This document provides an overview of personality type theory, focusing on the Myers-Briggs Type Indicator (MBTI). It discusses Carl Jung's theory of psychological types, which proposed that people naturally have preferences in how they direct their energy (extraversion or introversion), take in information (sensing or intuition), and make decisions (thinking or feeling). The MBTI instrument was created to help identify people's preferences in these four dichotomies based on their self-reported reactions. Together these preferences result in 16 possible personality types that are described. The document also provides statistics on type preferences in the general population.

1. Personality Type,
the MBTI®, and
Career Development
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Introduction to Normal Personality With
Implications for Career Development
Dan DeFoe, JD, MS
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Adlitem Solutions

2. Dan DeFoe JD MS - Copyright
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3. Dan DeFoe JD MS - Copyright
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4. Agenda
• Greeting
• “Normal Personality”
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• Myers-Briggs (MBTI®)
• Career Development & MBTI®
• References 4

5. “Normal Personality”
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6. Foundational Concepts – Normal
Personality – “Type”
• Jung & Myers
• “Normal” – “Gifts Differing”
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• Trait vs. Type
• Assessment v. Sorting: MBTI® - Steps I, II, III
• Type in Organizations
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7. Normal Personality - The MBTI ®
Instrument
Developed by Katharine C. Briggs and her
daughter Isabel Briggs Myers.
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Based on the work of Swiss psychologist
C. G. Jung, who presented his psychological
type theory in his book Psychological Types
(published 1921, translated into English 1923).
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8. It’s about Preferences….
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9. Jung’s Theory – Preferences……
• Preferences – innate, “inborn
predispositions.”
• Preferences interact with and are shaped by
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environmental influences:
• Family
• Country
• Education
• and many others
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10. Jung’s Theory
• Four pairs of opposites—e.g right and left hands
- use both, but one is our natural preference.
• Preference basics do not change—they stay the
same over our lifetime, e.g. always a RT hand
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• But, how we use our preferences and often the
accuracy with which we can measure the
preferences may change.
• Confounding variable—environment! 10

11. (MBTI®)
Myers-Briggs
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12. Myers-Briggs (MBTI®)
"The purpose of the Myers-Briggs Type
Indicator® is to make the theory of
psychological types described by C. G.
Jung (1921/1971) understandable and
useful in people's lives. The essence of the
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theory is that much seemingly random
variation in behavior is actually quite
orderly and consistent, being due to basic
differences in the way individuals prefer
to use their perception and judgment."
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13. Myers-Briggs (MBTI®)
• Perception involves all the ways of becoming
aware of things, people, happenings, or ideas.
• Judgment involves all the ways of coming to
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conclusions about what has been perceived.
• If people differ systematically in what they
perceive and in how they reach conclusions,
then it is only reasonable for them to differ
correspondingly in their interests, reactions,
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values, motivations, and skills.

14. Myers-Briggs (MBTI®)
The aim of the MBTI instrument is to identify,
from self self-report of easily recognized
reactions, the basic preferences of people in
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Dan DeFoe JD MS - Copyright
regard to perception and judgment, so that the
effects of each preference, singly and in
combination, can be established by research and
put into practical use.
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15. MBTI® & Jung’s Theory
• Four pairs of opposites—like our right and left
hands. We all use both sides of each pair, but
one is our natural preference.
• Jung believed that our preferences do not
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change—they stay the same over our lifetime.
• What changes is how we use our preferences
and often the accuracy with which we can
measure the preferences.
• The confounding variable—environment!
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16. The Four Preferences of the MBTI instrument
Index Preferences
Between E–I
E Extraversion or
I Introversion
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Affects Choices as to
Whether to direct perception judgment mainly
on the outer world (E) or mainly on the inner
world of ideas.
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17. The Four Preferences of the MBTI instrument
Index Preferences
Between S–N
S Sensing perception or
N Intuitive perception
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Affects Choices as to
Which kind of perception is preferred when one
needs or wishes to perceive.
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18. The Four Preferences of the MBTI instrument
Index Preferences
Between T–F
T Thinking judgment or
F feeling judgment
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Affects Choices as to
Which kind of judgment to trust when one
needs or wishes to make a decision.
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19. The Four Preferences of the MBTI instrument
Index Preferences
Between J - P
J Judgment or
P Perception
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Affects Choices as to
Whether to deal with the outer world in
judgment (J) attitude (using T or F) or in the
perceptive (P) attitude (using S or N). 19

