CPP, Inc. 800-624-1765 www.cpp.comMyers-Briggs Type I.docx

CPP, Inc. | 800-624-1765 | www.cpp.com
Myers-Briggs Type Indicator®
Personal Impact Report
Myers-Briggs Type Indicator ® Personal Impact Report
Copyright 2013 by Peter B. Myers and Katharine D. Myers. All
rights reserved. Myers-Briggs Type Indicator, Myers-Briggs,
MBTI, and the MBTI logo are trademarks or registered
trademarks of the Myers & Briggs Foundation, Inc., in the
United States and other countries. The CPP logo is a trademark
or registered trademark of CPP, Inc., in the United States and
other countries.
Report prepared for
BARBARA B.
MARCH 14, 2015
Introduction
Your MBTI® Personal Impact Report is designed to help you
make use of your MBTI results so that
you can better understand yourself and others and improve the
interactions in your daily life and work.
The MBTI assessment is based on the work of Carl Jung and
was developed by Isabel Briggs Myers and

Katharine Briggs to identify 16 different personality types that
help explain differences in how people
take in information and make decisions about it. Your report
will show you how your personality type is
distinct from other types and how it influences the way you
perceive, communicate, and interact.
This Report Can Help You
• Improve communication and teamwork as you gain
awareness of the personality differences you see in others
• Work more effectively with those who may approach
problems and decisions very differently than you do
• Navigate your work and personal relationships with more
insight and effectiveness
• Understand your preferences for learning and work
environments and the activities and work you most enjoy
doing
• More successfully manage the everyday conflicts and
stresses that work and life may bring
As you read your report, bear in mind that personality type is a
nonjudgmental system that looks at the
strengths and gifts of individuals. All preferences and
personality types are equally valuable and useful.
Based on more than 70 years of research supporting its
reliability and validity, the MBTI assessment has
been used by millions of people worldwide to gain insight into
the normal, healthy differences that are
observed in everyday behavior and to open up opportunities for
growth and development.
How Your MBTI® Personal Impact Report Is Organized
• What Are Preferences?

...............................................................................................
........................................................ 3
• The MBTI® Preferences
...............................................................................................
....................................................... 4
• What Is Your Type?
...............................................................................................
................................................................ 6
• Summary of Your MBTI® Results
...............................................................................................
........................................ 7
• Verifying Your MBTI® Type
................................................................................ ...............
.................................................. 8
• Applying Your MBTI® Results to Enhance Your Personal
Impact ............................................................................... 8
• Your Work Style
...............................................................................................
................................................................... 10
• Your Communication Style
...................................................................................... .........
................................................ 12
• Your Team Style
...............................................................................................
................................................................... 14
• Your Decision-Making Style
...............................................................................................
............................................. 16
• Your Leadership Style
...............................................................................................
......................................................... 19
• Your Conflict Style
...............................................................................................
............................................................... 21
• How Stress Impacts You
...............................................................................................

.................................................... 22
• Your Approach to Change
...............................................................................................
.................................................. 23
What Are Preferences?
The MBTI assessment reports preferences in four separate
categories, each category composed of two
opposite poles. The exercise below is meant to demonstrate the
idea of preferences.
How would you describe the experience of signing your name
with your preferred hand? With your
nonpreferred hand? Most people who try this immediately
notice a number of differences:
Sign your name on the line below as you normally do.
• Feels natural • Feels unnatural
• Didn’t think about it • Had to concentrate while doing it
• Effortless and easy • Awkward and clumsy
• Looks neat, legible, adult • Looks childlike
The words you and others use to describe the preference for one
hand over the other illustrate the theory of
preferences in the MBTI assessment: You can use either hand
when you have to, and you use both hands
regularly; but for writing, one is natural and competent, while
the other requires effort and feels awkward.

We can develop skill in using our nonpreferred hand, but
imagine how difficult it would be if you
were required to use it exclusively throughout a work day or
school day. Similarly, we all have a natural
preference for one of the two opposites in each of the four
MBTI categories. We use both poles at
different times, but not both at once and not with equal
confidence. When we use our preferred
methods, we are generally at our best and feel most competent,
natural, and energetic.
Now, sign your name using the opposite hand.
Preferred Hand Nonpreferred Hand
The MBTI preferences indicate the differences in people that
result from the following:
There is no right or wrong to these preferences. Each identifies
normal and valuable human behaviors.
As we use our preferences in each of these areas, we develop
what Jung and Myers defined as a
psychological type: an underlying personality pattern resulting
from the dynamic interaction of our four
preferences, environmental influences, and our own choices.
People tend to develop behaviors, skills, and
attitudes associated with their type, and those with types
different from yours will likely be opposite to
you in many ways. Each type represents a valuable and
reasonable way to be. Each has its own potential
strengths, as well as its likely blind spots.
• Where they prefer to focus their attention and get energy
(Extraversion or Introversion)
• The way they prefer to take in information (Sensing or

Intuition)
• The way they prefer to make decisions (Thinking or
Feeling)
• The way they prefer to deal with the outer world (Judging
or Perceiving)
The MBTI® Preferences
In the following charts, place a 3 beside the preference from
each pair that seems to best describe your
natural way of doing things—the way you are outside of the
roles you play.
Where do you prefer to focus your attention? Where do you get
energy? The E–I Preference Pair
q Extraversion
People who prefer Extraversion like to focus on the
outer world of people and activity. They direct their
energy and attention outward and receive energy from
interacting with people and from taking action.
Characteristics associated with people who prefer
Extraversion:
• Attuned to external environment
• Prefer to communicate by talking
• Work out ideas by talking them through
• Learn best through doing or discussing
• Have broad interests
• Sociable and expressive
• Readily take initiative in work and relationships

q Introversion
People who prefer Introversion like to focus on their own
inner world of ideas and experiences. They direct their
energy and attention inward and receive energy from
reflecting on their thoughts, memories, and feelings.
Introversion:
• Drawn to their inner world
• Prefer to communicate in writing
• Work out ideas by reflecting on them
• Learn best by reflection, mental “practice”
• Focus in depth on their interests
• Private and contained
• Take initiative when the situation or issue is very
important to them
How do you prefer to take in information? The S–N Preference
Pair
q Sensing
People who prefer Sensing like to take in information
that is real and tangible—what is actually happening.
They are observant about the specifics of what is going
on around them and are especially attuned to practical
realities.
Sensing:
• Oriented to present realities
• Factual and concrete
• Focus on what is real and actual
• Observe and remember specifics
• Build carefully and thoroughly toward conclusions

• Understand ideas and theories through practical
applications
• Trust experience
q Intuition
People who prefer Intuition like to take in information by
seeing the big picture, focusing on the relationships and
connections between facts. They want to grasp patterns
and are especially attuned to seeing new possibilities.
Intuition:
• Oriented to future possibilities
• Imaginative and verbally creative
• Focus on the patterns and meanings in data
• Remember specifics when they relate to a pattern
• Move quickly to conclusions, follow hunches
• Want to clarify ideas and theories before putting them
into practice
• Trust inspiration
How do you make decisions? The T–F Preference Pair
q Thinking
People who prefer to use Thinking in decision making
like to look at the logical consequences of a choice or
action. They want to mentally remove themselves from
the situation to examine the pros and cons objectively.

