely
on race can be too simplistic and unhelpful.
3. ‘Colourblind’ racism often prevails. This view asserts that there are no real
problems with racism in our society and that challenges stem from individuals or
institutions. This is a form of defence of the status quo.
4. A narrow definition of racism lacks the suppleness to grasp how issues such
as national populism and nativism carry a deeper racial charge than is often
understood. greatesthitsblog.com

The food system is making us
sick and destroying our
environment, so we need to
change it.

 The author was co-founder of the Leon restaurant chain, a government adviser and
author of the National Food Strategy. He believes that the food system that feeds us
so efficiently is leading us to disaster and suggests what can be done about it.
 The food system is one of the most productive and destructive industries on Earth.
Globally, we now produce 50% more calories than we need to feed ourselves. At the
same time, diet-related disease has become the biggest cause of avoidable illness
and death in the developed world.
 Even if it didn’t make us ill, the food system would still be life-threatening. It is the
biggest cause of deforestation, drought, water pollution and biodiversity collapse and
the second biggest cause of climate change, after the fuel industry.
 We need to change the way people and politicians see the food system; to get
beyond the guff of the daily news cycle and examine how the machinery of
production and consumption really works.
 Over 80% of processed food sold in the UK is unhealthy, as defined by the World
Health Organization deeming them unsuitable to market to children.
 Our current food system is riddled with system traps, which include policy resistance,
the tragedy of the commons (when a finite resource is accessible to everyone and
they take as much out as possible before it runs out), drift to low performance,
shifting the burden to the intervenor, rule-beating, and seeking the wrong goal.
 Since 1930 we have lost 97% of our wildflowers, half our ancient woodland, 56% of
our heathland and 90% of our lowland ponds.
 Modern food production has trapped us in a junk food cycle. Humanity worked out
how to grow food to avoid mass starvation, and in the process prioritises quantity
over quality. We have changed our diet to match this system, and this diet is now
making both us and the planet ill. greatesthitsblog.com

All of us are fallible, but
we can use this fallibility
to create a life of never-
ending learning.

Feeling (feel good)
Fluency (be recognisable)
 We used to think of failure as a problem to be avoided at all costs. Now we are often
told it is desirable (‘Fail fast, fail often’). But neither approach distinguishes the good
failures from the bad, so we miss the opportunity to fail well.
 The author is the originator of the term psychological safety – the most successful
cultures are those in which you can fail openly, without your mistakes being held
against you. Better teams don’t make fewer mistakes, but they are more able to
discuss them, which increases learning.
 Where psychological safety is low, low standards lead to checking out and high
standards lead to avoiding risks or covering up failure. Where psychological safety
is high, low standards lead to enjoying the status quo and high standards lead to
failing well.
 Learning to fail can teach us to thrive. There are three archetypes of failure: basic,
complex, and intelligent:
 Basic failures are the most preventable, especially by using a checklist. They tend to
be in known territory, and single cause, due to inattention, neglect, overconfidence,
or faulty assumptions. You can address these by befriending error and vulnerability,
putting safety first, catching errors and learning from them.
 Complex failures have not one but multiple causes and often involve some bad luck.
They are multicausal, can consist of many little things, and there’s no point looking
for an individual culprit because there probably isn’t one. An external or
uncontrollable factor often enters the mix, and they are generally preceded by small
warning signs that are missed, ignored, or downplayed.
 Intelligent failures are good ones that are necessary for progress. They are often the
domain of scientists and inventors and are usually hypothesis driven. They usually
take place in new territory, are opportunity driven, informed by prior knowledge, and
mitigate risk by being as small as possible to start with, leading to learning. greatesthitsblog.com

It is possible to outwit
narcissists if you understand
what makes them tick and
tackle their objectives head on.

 You can free yourself from self-centred agendas in order to pursue a lighter, more
fulfilling and successful life.
 Narcissistic personality disorder (NPD) or megalomania is a personality disorder
characterized by a long-term pattern of exaggerated feelings of self-importance,
an excessive craving for admiration, troubled relationships, and struggles with
empathy.
 Common characteristics of narcissism include an unrealistic, grandiose self-
image, being self-centred, speaking only about themselves, feeling special or
unique, arrogant and haughty, quick to criticize and judge others, highly sensitive
to criticism, think the rules don’t apply to them, constant self-promotion, feeling
entitled to the best of everything, value power and fame, demand constant
acknowledgement, will respond with aggression when questioned, and being
deceitful and manipulative.
 The so-called dark triad is the three personality disorders: psychopathy,
Machiavellianism and narcissism. These cover a large range of symptoms, but
include among others glib and superficial charm, lack of remorse or guilt,
superficial emotional responsiveness, impulsivity, poor behavioural controls, and
the need for constant stimulation.
 These types of people focus only on their own ambitions and interests, prioritize
power and money over relationships, and exploit and manipulate others to get
ahead. Anyone with these traits will pose a genuine danger to the mental health
of those they encounter.