20. Jungian Theory
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21. Myers-Briggs (MBTI®)
The 16 Types
As located on the Type Table
ISTJ ISFJ INFJ INTJ
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ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
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22. Key Type Concepts…..Type
• is innate
• can be influenced
• is observable
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• is not a box
• is not an excuse
• indicates preferences, not skills
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23. Type Table
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
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ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
N= _____ Modal type (most frequent type) ____ ____ ____ ____
E _____ I _____
S _____ N _____ Group Type (most frequent preferences)
T _____ F _____ ____ ____ ____ ____
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J _____ P _____
RM 2-3

24. Type Distribution of the
U.S. National Representative Sample
I STJ I SFJ I NFJ I NTJ
11.6% 13.8% 1.5% 2.1%
IS TP IS FP IN FP IN TP
5.4% 8.8% 4.4% 3.3%
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E STP E SFP E NFP E NTP
4.3% 8.5% 8.1% 3.2%
ES TJ ES FJ EN FJ EN TJ
8.7% 12.3% 2.5% 1.8%
E = 49% I = 51%
S = 73% N = 27%
T = 40% F = 60%
J = 54% P = 46%
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RM 2-4

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Energy
Extraversion or Introversion
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26. Extraversion or Introversion
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The direction in which
we focus our attention
and energy
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Introduction to Type®, p. 9

27. Energy
Extraversion Introversion
[E] [I]
• Energized through • Being energized
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contact with other through ideas,
people or through quiet times,
engaging in or solitude
activities
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• The outer world • The inner world

28. E–I
People who prefer Extraversion:
• Focus their energy and attention outward
• Are interested in the world of people and things
People who prefer Introversion:
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• Focus their energy and attention inward
• Are interested in the inner world of thoughts and
reflections
We all use both preferences, but usually
not with equal comfort.
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29. Extraversion or Introversion
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Introduction to Type® and Change, pp. 4–5
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30. Where People Focus Attention
Extraverted Types Introverted Types
• External • Inner world
environment • Writing
• Talking • Reflecting / Mental
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• Work through practice
• Broad interests • Deep interests
• Sociable/expressive • Private/contained
• Initiative in • Initiative when
relationships important
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31. Some Key Words Associated with
Extraversion Introversion
Action Reflection
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Outward Inward
People Privacy
Interaction Concentration
Many Few
Expressive Quiet
Do-Think-Do Think-Do-Think
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32. We Have a Preference
We all do Extraverted and Introverted
things.
But we usually do not do them
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with equal comfort.
Most of us have a preference for one
over the other.
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Information
Sensing or Intuition
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34. Sensing or Intuition
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The way we take in
information and the kind of
information we like and trust
Introduction to Type®, p. 9 34

35. How people take in information | S–N
People who prefer Sensing:
• Prefer to take in information using their five senses—
sight, sound, smell, touch, and taste
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People who prefer Intuition:
• Go beyond what is real or concrete and focus on
meaning, associations, and relationships
We all use both ways of perceiving, but we
typically prefer and trust one more.
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36. Sensing [S]or Intuition [N]
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37. How Do You Take In Information?
SENSING INTUITION
 Present orientation  Future possibilities
 What is real  What could be
 Practical  Theoretical
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 Facts  Inspirations
 Perfecting established  Learning new skills
skills  Novelty
 Utility  Insight-by-insight
 Step-by-step  The sixth sense, a
 The five senses hunch
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Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow. Mountain View, CA: CPP, Inc., 1998. Reprinted with permission.
Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type RM 3-17
Indicator Trust in the United States and other countries.