They are energized by critiquing and analyzing to
identify what’s wrong with something so they can solve
the problem. Their goal is to find a standard or principle
that will apply in all similar situations.
Thinking:
• Analytical
• Use cause-and-effect reasoning
• Solve problems with logic
• Strive for an objective standard of truth
• Reasonable
• Can be “tough-minded”
• Fair—want everyone treated equally
q Feeling
People who prefer to use Feeling in decision making
like to consider what is important to them and to others
involved. They mentally place themselves in the situation
to identify with everyone so they can make decisions
based on their values about honoring people. They
are energized by appreciating and supporting others
and look for qualities to praise. Their goal is to create
harmony and treat each person as a unique individual.
Feeling:
• Empathetic
• Guided by personal values
• Assess impacts of decisions on people
• Strive for harmony and positive interactions
• Compassionate
• May appear “tenderhearted”
• Fair—want everyone treated as an individual
How do you deal with the outer world? The J–P Preference Pair

q Judging
People who prefer to use their Judging process in
the outer world like to live in a planned, orderly way,
seeking to regulate and manage their lives. They want
to make decisions, come to closure, and move on. Their
lives tend to be structured and organized, and they like
to have things settled. Sticking to a plan and schedule
is very important to them, and they are energized by
getting things done.
Judging:
• Scheduled
• Organize their lives
• Systematic
• Methodical
• Make short- and long-term plans
• Like to have things decided
• Try to avoid last-minute stresses
q Perceiving
People who prefer to use their Perceiving process in
the outer world like to live in a flexible, spontaneous
way, seeking to experience and understand life, rather
than control it. Detailed plans and final decisions feel
confining to them; they prefer to stay open to new
information and last-minute options. They are energized
by their resourcefulness in adapting to the demands of
the moment.
Perceiving:
• Spontaneous
• Flexible
• Casual

• Open-ended
• Adapt, change course
• Like things loose and open to change
• Feel energized by last-minute pressures
What Is Your Type?
The first step in deciding on your type is to put together the
preferences you chose as you were listening
to an explanation or reading about the preferences described in
this report.
The MBTI assessment uses letters to represent the preferences,
so you can estimate your MBTI type by
combining the letters for the preferences you selected on the
preceding pages. For example:
A person with opposite preferences on all four pairs would be
an ENFP.
There are 16 possible combinations of the MBTI preferences,
leading to 16 different patterns of personality.
ISTJ = people who . . .
I Draw energy from and pay attention to their inner world
S Like information that is real and factual
T Use logical analysis in decision making
J Like a structured, planned life
ENFP = people who . . .

E Draw energy from the outer world of people and activity
N Like to see patterns and connections, the big picture
F Use their personal values in decision making
P Like a flexible, adaptable life
Your MBTI results also report a number by each letter. This
number indicates how consistently you
chose that preference over its opposite when you responded to
the questions. The numbers do not indicate
how well developed a preference is or how well you use it.
Your Self-Estimated Type
Your initial self-estimate of type based on the preferences you
chose:
Your Reported Type
Your MBTI results report the preferences you chose when you
completed
the MBTI assessment. These results are shown on the next page.
Your reported MBTI type:
Summary of Your MBTI® Results
How you decide to answer each item on the MBTI assessment
determines your reported MBTI type.
Since each of the preferences can be represented by a letter, a
four-letter code is used as a shorthand for
indicating type. When the eight preferences are combined in all

possible ways, 16 types result. Your
reported MBTI type is shown below.
Reported Type: ESFP
Where you
focus your
attention
Extraversion
People who prefer Extraversion tend to focus on
the outer world of people and activity.
Introversion
People who prefer Introversion tend to focus on
their own inner world of ideas and impressions.
E I
The way
you take in
information
Sensing
People who prefer Sensing tend to take in
information through the five senses and focus
on the here and now.
Intuition
People who prefer Intuition tend to take in information
from patterns and the big picture and focus on future
possibilities.
S N

The way
you make
decisions
Thinking
People who prefer Thinking tend to make
decisions based primarily on logic and on
objective analysis of cause and effect.
Feeling
People who prefer Feeling tend to make decisions
based primarily on values and on subjective
consideration of person-centered concerns.
T F
How you
deal with the
outer world
Judging
People who prefer Judging tend to like a planned
and organized approach to life and want to have
things settled.
Perceiving
People who prefer Perceiving tend to like a flexible
and spontaneous approach to life and want to keep
their options open.
J P
The preference clarity index (pci) indicates how clearly you
chose one preference over its opposite. The bar
graph below charts your results. The longer the bar, the more

sure you may be about your preference.
Very Clear Clear Moderate Slight Slight Moderate Clear Very
Clear
Clarity of Reported Preferences:
Extraversion E
Sensing S
Thinking T
Judging J
I Introversion
N Intuition
F Feeling
P Perceiving
30 25 20 15 10 5 0 5 10 15 20 25 30
PCI Results
Because MBTI results are subject to a variety of influences,
such as work tasks, family demands, and
other factors, they need to be individually verified. If your
reported type does not seem to fit, you will
want to determine the type that comes closest to describing you.
Your type professional can assist you in
this process.
ESFP

19
4
17
2
Extraversion 19 Sensing 4 Feeling 17 Perceiving 2
Verifying Your MBTI® Type
The MBTI instrument is one of the most reliable and valid self-
report personality inventories available,
but no psychological assessment is perfect. Because of this, we
consider the results you received from
taking the assessment a “best estimate” of your psychological
type based on your responses. Your self-
estimate as you learned the preference definitions is another
guess. Most people agree with their MBTI
results, but it is not unusual for your self-estimated type and
your reported MBTI results to differ on one
or more of the preferences.
Your task now is to verify and clarify your “best-fit” type: the
four-letter combination that best describes
your natural way of doing things. Read the Snapshots of the 16
Types on the following page to confirm
your four-letter type code, then write it below.
Applying Your MBTI® Results to Enhance Your Personal

Impact
The rest of this report presents information to help you
understand the impact of your personality type
in key areas of your life. It highlights the influence your type
has on how you work, communicate, and
interact; make decisions and lead others; and handle conflict,
stress, and change. Throughout, the report
suggests ways for you to develop and strengthen your awareness
and effectiveness.
Your Best-Fit Type:
Snapshots of the 16 Types
Sensing Types
In
tr
ov
er
si
on
ISTJ
Quiet, serious, earn success by
thoroughness and dependability.
Practical, matter-of-fact, realistic,
and responsible. Decide

logically what should be done
and work toward it steadily,
regardless of distractions. Take
pleasure in making everything
orderly and organized—their
work, their home, their life.
Value traditions and loyalty.
ISFJ
Quiet, friendly, responsible, and
conscientious. Committed and
steady in meeting their obligations.
Thorough, painstaking, and
accurate. Loyal, considerate,
notice and remember specifics
about people who are important
to them, concerned with how
others feel. Strive to create
an orderly and harmonious
environment at work and
at home.
INFJ
Seek meaning and connection
in ideas, relationships, and
material possessions. Want
to understand what motivates
people and are insightful about
others. Conscientious and
committed to their firm values.
Develop a clear vision about
how best to serve the common
good. Organized and decisive in
implementing their vision.
INTJ