THE 6 TYPES OF WORKING GENIUS
There is a better way to
understand your gifts, your
frustrations, and how to
interact as a team.

THE 6 TYPES OF WORKING GENIUS
 This is a model to help people identify the type of work that brings them joy and
energy - and avoid work that leads to frustration and burnout. It gives teams a
simple and practical framework for tapping into one another’s natural gifts, which
increases productivity and reduces unnecessary judgement.
 The six types of ‘genius’ are encapsulated in the acronym WIDGET:
1. Wonder. This involves the ability to ponder and speculate and question the state
of things, asking the questions that provoke answers and action.
2. Invention. Coming up with new ideas and solutions, drawn toward origination,
creativity and ingenuity.
3. Discernment. Related to instinct, intuition and uncanny judgement, this is a
natural ability to assess an idea or situation even without a lot of data or expertise.
4. Galvanizing. Rallying, motivating and provoking people to take action on an idea
or initiative.
5. Enablement. Providing people support and assistance in the way that it is
needed, being adept at responding to the needs of others without conditions or
restrictions.
6. Tenacity. The satisfaction of pushing things across the finish line to completion,
conquering obstacles and completing according to the required specification.
 No single person can claim all six as their individual geniuses. Most of us have
two as working genius, a couple more that we are competent at but neither love
nor hate, and two that we find frustrating, draining us of joy and energy.
 The first three are mainly responsive, and the last three are disruptive.
 The model enables you to assess yourself, your colleagues do the same, and
then whole teams can be examined to see if they have the right combination of
skills. greatesthitsblog.com

We urgently need to start
treating the climate crisis like
a crisis, face the emergency,
admit failure, include all the
figures, connect the dots, and
choose justice and historic
reparations.

 This is a collection of 80 short essays on pretty much every conceivable aspect
of the climate change debate. It explains how climate works, how the planet is
changing, how it affects us, what we’ve done about it (not nearly enough), and
what we must do now.
 It is impossible to summarise such a wide range of perspectives, but certain
points catch the eye:
 Most people today are living within the planetary boundaries. It is only a minority
that have caused the crisis. It is the sufferings of the many that have paid for the
benefits of the few. Our historical debt is being completely ignored by the nations
of the Global North.
 It sems like the majority of people (including scientists) were preparing for a
different, less urgent scenario than the crisis we now face. Some say that we are
not doing enough to halt and address the crisis. But that is a lie, because ‘not
doing enough’ indicates that you are doing something, and the inconvenient truth
is that we are doing basically nothing.
 Around 90% of the CO2 emissions that make up our entire carbon budget have
already been emitted – that’s the budget that would give us a 67% chance of
staying below 1.5°c.
 It’s not so much global warming as global weirding. Everything is more extreme.
With current warming trends, 1.2 billion people could be forced to migrate by
2050. One additional degree of warming does not have the same effect
everywhere, which has profound implications for global inequality.

Businesses can take
advantage of
behavioural quirks to
win customers, retain
them, and sell more.

 This is a guide to the 16 ½ psychological biases that influence why we buy.
 They include:
1. Habit formation: pick the right moment to break existing habits, don’t rely on
motivation (create a cue), use an existing behaviour to create a cue, make it as
easy as possible, harness the power of uncertain rewards, keep repeating.
2. Make it Easy: seek out and eliminate friction (or add it if you want to reduce
behaviour), make the first step as easy as possible reduce, the amount of choice,
and don’t mess with your audience’s worldview.
3. Make it Difficult: use a two-step approach, make the customer put some effort in,
and let them know the amount of effort you have put in.
4. The Generation Effect: make customers do some work by generating the answer
themselves, ask questions which they have to answer, and use your design to
make them work a bit.
5. The Keats Heuristic: use rhyme to boost believability and memorability, use
alliteration to advance accuracy, enhance the fluency of your brand name to
reduce risk perceptions, and tailor the typeface to your task.
6. Concreteness: use concrete rather than abstract language, help customers to
imagine using your product, keep it simple, use stories more than statistics, and
check your expertise to avoid straying into abstractions.
6 ½. Precision: apply the power of precision with precise pricing.
7. Extremeness Aversion: launch a super-premium version to make the normal
product seem sensibly priced, particularly if you have a utilitarian product or an older
target audience, consider the order in which you display your products, and whether to
include a decoy version that focuses the mind more on the most important one. greatesthitsblog.com

The way forwards for work,
management and leadership is
to ensure agency, dignity and
respect for everyone on the
payroll.