38. Information – S or N
Sensing [S] Intuition [N]
Paying attention to Paying attention to
what you perceive what might be
through the five described as the
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senses: seeing, sixth sense—the
hearing, touching, unseen world of
smelling, and tasting meanings,
inferences, hunches,
insights, and
connections 38

39. We Have a Preference
We all use Sensing and Intuition when
making our observations about the world.
But we usually do not use them
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with equal trust.
Most of us have a preference for one
over the other.
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40. Decisions
Thinking or Feeling
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41. Thinking or Feeling
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The way we make decisions
Introduction to Type®, p. 10
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42. T–F
People who prefer Thinking:
• Make their decisions based on impersonal,
objective logic
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People who prefer Feeling:
• Make their decisions with a person-centered,
values-based process
Both processes are rational and we use both
often, but usually not equally easily.
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43. Thinking or Feeling
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44. Decisions
Thinking Feeling
Making decisions Making decisions
based on impartial based on values-
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criteria—cause- based, person-
effect reasoning, centered criteria,
constant principles seeking harmony
or truths, and logic
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45. Some Key Words Associated with
Thinking Feeling
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Head Heart
Distant Personal
Things People
Objective Subjective
Critique Praise
Analyze Understand
Firm but fair Merciful 45

46. How Do You Make Decisions?
Thinking Feeling
[T] [F]
• Logical system • Values system
• Head • Heart
• Objective • Subjective
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• Justice • Mercy
• Critique • Compliment
• Principles • Harmony
• Reason • Empathy
• Firm but fair • Compassionate 46

47. How People Make Decisions
Thinking Types [T] Feeling [F]
• Analytical • Empathetic
• Cause & Effect • Guided by values
• Logical • Impact to people?
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• Objective standard • Harmony
• Reasonable • Compassionate
• “Tough- • “Tender-
minded….” hearted…”
• Fair + Equal • Fair + Individual 47

48. Some Key Words Associated with
Thinking Feeling
Head Heart
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Distant Personal
Things People
Objective Subjective
Critique Praise
Analyze Understand
Firm but fair Merciful
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49. We Have a Preference
We all use Thinking and Feeling when
making decisions.
But we usually do not use them
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with equal ease.
Most of us have a preference for one
over the other.
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50. 2012
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Outer World
Judging or Perceiving
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51. Judging or Perceiving
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Our attitude toward the
external world and how we
orient ourselves to it 51
Introduction to Type®, p. 10

52. J–P
People who prefer Judging:
• Want the external world to be organized and orderly
• Look at the world and see decisions that need to be made
People who prefer Perceiving:
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• Seek to experience the world, not organize it
• Look at the world and see options that need to be
explored
We all use both attitudes, but usually
not with equal comfort.
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53. Judging or Perceiving
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54. Approach to Life
Judging Perceiving
[J] [P]
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Want to live an Want to live a
ordered life, with spontaneous life
goals and structure, with flexibility,
making decisions so staying open to new
you can move on information and
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possibilities

55. How Do You Approach Life?
JUDGING PERCEIVING
 Decide about  Attend to, gather
information information
 Regulate  Flow
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 Control  Adapt
 Settled  Tentative
 Run one’s life  Let life happen
 Set goals  Seek options
 Closing off  Opening up
 Organized  Flexible
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Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow, Mountain View, CA: CPP, Inc., 1998.Reprinted with permission.
Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type RM 3-23
Indicator Trust in the United States and other countries.

56. Some Key Words Associated with
Judging Perceiving
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Organized Flexible
Decision Information
Control Experience
Now Later
Closure Options
Deliberate Spontaneous
Plan Wait 56

57. We Have a Preference
We all use Judging and Perceiving as
part of our lifestyle.
But we usually do not use them
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with equal comfort.
Most of us have a preference for one
over the other.
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58. Personality Type
When combined, your preferences indicate
your personality type.
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59. Exercise . . . [ S / N]
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60. Type Application -
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Career Development
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61. Career & Type Waterfront…..
•Occupational Choice
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•Occupational Satisfaction
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62. Factors, Factors … &
Choice / Satisfaction
• “Type” not “magic bullet”
• Physical & mental
• Interests
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• Values
• Family
• Geography
• Market 62
• Skills