Have original minds and great
drive for implementing their
ideas and achieving their goals.
Quickly see patterns in external
events and develop long-range
explanatory perspectives.
When committed, organize a job
and carry it through. Skeptical
and independent, have high
standards of competence and
performance—for themselves
and others.
ISTP
Tolerant and flexible, quiet
observers until a problem
appears, then act quickly to find
workable solutions. Analyze
what makes things work and
readily get through large
amounts of data to isolate the
core of practical problems.
Interested in cause and effect,
organize facts using logical
principles, value efficiency.
ISFP
Quiet, friendly, sensitive, and
kind. Enjoy the present moment,
what’s going on around them.
Like to have their own space
and to work within their own
time frame. Loyal and committed
to their values and to people
who are important to them.
Dislike disagreements and

conflicts, do not force their
opinions or values on others.
INFP
Idealistic, loyal to their values
and to people who are important
to them. Want an external life
that is congruent with their
values. Curious, quick to see
possibilities, can be catalysts
for implementing ideas. Seek
to understand people and to
help them fulfill their potential.
Adaptable, flexible, and accepting
unless a value is threatened.
INTP
Seek to develop logical
explanations for everything that
interests them. Theoretical and
abstract, interested more in
ideas than in social interaction.
Quiet, contained, flexible, and
adaptable. Have unusual ability
to focus in depth to solve problems
in their area of interest. Skeptical,
sometimes critical, always
analytical.
ESTP
Flexible and tolerant, they take
a pragmatic approach focused
on immediate results. Theories
and conceptual explanations
bore them—they want to act
energetically to solve the

problem. Focus on the here and
now, spontaneous, enjoy each
moment that they can be active
with others. Enjoy material
comforts and style. Learn best
through doing.
ESFP
Outgoing, friendly, and accepting.
Exuberant lovers of life, people,
and material comforts. Enjoy
working with others to make
things happen. Bring common
sense and a realistic approach
to their work, and make work
fun. Flexible and spontaneous,
adapt readily to new people
and environments. Learn best
by trying a new skill with other
people.
ENFP
Warmly enthusiastic and
imaginative. See life as full of
possibilities. Make connections
between events and information
very quickly, and confidently
proceed based on the patterns
they see. Want a lot of affirmation
from others, and readily give
appreciation and support.
Spontaneous and flexible, often
rely on their ability to improvise
and their verbal fluency.
ENTP

Quick, ingenious, stimulating,
alert, and outspoken. Resourceful
in solving new and challenging
problems. Adept at generating
conceptual possibilities and
then analyzing them strategically.
Good at reading other people.
Bored by routine, will seldom do
the same thing the same way,
apt to turn to one new interest
after another.
ESTJ
Practical, realistic, matter-of-
fact. Decisive, quickly move to
implement decisions. Organize
projects and people to get
things done, focus on getting
results in the most efficient way
possible. Take care of routine
details. Have a clear set of logical
standards, systematically follow
them and want others to also.
Forceful in implementing their
plans.
ESFJ
Warmhearted, conscientious,
and cooperative. Want harmony
in their environment, work with
determination to establish it.
Like to work with others to
complete tasks accurately and
on time. Loyal, follow through
even in small matters. Notice
what others need in their day-

by-day lives and try to provide
it. Want to be appreciated for
who they are and for what they
contribute.
ENFJ
Warm, empathetic, responsive,
and responsible. Highly attuned
to the emotions, needs, and
motivations of others. Find
potential in everyone, want to
help others fulfill their potential.
May act as catalysts for
individual and group growth.
Loyal, responsive to praise and
criticism. Sociable, facilitate
others in a group, and provide
inspiring leadership.
ENTJ
Frank, decisive, assume leadership
readily. Quickly see illogical
and inefficient procedures and
policies, develop and implement
comprehensive systems to
solve organizational problems.
Enjoy long-term planning
and goal setting. Usually well
informed, well read, enjoy
expanding their knowledge and
passing it on to others. Forceful
in presenting their ideas.
Intuitive Types
Ex

tr
av
er
si
on
Your Work Style
The descriptions presented below for your type relate to your
work preferences and behaviors. When
reviewing this information, keep in mind that the MBTI
assessment identifies preferences, not abilities
or skills. There are no “good” or “bad” types for any role in an
organization. Each person has something
to offer and learn that enhances his or her contribution.
ESFP Work Style Highlights
ESFPs are friendly, outgoing, fun-loving, and likable
individuals who are naturally
drawn toward others. They like working in groups with other
lively, fast-paced
people, and they enjoy offering alternatives based on common
sense. Although
the descriptors below generally describe ESFPs, some may not
fit you exactly
due to individual differences within each type.
ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Adaptable
Casual
Cooperative
Easygoing
Enthusiastic
Friendly
Outgoing
Playful
Practical
Sociable
Talkative
Tolerant
Contributions to the Organization
• Bring energy, enthusiasm, and a spirit of cooperation
• Present a positive image of the organization
• Offer action, excitement, and fun
• Link people, information, and resources

• Accept and deal with others as they are, even treating them
generously
Problem-Solving Approach
• Want to make a realistic and concrete assessment of the
situation, especially about people
• May need to add objectivity and a long-range vision of what
else might be for optimal results
Potential Pitfalls
Preferred Work Environments
• May overemphasize subjective data in an effort to maintain
harmony
• May jump into things without first reflecting on what is at
hand
• May spend too much time socializing and neglect tasks
• May not always finish what you start
• Contain energetic and easygoing people focused on present
realities
• Are lively and action-oriented
• Foster a fast pace
• Include people who are adaptable and spontaneous
• Emphasize being harmonious, friendly, and appreciative
• Are upbeat and social
• Look attractive and colorful

Suggestions for Developing Your Work Style
• May need to include logical implications in your decision
making in order to depersonalize conflict
• May need to plan ahead when managing work
• May need to balance task and socializing time
• May need to work on project and time management
Preferred Learning Style
• Interactive, with ample time to talk through new information
• Practical, with content you can experiment with and use
Your Communication Style
The information presented below for your type relates to how
you generally tend to communicate. It is
designed to help raise your awareness of your natural
communication style and its impact on others so that
you can develop strategies for communicating more effectively
in your business and personal interactions.
• Are friendly, outgoing, tactful, positive, energetic,
collaborative, and dynamic
• Are kind, considerate, and quick to offer assistance to others
• Observe and tune into people’s needs and feelings; are able to
develop rapport
• Are a thoughtful and realistic troubleshooter who takes action
to help people
• Live in and experience the moment with a lighthearted,
optimistic attitude

• Minimal direction; rules and structure limit your ability to
resourcefully improvise
• Less abstraction and theory; are not convinced by intellectual
arguments
• Practical information enabling immediate action with a
minimum of sitting and planning
• Less use of position power or authority to convey messages
• Stimulation; want to have your senses engaged with sounds,
smells, textures, tastes, and colors
• Adopt an easygoing, tolerant, pleasure-loving, casual approach
• Are observant of, interested in, and in tune with people and
their immediate needs
• Consider practical options to solve immediate problems; use
common sense
• Are highly sociable and active; enjoy meeting and developing
rapport with people
• Flex to meet others’ needs without getting caught up in rules
and procedures
Communication Highlights
What You Want to Hear
At First Glance
• Want to laugh and have fun; love distractions and diversions
• Help others come to consensus through cooperation,
negotiation, and compromise
• Will get people up and moving and would rather act than talk
• Highly value shared activities and experiences that build
strong connections
• Engage in conversations easily; may spend too much time
socializing

When Expressing Yourself
• Generously offer positive feedback and compliment others
• Express appreciation with tangible rewards such as gifts or
offers of help
• Can take criticism personally
• Will deflect a dialogue if it becomes too logical or critical
• Give more positive than corrective feedback; may avoid giving
corrective feedback
Giving and Receiving Feedback
Communication Tips
Here are some strategies to help you adapt your natural way of
communicating to accommodate people with
different personality types.
Potential Blind Spots Suggested Remedies
Others may misunderstand your desire to be in a fun
and adaptable work environment.
You may lack the patience or interest to deal with
matters that are abstract.
When you act quickly without a lot of explaining it may
come across as disrespectful and a challenge to rules
and authority.

