Temperament

Let's Split the Difference

Your Guide to Clarifying the Differences Between Similar Types
$19.95
By: 

This book has been designed as a resource for trainers, consultants, coaches, and leaders to help individuals assess their best-fit type, and thereby have greater access to their innate talents. Every year, many thousands of people use the knowledge of psychological type (as described initially by Carl Jung in 1921) to raise individual awareness, increase leadership effectiveness, build team cohesiveness and provide support to the coaching process.  more »

SPECIAL APTi FREE WEBINAR: GETTING THE MOST OUT OF TYPE

Dear Fellow Type Practitioners and Enthusiasts,

APTi has given me the gift of a place to learn and hone my type knowledge and skills as well as a place to engage with people like you who are committed to using type knowledge for positive change.  I am pleased to have this opportunity to give something back to the organization. We are offering a Special APTi free webinar that you are all invited to attend.  more »

Temperament -- Frequently Asked Question's

Interactive Personalities

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Have you played the Sims™ or enjoyed other computer games with virtual characters you can interact with? I am using virtual characters to explore personality. Mainly, I observe college students talking to and programming two characters named Truman and Olivia. This is a novel approach to exploring personality. The programmer sets up a character’s personality, then observes how others interact with the character. There are plenty of type-related patterns that match up.  more »

Personality Assesment - Instruments and Feedback

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Various models look at personality differences for the purposes of career decisions, life planning, job assignment and team building. Most personality assessment is done through self-report with individual response to items varying according to mind set, vocabulary, life experience, culture and so on. The usefulness of the model is determined by the accuracy of both the model and the instrument used. If the instrument and the resulting descriptions do not accurately describe the individual, the model will be rejected.  more »

Relationship of Temperament to Jung's Types and to the MBTI®

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Temperament is frequently used in conjunction with the MBTI. Historically speaking, the work of Isabel Myers took place independent of the work of David Keirsey, even though much of their work was done during some of the same time frame. During World War II, Myers sought to create a self-report instrument that would allow Carl Jung’s theories of psychological types to help end human suffering and to help people choose work that better suited their natures.  more »

How to tell iNtuiting from extraverted Sensing

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Over the last four years, in the MBTI® Qualifying Programs, advanced programs and elsewhere, we found a disproportionate number of people who had reported preferences for the iNtuiting process while their behaviors seemed to resemble the Artisan-SP temperament pattern. This raised some questions such as: What is the relationship between temperament and Jung's typology? Can someone have one type and a different temperament? If not, what is going on here?  more »

Wizards in the Wilderness and the Search for True Type

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Type possesses a strange attraction. Self-identification is insightful, and fun, and it is only the beginning. It pulls us along, and somehow, in time, we learn how to recognize type in others, accurately we hope.

How is this type recognition accomplished?

Specifically, what kinds of features or processes do people latch onto and bring to bear as they begin the journey? Does success come by some kind of magic, or is there a science to it?  more »

Another Look At Creativity Styles: Reporting On Research and A New Question

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In the early literature, a survey of studies relating the MBTI to creativity showed a tendency for N's, especially NP's to be considered more creative than S's and SJ's (Myers & McCaulley p. 214 - 221, Myers, McCaulley, Quenk, Hammer, 1998 p. 191 - 194).  more »

Coaching for Peak Performance: Temperament and the “Workplace Pleasure Zone”

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“Although traditional incentives such as bonuses or recognition can prod people to better performance, no external motivators can get people to perform at their absolute best. . . .Wherever people gravitate within their work roles, indicates where their real pleasure lies—and that pleasure is itself motivating.”
-Daniel Goleman, Primal Leadership
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