63. Factors, Factors…&
Choice / Satisfaction (cont)
• Job
• Organization
• Pay
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• Benefits
• Supervision
• Leadership
• Co-workers 63
• Advancement

64. Ethical Caveat
“To expect the MBTI instrument or
any other instrument to provide all
of the answers to a career search is
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improbable and unrealistic. It can be
only part of the puzzle in finding
one’s life’s work.”
MBTI Manual, 3d Ed., page 286 64

65. Basic Questions
• Who Am I?
• What Do I Want To Do?
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• How Can I Increase My Job
Satisfaction?
65
• How Do I Get There From Here?

66. Who Am I?
• Direction of Energy
• Gathering Information
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• Making Decisions
• Dealing With Outer World 66

67. My Preferences at Work
Direction of Energy [E / I]
• Like to talk • I want to think
over each step about my career
of career options on my
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search? own?
• I will best • I will make
discover what I decision after
want by talking solitary
over with reflection? 67
others?

68. My Preferences at Work -
Gathering Information [S / N]
• Most interested • More interested
in the facts in job’s
about job – potential – not
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salary, benefits, current reality?
location? • Want to get on
• Want it now? a good career
path?
68

69. My Preferences at Work -
Making Decisions [T / F]
• Must be made • My choice will
by logical reflect what or
analysis? who is most
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• I will rationally important now?
consider all the • Must consider
alternatives to how decision
make “right” affects me and
choice? significant 69
others?

70. My Preferences at Work -
Outside World [J / P]
• Plan to achieve • I wonder where
goal in “x” I’ll be in “x”
months….. months…..
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• My career goal • My career goal
is “endpoint” is the starting
on a carefully point on a
charted time flexible time
line…. line…… 70

71. What Do I Want To Do?
• Do I want to work as part of a group
or team? [E]
• Work alone or one-on-one? [I]
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***
• Use concrete facts or hard date? [S]
• Develop new possibilities? [N]
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72. What Do I Want To Do? (cont)
• Use logical, objective analysis? [T]
• Use subjective, person-centered values?
[F]
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***
• Create organization and structure? [J]
• Be spontaneous and adaptable? [P]
72

73. How Can I Increase My Job
Satisfaction?
• Remember, exact fit is “rare”
• Degrees of fit….
• Some aspects, leverage preferences….
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• Other aspects, work “against the grain”
needed….
• Prepare for expected
differences/challenges….
• Alter your job…. 73
• Adapt to your job…

74. Alter Job .....Reality Rules….
• Create niche, leverage most
productive use of preferences
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• Take on tasks most consistent with
preferences
• Affinity groups 74

75. Adapt to Job
• Current reality rules “rule”…..
• Can’t become another “type”, but expand
choices within span of control
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• Work on understanding / communication
• Understand exactly what is required ….
Adapt
• Find other opportunities to express
preferences 75

76. Getting There From Here…..
•Goals discussed, set
•Gather information –
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Assessment & generating and
researching Options
•Making decisions & Take action 76

77. Goal Setting…..
• Long term
• Short term
• Goals established – Sensing /
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Intuition
• Goals worked out – Judging /
Perceiving
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78. Goals Established… [ S / N ]
• List steps and explain • Explain model & how
sequentially parts interact and
• Practical examples mesh
• Show concrete • Metaphors and
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applications & analogies
immediate results • Show possibilities and
potential of the
process
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79. Goals Worked Out … [ J / P ]
• Specify and clarify • Follow through in
results to be open-ended manner
accomplished • Plans loose
• Create plan – • Deadlines approached
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organize and last minute – rush at
accomplish activities end
• Deadlines, start early,
pace activities
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80. Assessment + Options [S / N]
• Realistic, practical, • Many, and from a
link w/ experience broad range of work
• Focus on realities areas
• Relevant facts and • Brainstorming
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details about work • Focus on future
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81. Decisions . . . [T / F]
• Weigh pros and cons • Weigh options –
• Check whether personal, subjective
option is reasonable beliefs, values
• Remain objective • Assess impact on
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• Analyze logical others
consequences • Consider who will
• Look at principles support decision
involved • Consider likes,
dislikes
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82. Taking Action … [J / P]
• Facilitate strategy of • Facilitate strategy of
decide, act, and then trying things out and
correct or adjust gathering information
course before deciding
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83. Career Development –
Getting There… Recap
• Each client unique
• Process individualized
• Process generally involves
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• Assessment
• Generate and research options
• Goal setting
• Decide
• Act 83
• Time spent and emphasis varies by client