You may not notice that others feel distracted
and interrupted when you seek conversation and
companionship.
Your casual, fun approach may be frustrating to others
when they are seeking a serious discussion.
Your desire for harmony may leave you feeling that
it’s best to avoid dealing with unpleasant ongoing
interpersonal conflicts.
You may feel hurt when others give you feedback that
is meant to be constructive.
Accommodate others by making concrete goals and
plans and then sticking to them. By attending to project
completion, you will enhance your contribution and
gain supporters.
Be willing to broaden your perspective to include both
the logical and long-term implications.
Help others understand the practical and flexible side
of problem solving. Curb any tendency to take a
maverick approach.
Allow others quiet time for reflection. Hold off on
conversation until others take a break so that you do
not disrupt their work.
Try not to deflect or avoid interactions that involve
serious matters. Focus on the long term instead of on
immediate gratification.
Collaborate with others to address concerns. Recognize
that you may need to deal with root causes of problems

to resolve more complex issues.
Develop objectivity and take time to hear and understand
the feedback. Be careful not to personalize feedback.
• Determine which of the blind spots above describe your
behavior when communicating or interacting at work.
• Ask yourself whether any of these behaviors are hindering
your performance. If yes, try the suggested remedies
and ask someone you trust for feedback to chart your progress.
Suggestions for Developing Your Communication Style
Your Team Style
Your MBTI results can help you better understand how you tend
to work on a team and improve the
quality of your team interactions. Use this information to gain
insight into your strengths as a team
member, your potential challenges, and how you might enhance
your contributions to teams in various
areas of your work and life.
Your Team Member Strengths
• Considering the impact of team decisions on team members
and others
• Finding ways to agree with others
• Making sure all relevant facts have been identified and
presented

• Making decisions based on personal values
• Reminding team members of common values
• Being sensitive to others’ needs
• Adding a sense of humor to team meetings
• Demonstrating that work can be fun
• Negotiating win-win solutions
• Seeing other people’s viewpoints
• Being flexible and spontaneous in responding to problems
• Bringing common sense and a realistic, practical approach to
problem solving
Suggestions for Developing Your Team Contributions
• Determine which of these behaviors describe you and consider
how they are working for you. How might you
use those behaviors to help in a team context?
• Highlight on the list above those behaviors you use when on a
team. Are any of your natural strengths not being
brought to the team?
• Consider how your strengths can help the teams you serve on
achieve their objective.
May engage in crisis management that treats
symptoms but neglects the causes of problems
Analyze the problem to identify its cause so that you
don’t just treat the symptoms

May get distracted from the task by socializing
excessively
Set aside a regular time for socializing or informal
networking so that you can look forward to it
May focus only on the immediate problem and neglect
long-range issues
Think about how current problems and decisions
might affect what the team does one to three years in
the future
May jump into action prematurely Ask team members if there is
anything more that
needs to be considered before taking action
May not develop a plan for how goals are to be
accomplished
Realize that some members of your team may need a
plan first; give them at least a rough outline of what
steps you will take
May not think through the logical consequences of
decisions
Make a list of the pros and cons of all the alternatives
and develop best- and worst-case scenarios
Potential Blind Spots Suggested Remedies
• Determine which of the blind spots in the chart describe your
behavior when working as part of a team.
• Ask yourself whether any of these behaviors are hindering
team performance. If yes, try the suggested

remedies and ask a team member you trust for feedback to chart
your progress.
Additional Suggestions for Developing Your Team
Contributions
Your Decision-Making Style
The information below is intended to help you see the impact of
your personality preferences on your
decision-making style. It is important to remember that all
personality types and decision-making
styles are equally valuable and that no one type can be
characterized as the best decision maker. Use this
information to learn about and appreciate your natural style and
acquire strategies to make both your
individual and group decision making more successful and
comprehensive.
ESFP Decision-Making Style Highlights
Friendly, outgoing, and enthusiastic, ESFPs work well when
they can use their
vitality and humor to make things happen. They make
collaborative efforts
enjoyable by applying common sense and a flexible and
spontaneous approach
to meeting challenges. They like to use their warmth and
generosity to help
people. During decision making ESFPs typically want to know,
“What is the

most enjoyable choice?”*
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Your Decision-Making Strengths
• Examining what is already working in order to change only
those things that need changing
• Seeking input from people who have provided good advice in
the past
• Considering a variety of data sources in an open-minded and
flexible manner
• Proposing options that would directly and immediately benefit
people
• Crafting decisions that are grounded in common sense
• Assessing quickly and accurately what is enjoyable, easy, and
fun
• Getting going with implementation in an upbeat, no-nonsense
manner
• Attending to the practical needs of others with care and
warmth
• Appreciating everyone’s contribution and celebrating what
went well
• Zeroing in on what happened and how it can be applied in
similar situations
* Used by permission from Elizabeth Hirsh, Katherine W.
Hirsh, and Sandra Krebs Hirsh, Introduction to Type ® and
Teams, 2nd ed. (Mountain View, CA: CPP, Inc., 2003), p. 11.

Potential Challenges During Decision Making
Suggestions for Developing Your Decision-Making Style
• Focusing too much on what is simple or expedient,
overlooking long-range implications
• Failing to consider your own thoughts and feelings before
adopting others’ opinions
• Getting off track, becoming distracted by each new piece of
information
• Focusing on options that protect harmony at the expense of the
truth
• Shying away from decision options that seem complicated or
challenging
• Rushing to select decision options in order to move to action
• Overlooking quiet, subtle, or nuanced resistance
• Failing to see the logical consequences of actions
• Avoiding reflecting on sad, confusing, or dif ficult
circumstances
• Failing to use or trust your insights about what occurred
• Recognize that careful preparation may save time and result in
superior outcomes
• Remember to look inside for answers as well as seek the
counsel of others
• Revisit the core issue to ensure that brainstorming is focused
• Recognize that a candid appraisal of dif ficulties may make
things better for people in the long term
• Realize that what seems dif ficult to evaluate may yield
valuable information