 This is a manifesto for teams. Instead of racing to the bottom, embracing surveillance and
forcing people to show up, we have the chance to create a resilient, human organization that
does work we’re proud of.
 The author surveyed 10,000 people to ask them to describe the conditions at the best job they
ever had. The top answers were:
o I surprised myself with what I could accomplish
o I could work independently
o The team built something important
o People treated me with respect
 The book outlines three ‘songs’:
1. The song of increase (a bold leap into possibility)
2. The song of safety (facing existential threat, people shut down)
3. The song of significance (creating a difference, being part of something, and doing work you
are proud of)
 Industrial capitalism (industrialism) seeks to use power to create profits.
 Market capitalism seeks to solve problems to make a profit.
 There are 4 types of work as a result:
1. Surveillance (high stakes, low trust)
2. Impersonal (low stakes, low trust)
3. Comfort (low stakes, high trust)
4. Significance (high stakes, high trust)
 Significant organizations create an impact – they earn more money, attract better employees,
change more lives, raise more donations, and offer better work environments.
 When we embrace the mutual commitments of significance, we create the conditions for a
shared understanding that our work is to dance with fear, which requires significance, tension
and the belief that we’re doing something that matters.
 A significant job requires us to be in two places at once. Our work is to acknowledge the
present situation while working hard to change the circumstances and status of those we
serve. greatesthitsblog.com

The modern workplace has
become a hotbed of toxicity,
but this can be alleviated by
intelligent mediation and
conflict resolution.

Feeling (feel good)
 This is a guide to rebuilding respect and tolerance in the workplace.
 Abusive bosses and entrenched cultures of discrimination have become more
prevalent in the modern workplace than ever. Such behaviour is not simply
wrong and damaging to its victims – it also results in reduced productivity, higher
employee turnover, and can often leave a lasting stain on the reputation of an
organization.
 For the first time in history, we have five generations making up the workforce,
each with a different take on work ethic and values. They are:
1. Matures or traditionalists (born before 1946)
2. Baby Boomers (1946-64)
3. Generation X (1965-80)
4. Millennials (1981-96)
5. Generation Z (born after 1997)
 The Toxic Triad are the organization, line managers and employees. Conflict
between them creates winners and losers, squashes conflict, and uses a model
of conversation as a point-scoring coup. Forced acceptance of the dominant
viewpoint leads to groupthink. Patronizing, arrogant and condescending
managers give orders instead of asking for feedback.
 The three most difficult things for any of us to do are:
1. Return love for hate
2. Include the excluded
3. Admit when we are wrong.

This is the story of the
Myers-Briggs, and how
personality testing took
over the world.

Feeling (feel good)
 First conceived in the 1920s by the mother-daughter team of Katherine Briggs
and Isabel Briggs Myers, a pair of aspiring novelists, the Myers-Briggs Type
Indicator (often called the MBTI) is the most popular personality test in the world.
Its language of extraversion vs. introversion and thinking vs. feeling has seeped
into everything from job specifications to online dating. And yet despite the test’s
widespread adoption, experts struggle to explain its success – or even validate
its results.
 Isabel was born in 1897 and died in 1980, at which point her son donated her
personal papers to the Center for Application of Psychological Type (CAPT) in
Florida – a non-profit research centre that she had helped to found. CAPT is
now the guardian of the type indicator’s trade secrets and protector of Isabel’s
legacy.
 Sometime in the 1940s the women designed a lengthy and ingenious
questionnaire that assessed one’s personality based on extraversion (E) and
introversion (I), sensing (S) and intuition (N), thinking (T) and feeling (F), and
judging (J) and perceiving (P).
 As a mother, Katherine conducted a “cosmic laboratory of baby training,” using
Isabel as a guineapig for various rules and tests to instil obedience and curiosity.
She was very religious and had some pretty extreme views such as describing
unlearned people as ‘primitive scum’ and claiming that “… the lower orders of
men are far closer to the higher animals than to the higher orders of men.”
 In 1923 she discovered the writing of Carl Jung which led to a dangerous private
obsession. She bombarded him with letters, took some of his thinking to inform
the test (adding much of her own), and eventually met him. Claims that the type
indicator is based on Jungian principles are tenuous. greatesthitsblog.com

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• Have a point of view
• Inform your work
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• Ask Kevin to speak or train

Ask Kevin to speak or train: 07979 808770
kevinduncanexpertadvice@gmail.com
expertadviceonline.com

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