84. Conclusion
Dan DeFoe JD MS - Copyright
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85. Constructive Use of Differences
®
Isabel Myers’ goal for type and the MBTI
instrument:
• Becoming aware of differences
• Acknowledging the value of differences
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• Practicing new behaviours, seeking out
others with differences
• Incorporating different perspectives into
our own processes
85

86. About the MBTI Instrument
®
• An indicator—not a test
• Looks only at normal behavior
• Forced-choice questions
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• Takes about 20–40 minutes to complete
• No right or wrong answers—answer as
you see fit
• Results are confidential
• Ownership of data 86

87. About the MBTI Instrument (cont.)
®
• There are no good or bad types—all
types have some natural strengths and
some possible pitfalls or blind spots.
• The instrument gives practical results
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you can use:
• In teamwork
• In communication
• In decision making
87

88. MBTI® Benefits to Organizations
• Reliable, valid, cost-effective, easy to use
• Logical model of consistent human behavior
• Reduce conflict….objective, rational
framework
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• Emphasizes value of diversity
• Identify assets/blind spots:
persons/teams
• Understand organizational character
• Clarify fit – people & jobs 88
• Ethical guidelines support use

89. MBTI® Benefits to Organizations
• Leadership development
• Team building
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• Career development
• Communication
• Conflict management
89

90. Dan DeFoe JD MS - Copyright
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91. Going on . . . .
“Whatever the circumstances of
your life, whatever your personal
ties, work, responsibilities, the
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understanding of type can make
your perceptions clearer, your
judgments sounder, and your life
closer to your heart’s desire.”
Isabel Briggs Myers 91

92. References– Myers-Briggs & MBTI®
Dunning, Donna (2005). Type and career development:
Facilitating personal and professional development. Mountain
View CA: CPP, Inc.
Hammer, A.L. (1993). Introduction to Type and Careers.
Mountain View CA: CPP, Inc.
Kummerow, J.M., Barger, N.J., Kirby, L.K. (1997).
WorkTypes: Understand your work personality – how it helps
you and holds you back, and what you can do to understand it.
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New York: Business Plus.
Myers, I.B., (1980). Gifts differing. Palo Alto: Consulting
Psychologist’s Press.
Pearman, R., Albritton, S. (2010). I’m not crazy, I’m just not
you: the real meaning of the 16 personality types: secrets to
how we can be so alike when we’re so different (2nd ed.).
Boston, MA: Nicholas Brealy.
Quenk, N. (2002). Was that really me? How everyday stress
brings out our hidden personality. Boston: Davies-Black 92
Publishing.

93. Web References – MBTI®
www.aptinternational.org -
Assoc. for Psychological Type Intl.
http://www.annholm.net/
Ann Holm, MS ACC, Master MBTI
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www.capt.org – Center for Applications of
Psychological Type
www.cpp.com – CPP, Inc. f/k/a
Consulting Psychologist Press
www.myersbriggs.org – Myers Briggs 93
Foundation

94. Thank you very much.
Thoughts?
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Questions?
Feelings?
94

95. Thank You
• This is a brief introduction and overview of “Normal
Personality” as defined by Carl Jung and Myers-Briggs
and the MBTI® Type Indicator.
• Please check out the references noted above and also the
web sites if you have interest.
Dan DeFoe JD MS -
Copyright 2012
Thank you very much.
Dan DeFoe, JD MS
www.adlitemsolutions.com
Blog – www.psycholawlogy.com
dan@adlitemsolutions.com
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Certified Administrator MBTI® Steps I,II,III