• Understand that careful effort now may allow more time later
for pleasurable pursuits
• Take time to listen carefully to ensure everyone’s satisfaction
and cooperation
• Keep in mind that any plan of action should take into account
the costs as well as the benefits
• Remember that reviewing what is hurtful may provide insights
on how to avoid further pain
• Realize that following inspiration can lead to exciting and
worthwhile experiences
Enhancing Your Decision-Making Capability
Understanding and applying personality type concepts can help
you make better decisions. By using both
preferences for taking in information, Sensing and Intuition,
and both preferences for making judgments or
decisions about that information, Thinking and Feeling, when
coming to a decision or solving a problem, you
can ensure that all factors will be considered. Without this
balanced approach, you will naturally tend to focus
on your own preferences and may lose the benefits and positive
contributions of the other preferences.
Isabel Briggs Myers believed that the best way to make a
decision is to use all four of these preferences
deliberately and in a specific order:
This decision-making sequence is shown below. Your
preferences are highlighted in the graphic. Follow the

steps, noting the important questions to ask at each stage. After
completing the process, you should be able to
make and act on a final decision. At an appropriate point after
implementation, be sure to evaluate the results
by reviewing your consideration of the facts, possibilities,
impacts, and consequences.
#1 Use Sensing to define the problem
#2 Use Intuition to consider all the possibilities
#3 Use Thinking to weigh the consequences of each course of
action
#4 Use Feeling to weigh the alternatives
Thinking—to weigh the consequences
• What are the pros and cons of each option?
• What are the logical consequences of each?
• What are the consequences of not deciding
and acting?
• What impact does each option have on other
priorities?
• Would this option apply equally and fairly to
everyone?
FEELING—to weigh the alternatives
• How does each alternative fit with my
values?
• How will the people involved be affected?
• How will each option contribute to
harmony and positive interactions?
• How can I support people with this

decision?
SENSING—to define the problem
• What are the facts?
• What have you or others done to resolve
this or similar problems?
• What has worked or not worked?
• What resources are available to you?
Intuition—to consider all the possibilities
• What are other ways to look at this?
• What do the data imply?
• What are the connections to larger issues
or other people?
• What theories address this kind of
problem?
Your Leadership Style
The type information below is designed to help you see the
impact of your personality preferences on
your leadership style. Assets and challenges characteristic of
your MBTI type are presented, as well as
suggestions you can use to stretch your development.
Setting Direction
Inspiring Others to Follow

Assets
• Generating options that will benefit individuals;
favoring choices that resonate with your values
• Being quick to see “what is” and what’s needed next
• Being comfortable operating spontaneously in fast-
paced, energetic environments
• Seeking straightforward, practical solutions
Assets
• Having a friendly, outgoing style and an optimistic
outlook, creating rapport and inspiring followers
• Seeking and valuing input from others and using input
to reach consensus
• Easily understanding others’ needs
• Cultivating long-term relationships that contribute to
your advancement
Challenges
• Avoiding visioning and strategic planning, finding
these activities to be draining
• Focusing on quick, practical solutions, sometimes
overlooking root causes
• Getting easily distracted by new data, slowing the
decision-making process
• Feeling discomfort with conflicting views, making
it hard to pick a direction that displeases others

Challenges
• Having a fun-loving style that is not effective with
everyone; must cultivate a way to engage the more
serious people, too
• Being drawn to people who are outgoing, thereby
risking undervaluing or overlooking quieter people
• Losing interest in and trying to avoid the mundane
or repetitive activities of an organization
• Being critical of those who rely on their intuition
Mobilizing Accomplishment of Goals
Assets
• Knowing how to replicate success by recognizing and
repeating a good process
• Stimulating others to take action
• Being hands-on and spontaneous and enjoying
coaching others to success
• Rewarding and celebrating the completion of
milestone tasks to keep the team motivated
Challenges
• Having underdeveloped organizational skills, meaning
resources are not marshaled and execution suffers
• Missing important deadlines because you are too
flexible and lose focus on the critical path

• Being seen sometimes as playing favorites when
evaluating performance and providing opportunities
to others
• Being not very self-reflective, which may make you
unreceptive to feedback from others
Suggestions for Developing Your Leadership Style
• Strategic decision making. Discover how to focus less on the
present in your decision making and instead look
more overtly at the long-term, logical consequences of the
options.
• Clarification of values. Take time to reflect deeply on your
values and goals. Knowing what matters most to you
and slowing down momentarily to ask yourself about the pros
and cons of a choice will help improve the decisions
you make under stress.
Your Conflict Style
Your MBTI results shed light on how you typically approach
and deal with conflict. Incorporating type

awareness and an understanding of your natural style can help
you be better prepared to more effectively
and sensitively approach, communicate during, and resolve
conflict situations.
ESFP Conflict Style Highlights
ESFPs typically view conflict as a natural, albeit at times
unwelcome, part of
life. It is important to them that everyone be listened to and
included in the
exploration of conflict. While they naturally tend to find
enjoyment wherever
they go, they can be drawn into conflict if a core value has been
transgressed
or if it involves someone they care about.
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
• Maintaining your joie de vivre in most situations
• Comfortably taking on the role of peacemaker, being
lighthearted when appropriate and encouraging others to
overcome their differences
• Living in the present, which ensures that you pay attention to
how people are doing at all times and allows you to
accept others, flaws and all
• Freedom to live life to the fullest; acceptance of your positive
demeanor even when things look gloomy

• A safe environment in which people are not judged for what
they might say and no one is overly aggressive
• Permission to bend (or, more likely, forgiveness for bending)
the rules a little
Your Strengths in Managing Conflict
What You Need from Others
How Others Tend to See You
• Generally exuberant in how you lead your life and caring and
understanding in your dealings with others
• At times impulsive and impatient, not planning ahead; this can
lead to the perception that you shun difficult
situations for more exciting options
• When you are under stress: hyperactive, talking too much, and
jumping from one thing to the next; blunt and
uncharacteristically allowing all options to be seen as negative
Suggestions for Developing Your Conflict Style
• Be careful when using humor, which others may regard as
flippant and disrespectful
• Be wary of unintentionally aggravating the situation by
jumping in hastily and then saying something inappropriate
• Be prepared to sometimes take a stern stance to move things
along
• Understand that your trial-and-error approach may be seen by
some as a lack of preparation and by others as an
indication that they can easily outmaneuver you

How Stress Impacts You
Use the information below to learn about how your MBTI
preferences impact how you tend to experience
and react to stress. This understanding can support your ability
to manage productively and effectively the
stresses that come with everyday work and life.
Stressors
Signs of Stress in ESFPs
• Being forced to make commitments that close off options
• Being asked about future plans
• Getting confusing instructions, not knowing what is expected
• Dealing with overwhelming demands, deadlines
• Being in rigid, rule-bound environments that allow no freedom
of choice
• Coping with conflicts, threats to important relationships
• Dealing with concerns about other people’s welfare
• Reading between the lines, seeing connections among random,
trivial events
• Being overwhelmed by confusing, unfamiliar thoughts and
ideas
• Feeling trapped, imagining never-ending doom and gloom
• Feeling nervous and anxious, expecting the worst
• Behaving in a snappy, angry, intolerant, abrupt manner
• Becoming hypersensitive, getting their feelings hurt easily
• Becoming quiet, introspective; withdrawing, wanting to be left
alone

Best Ways for ESFPs to Manage Stress
Worst Ways for ESFPs to Respond to Stress
• Get away from the stressful situation
• Do something enjoyable and distracting, focus on something
pleasant
• Ask for help and support from many people
• Use positive self-talk
• Talk to a rational friend about it to get grounded
• Ask someone to help you make contingency plans in case your
worst fears are realized
• Let enough time pass for the stress to go away on its own
• Cut yourself off from people, withdraw even further
• Resolve to become more like other people, such as by making
long-range plans, not living in the moment, and
doing routine activities
• Avoid asking for help for fear you’ll be judged inadequate
• Engage in negative self-talk, stay stuck in your mood,
convinced that all is hopeless
• Judge yourself harshly for not coping the way you think others
would cope
Your Approach to Change
The charts below provide information and perspective to help
you more fully understand the impact of
your MBTI type on how you tend to react and respond during
times of change and transition. Awareness

of needs, typical reactions, and contributions can help you
develop the resiliency and flexibility needed to
feel and be more effective as you both experience and manage
change.
In Times of Change
When Dealing with Losses
Needs during change
• To get moving
• To be involved and get others involved
• An opportunity to enjoy the process and add your
enthusiasm
• Chances to talk, to tell others about your experience
and ideas
• Appreciation for bringing humor and fun
Contribute by
• Accepting changes willingly
• Taking care of others
• Accepting and including new people
• Talking about and processing what is happening
• Initiating celebrations
Reactions when needs are not met
• Get caught up in the present, can lose perspective
• Avoid responsibility and rules
• Involve others in unproductive activities, may create
turmoil
• Talk a lot
Have difficulty with

• Dealing with consequences, especially negative ones
• Loss of relationships
• Seeing the big picture that may explain the losses
• The negative impacts on people
During the Transition Period
Typical reactions
• Lack direction, uncertain about where things
are going
• Impatient, want to move on
• Want to know, “what is the end product, specifically?”
• Frustrated by inaction, spinning wheels
Tend to focus on
• Gathering information
• Getting people together, moving everyone along
• Tending to immediate projects you can do step-
by-step
• Talking, processing information and decisions
During the Start-Up Phase
Obstacles to starting
• Not having enough experience and information
• Being expected to have everything carefully planned out
• Dealing with people’s negative feelings, people who
are feeling stuck
• Learning new technical requirements
• Having to go at a slow pace—you want to speed it up!
Contribute by
• Including everyone

• Energizing others
• Making work fun
• Adapting to midcourse changes in the plans
• Celebrating
• Verbalizing and processing what’s happening
About This Report
This MBTI report was selected for you by your experienced
MBTI practitioner to help guide your
continued development and promote your personal and
professional success.
The report was derived from the following sources:
• Introduction to Type ® (6th ed.) by Isabel Briggs Myers.
Copyright 1998 Peter B. Myers and
Katharine D. Myers. All rights reserved.
• Introduction to Type ® and Change by Nancy J. Barger and
Linda K. Kirby. Copyright 2004 CPP, Inc.
All rights reserved.
• Introduction to Type ® and Leadership by Sharon Lebovitz
Richmond. Copyright 2008 CPP, Inc.
• Introduction to Type ® in Organizations (3rd ed.) by Sandra
Krebs Hirsh and Jean M. Kummerow.
Copyright 1998 CPP, Inc. All rights reserved.

• MBTI® Communication Style Report developed by Donna
Dunning. Copyright 2009 CPP, Inc.
• MBTI® Conflict Style Report developed by Damian Killen
and Danica Murphy. Copyright 2003,
2011 Peter B. Myers and Katharine D. Myers. All rights
reserved.
• MBTI® Decision-Making Style Report developed by
Katherine W. Hirsh and Elizabeth Hirsh.
Copyright 2007, 2010 Peter B. Myers and Katharine D. Myers.
• MBTI® Interpretive Report. Copyright 1988, 1998, 2005 Peter
B. Myers and Katharine D. Myers.
• MBTI® Interpretive Report for Organizations developed by
Sandra Krebs Hirsh and Jean M.
Kummerow. Copyright 1990, 1998, 2005 Peter B. Myers and
Katharine D. Myers. All rights reserved.
• MBTI® Stress Management Report developed by Naomi L.
Quenk. Copyright 2011 Peter B. Myers
and Katharine D. Myers. All rights reserved.
• MBTI® Team Report developed by Allen L. Hammer.
Copyright 1994, 1998, 2004, 2009 Peter B.
Myers and Katharine D. Myers. All rights reserved.
These in-depth reports and resources are available through your
practitioner.
For more information about the Myers-Briggs® assessment and
available reports, please visit www.cpp.com.

CPP, Inc. | 800-624-1765 | www.cpp.com
© Full copyright information appears on page 1.
Scores based on U.S. normative data copyright © 2008 by NCS
Pearson, Inc.
All rights reserved. Produced in the United States of America.
Nick Kahn
Page 1 of 5
Score Report
Examinee Name Barbara B Date of Report 3/25/2015
Examinee ID Grade College Grduate
Date of Birth 2/24/1993 Home Language English
Gender Female Handedness Left
Race/Ethnicity <Not Specified> Examiner Name
Test Administered WAIS–IV (3/25/2015) Age at Testing 22
years 1 month Retest? No
WAIS–IV Comments
Composite Score Summary
Scale
Sum of

Scaled Scores
Composite
Score
Percentile
Rank
95%
Confidence
Interval
Qualitative
Description
Verbal Comprehension 37 VCI 112 79 106-117 High Average
Perceptual Reasoning 39 PRI 117 87 110-122 High Average
Working Memory 24 WMI 111 77 104-117 High Average
Processing Speed 19 PSI 97 42 89-106 Average
Full Scale 119 FSIQ 112 79 108-116 High Average
General Ability 76 GAI 117 87 112-121 High Average
Confidence Intervals are based on the Overall Average SEMs.
Values reported in the SEM column are based on the examinee’s
age.
The GAI is an optional composite summary score that is less
sensitive to the influence of working memory and processing
speed. Because working memory and processing speed are vital
to a comprehensive evaluation of cognitive ability, it should be
noted that the GAI does not have the breadth of construct

coverage as the FSIQ.
Good effort, appeared comfortable, on processing speed tasks
made no errors,
but completed relatively fewer items. systematic, organized
approach on non-
verbal tasks. Results can be considered valid.
Pearson, Inc.
Nick Kahn
Page 2 of 5
Analysis
Index Level Discrepancy Comparisons
Comparison Score 1 Score 2 Difference
Critical
Value
.05
Significant
Difference

Y / N
Base Rate
Overall Sample
VCI - PRI 112 117 -5 9.74 N 37.1
VCI - WMI 112 111 1 10.6 N 48.1
VCI - PSI 112 97 15 12.47 Y 17.2
PRI - WMI 117 111 6 10.18 N 32.5
PRI - PSI 117 97 20 12.12 Y 9.7
WMI - PSI 111 97 14 12.82 Y 18.1
FSIQ - GAI 112 117 -5 3.96 Y 17.6
Base rate by overall sample.
Statistical significance (critical value) at the .05 level.
Composite Scores and
Standard Error
of Measurement
Composite Score SEM
VCI 112 3.67
PRI 117 3.35
WMI 111 3.97

PSI 97 5.2
FSIQ 112 2.6
GAI 117 3
Composite Score Profile
The vertical bars represent the standard error of measurement
(SEM).
Pearson, Inc.
Nick Kahn
Page 3 of 5
Verbal Comprehension Subtests Summary
Subtest
Raw
Score
Scaled
Score
Percentile
Rank

Reference Group
Scaled Score SEM
Similarities 28 13 84 11 1.31
Vocabulary 41 13 84 12 0.79
Information 15 11 63 11 0.99
Perceptual Reasoning Subtests Summary
Subtest
Raw
Score
Scaled
Score
Percentile
Rank
Reference Group
Scaled Score SEM
Block Design 59 14 91 14 1.04
Matrix Reasoning 21 11 63 12 1.04
Visual Puzzles 22 14 91 14 0.95
Working Memory Subtests Summary
Subtest
Raw

Score
Scaled
Score
Percentile
Rank
Reference Group
Scaled Score SEM
Digit Span 25 9 37 8 0.99
Arithmetic 19 15 95 14 0.99
Processing Speed Subtests Summary
Subtest
Raw
Score
Scaled
Score
Percentile
Rank
Reference Group
Scaled Score SEM
Symbol Search 38 12 75 12 1.31
Coding 57 7 16 7 1.16

Subtest Level Discrepancy Comparisons
Subtest Comparison Score 1 Score 2 Difference
Critical Value
.05
Significant
Difference
Y / N
Base
Rate
Digit Span - Arithmetic 9 15 -6 2.57 Y 1.9
Symbol Search - Coding 12 7 5 3.41 Y 3.7
Pearson, Inc.
Nick Kahn
Page 4 of 5
Determining Strengths and Weaknesses
Differences Between Subtest and Overall Mean of Subtest

Scores
Subtest
Subtest
Scaled
Score
Mean
Scaled
Score Difference
Critical Value
.05
Strength or
Weakness
Base
Rate
Block Design 14 11.90 2.1 2.85 >25%
Similarities 13 11.90 1.1 2.82 >25%
Digit Span 9 11.90 -2.9 2.22 W 15-25%
Matrix Reasoning 11 11.90 -0.9 2.54 >25%
Vocabulary 13 11.90 1.1 2.03 >25%
Arithmetic 15 11.90 3.1 2.73 S 10-15%
Symbol Search 12 11.90 0.1 3.42 >25%
Visual Puzzles 14 11.90 2.1 2.71 >25%

Information 11 11.90 -0.9 2.19 >25%
Coding 7 11.90 -4.9 2.97 W 2-5%
Overall: Mean = 11.9, Scatter = 8, Base rate = 30.2.
Base Rate for Intersubtest Scatter is reported for 10 Full Scale
Subtests.
Subtest Scaled Score Profile
The vertical bars represent the standard error of measurement
(SEM)
Pearson, Inc.
Nick Kahn
Page 5 of 5
Process Analysis
Perceptual Reasoning Process Score Summary
Process Score
Raw
Score

Scaled
Score
Percentile
Rank SEM
Block Design No Time Bonus 48 13 84 1.08
Process Level Discrepancy Comparisons
Process Comparison Score 1 Score 2 Difference
Critical
Value
.05
Significant
Difference
Y / N
Base
Rate
Block Design - Block Design No Time Bonus 14 13 1 3.08 N
21.5
Digit Span Forward - Digit Span Backward 9 11 -2 3.65 N 31.5
Digit Span Forward - Digit Span Sequencing 9 6 3 3.6 N 21.1
Digit Span Backward - Digit Span Sequencing 11 6 5 3.56 Y 7.8
Longest DS Forward - Longest DS Backward 7 5 2 -- -- 57

Longest DS Forward - Longest DS Sequence 7 9 -2 -- -- 3.5
Longest DS Backward - Longest DS Sequence 5 9 -4 -- -- 4
Working Memory Process Score Summary
Process Score
Raw
Score
Scaled
Score
Percentile
Rank
Base
Rate SEM
Digit Span Forward 10 9 37 -- 1.44
Digit Span Backward 9 11 63 -- 1.37
Digit Span Sequencing 6 6 9 -- 1.56
Longest Digit Span Forward 7 -- -- 50.5 --
Longest Digit Span Backward 5 -- -- 53 --
Longest Digit Span Sequence 9 -- -- 1.5 --

Sentence Completion Test
Client: Barbara B. 25 Mar 15
1. I enjoy……my memories
2. I wonder…when I’ll be happy again
3. I should not…dwell on the past
4. The world…seems uncertain
5. Things in general…are meh
6. The future…is hard to imagine
7. My friends…don’t know what I am going
through
8. Some people regret…their career choices
9. Our county…doesn’t care about people
10. My parents…worry too much
Your Results for Holland Code Career TestMarch 25, 2015,

2:21 pm | Truity
Your Results for Holland Code Career TestMarch 25, 2015, 2 21
pm Truity.html[3/25/2015 10:27:56 AM]
Your Results for Holland Code Career Test
March 25, 2015, 2:21 pm
SECTION I: YOUR CAREER TYPE
This section describes your top interest area.
You're a Creator
Your primary interest area is Artistic, which means you are a
creator interested in imagination, self-
expression, and artistic experience. Creators enjoy drama, fine
arts, music, and creative writing. They like to
work with visual elements such as forms, colors, and patterns.
Creators like an unstructured work environment where they can
be free to express their individuality. They
usually like to avoid work settings with a lot of strict rules or
standard procedures that must be followed.
Creators like their work best when they can think outside the
box and put their own personal spin on what
they do. As a Creator, your primary career goal will be to find
a job where you can use your imagination and
solve creative problems in a unique and original way.
Some sample careers for Creators include graphic designer,
musician, journalist, novelist, and architect.

SECTION II: YOUR SCORE SUMMARY
In this section, you will see how you scored for each of the 6
interest areas.
Building
Building careers are those that involve mechanics and
construction, working with machines, or using
physical skills. Builders are often attracted to careers in the
military or law enforcement, construction,
mechanics, and athletics.
Your interest level for the Building career area is moderate.
Thinking
Thinking careers are those that involve research, analysis, and
solving abstract or theoretical problems.
Thinkers are often attracted to careers in the sciences,
computers and technology, mathematics, and
medicine.
Your interest level for the Thinking career area is moderate.
Creating
Creating careers are those that involve artistic expression,
imagination, and the creative use of language.
Creators are often attracted to careers in performing or visual
art, music, writing, and all areas of design.
http://www.truity.com/page/get-truity-pro-account

http://www.truity.com/ajax_register/login?origin=%2Fpersonalit
y-test%2Ftest-results%2F851023
http://www.truity.com/ajax_register/register
http://www.truity.com/
http://www.truity.com/
2:21 pm | Truity
pm Truity.html[3/25/2015 10:27:56 AM]
Your interest level for the Creating career area is high.
Helping
Helping careers are those that involve assisting, teaching, or
taking care of other people. Helpers are often
attracted to careers in education, counseling, health care, social
service, and human resources.
Your interest level for the Helping career area is moderate.
Persuading
Persuading careers are those that involve leading, influencing,
or managing others. Persuaders are often
attracted to careers in business, management, sales, retail, and
entrepreneurship.
Your interest level for the Persuading career area is low.
Organizing
Organizing careers are those that involve managing data, files,
and processes. Organizers are often attracted

to careers in accounting, computers and information systems,
administration, and office management.
Your interest level for the Organizing career area is low.
SECTION III: EXPLORING CAREERS
Now that you know what your top interest areas are, it's time to
put that information to work! You can now search for careers
based on your interest profile.
Take a moment to review your results for each of the 6 interest
areas. Choose one or two interest areas that sound the most
appealing to you. Also, choose
one or two areas that you know are not right for you.
Have a good idea of your top interest areas, and the ones you
want to avoid? Great! You're going to use this information to
search our careers database.
Click the button below to open up the search tool. It will open
in a new window, so you can easily refer back to this page if
you need to.
Search Careers Now
SECTION IV: NEXT STEPS
1. Do your research
This test is just a starting point. It's up to you to use the
information to find the right career for you! If you haven't used
our career search tool yet, go back

and try it out (find the green button).
http://www.truity.com/search-careers
http://www.truity.com/search-careers
2:21 pm | Truity
pm Truity.html[3/25/2015 10:27:56 AM]
2. Share this test with friends
Curious how your friends would score? Post this quiz to
Facebook so they can take it too.
3. Don't forget to save!
You can come back and look at your results whenever you need
to if you register, log in, or connect via Facebook now.
https://www.facebook.com/dialog/feed?app_id=2909188409919
00&link=http%3A%2F%2Fwww.truity.com%2Ftest%2Fholland-
code-career-
test&picture=http%3A%2F%2Fwww.truity.com%2Fsites%2Fdef
ault%2Ffiles%2Fupload_element%2FRIASECGraphic.png&nam
e=Take%20the%20Holland%20Code%20Career%20Test%21&ca
ption=A%20free%20test%20to%20reveal%20your%20top%20ca
reers&description=Discover%20the%20best%20jobs%20for%20
you%20with%20the%20powerful%20system%20of%20Holland
%20career%20codes.%20This%20inventory%20will%20identify
%20your%20strongest%20career%20interests%20among%20six
%20occupational%20themes%3A%20Realistic%2C%20Investig
ative%2C%20Artistic%2C%20Social%2C%20Enterprising%2C
%20and%20Conventional.&message=&redirect_uri=http%3A%2

F%2Fwww.truity.com%2Ftest%2Fholland-code-career-test
http://www.truity.com/ajax_register/register
http://www.truity.com/ajax_register/login
http://www.truity.com/ajax_register/loginLocal DiskYour
Results for Holland Code Career TestMarch 25, 2015, 2:21 pm |
Truity
Clinical Assessment of Depression Results—Barbara B.
3/25/15
Scale Raw
T-
Score %ile 90% CI Qualitative
Depressed Mood (DM) 55 69 95 3 Mild Clinical Risk
Anxiety/Worry (AW) 29 64 92 7 Mild Clinical Risk
Diminished Interest (DI) 17 73 98 6 Significant Clinical Risk
Cog/Phys Fatigue (CPF) 27 64 91 6 Mild Clinical Risk
CAD Total Scale (CAD TS) 128 69 96 3 Mild Clinical Risk
Negative Impression (NI) 0 Typical
Infrequency (IF) 0 Typical

30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
T

-S
c
o
re
Scale
CAD Profile
(Draft of Observation, and Benefits and Limitations)
Prompt: In Milestone One, you chose a case history and
described how you would be analyzing the case. In this
milestone two, you begin to analyze the data in your client’s
case history. You will be addressing how the client’s behaviors
and test conditions impacted the test results. You will also
closely examine the different tests used to determine the
benefits and limitations of each. Finally, you will consider
whether or not the assessments were conducted ethically. All of
your observations and insights will need to be supported with
current research and accepted professional practices.
Specifically the following critical elements must be addressed:
II. Observation
1. a) Using the field notes provided and, referring to the
specific testing instruments and methods used, describe the
pertinent client behaviors and test conditions relevant to test
outcomes and conclusions. What is the setting for the
observation? Was it a natural or contrived situation? Was the
subject aware of the observation (Hawthorne effect)? How did
the observed behaviors relate to the referral question?
2. b) How did the subject respond to testing? What was his or
her level of comfort, effort, emotional state, and so on? Using
other research, justify how the subject’s behavior could have
been impacted by the test conditions.

III. Benefits and Limitations
1. a) Provide a rationale for the test selection used, a brief
description of the tests used, and the obtained scores.
2. b) For each test performed in the case history, assess the
different approaches used by examining the benefits and
limitations of each test performed.
3. c) Relate the tests performed to the APA Ethical Code; did
each test follow ethical guidelines? Justify your viewpoint by
using current research and theory.
Rubric
Guidelines for Submission: Your paper must be submitted as a
two- to three-page Microsoft Word document with double
spacing, 12-point Times New Roman font, one-inch margins,
and at least three sources cited in APA format.
Case History Two—Barbara B. Case Analysis:
a). Client's Case
The case involves a 22-year-old recent graduate named Barbara
and currently employed as an entry level accountant at a large
advertising agency. Recently, Barbara has been feeling tired all
the time and lacking energy. This has continued for
approximately two weeks. Moreover, she has lost interest in
socializing and performing daily routines. Her past entails
attending a small southern college where she graduated with a
degree in advertising (Koocher & Keith-Spiegel, 2016). She has
had a busy social life which involves many clubs and activities
which included soccer.
Reason for Referral
Barbara decided to make a self-referral assessment due to the
fact that she has been lately feeling so tired with no strengths at
all. She also decided to make the self-referral since she has
changed to disliking socializing which she has been involved in
for most of her life. She thus had to go to a psychologist so that
the problem can be diagnosed.
Therefore, the problems which are to be addressed in her visit is
the cause of such sudden changes. Relating to the APA ethical
code of psychological assessment, the issues which can be

encountered is asking her for her experience with her private
life such as love life. She should assent and willingly answer
the questions asked.
b). Referral and the Impact of Assessment
The person making the referral is Barbara who is the victim and
giving a reason on why she is making the referral from her
report and how she feels. In response to her referral report, it
can be depicted that the impact of assessment will be effective
and enable her to improve since she is the one who has realized
the problem she has and thus saw a need to overcome such
problem.
c). Ways of Analyzing Data
The data can be analyzed by critical analysis and the
interpreting the report so that the rational can be found to the
emergence of the recent Barbara's feelings. She should then be
examined so that the report findings can be compared with the
findings by a doctor so that the right diagnosis can be carried
out (Miles, Huberman, & Saldaña, 2014).
The best way to organize the data is by first going through the
report of a referral made by Barbara then comparing with the
physician report. This will help in addressing the question of
the cause of Barbara's feelings. In order to make this technical
for the intended reader to understand, simple language can be
used which is understandable to the reader. These include
avoiding the use of many medical terms.
References
Koocher, G. P., & Keith-Spiegel, P. (2016). Ethics in
psychology and the mental health professions: Standards and
cases.
Miles, M. B., Huberman, A. M., & Saldaña, J. (2014).
Qualitative data analysis: A methods sourcebook.

CPP, Inc. 800-624-1765 www.cpp.comMyers-Briggs Type I.docx

CPP, Inc. 800-624-1765 www.cpp.comMyers-Briggs Type I.docx

Recommended

Recommended

More Related Content

Similar to CPP, Inc. 800-624-1765 www.cpp.comMyers-Briggs Type I.docx

Similar to CPP, Inc. 800-624-1765 www.cpp.comMyers-Briggs Type I.docx (20)

More from vanesaburnand

More from vanesaburnand (20)

Recently uploaded

Recently uploaded (20)

CPP, Inc. 800-624-1765 www.cpp.comMyers-Briggs Type I.docx