otto kroeger

7/29/2019 Otto Kroeger

http://slidepdf.com/reader/full/otto-kroeger 1/58

Otto Kroeger, Janet Tyuson

Types of people

16 personality types that determine how we live, work and love

(Otto Kroeger, Janet Thuesen "Type Talk: The 16 Personality Types that Determine How We Live, Love,

and Work", 1989)

This book will help to understand the causes of other people and to understand the motives of their

behavior - at work, in love, in child care and other areas of daily life. Submitted version of Jungian

typology - Myers-Briggs typology - related popular Russian socionics.

Content

About the Authors

Acknowledgements

Introduction

Foreword

Chapter 1. Aliases and nicknames

Scientific approach

Who are we?

Brief History

Similarities or differences?

The birth of the type

The foundation of our lives

Chapter 2. What is a type of personality?

Chapter 3. The triumph of the differences: eight preferences

Interaction of S-N

Function of decision-making: the logic and ethics

As logic and ethics decisions

Energy source: extroverts and introverts

Interaction introverts extraverts

Lifestyle: rational and irrational

Preference which is most difficult to hide

Everything is relative

Too many good things - is bad

Chapter 4. The quickest way to typology: The Four Temperaments

Descriptions of the four temperaments

Chapter 5. How to determine the type of neighbor

Let's start with the obvious



How to distinguish from extroverted introvert

How to distinguish streamlining of irratsionala

Distinguish sensor technology from intuitive - the task is more difficult

The biggest challenge: how to distinguish the logic of ethics

A few tips to determine the correct type of others

Chapter 6. Typology from 9 to 5

How do different types of set goals

How to set goals extroverts and introverts

How to set goals and sensory intuity

How is the purpose of logic and ethics

How to set goals rational and irrational

Conflict of addiction: a recipe for disaster

Balance inclinations: a recipe for success

A few tips

How to choose the most effective target

Pitfalls

Typology and time management

What they do with the time rational and irrational

Postponing until later: no type is immune from this

Tips on time management

Staff recruitment: attraction (or repulsion) of opposites

If too much of a good - this is bad

What is in the works

The problem in the client or the employees?

Typology and Conflict Resolution

Extroverts and introverts

Sensors and intuity

Logic and ethics

Rational and irrational

Five steps to resolve the conflict

Five steps: an example from the life of

Head too good: another example of life

Tips for Conflict Resolution

Typology and a set of commands

Ask yourself three key questions

Natural equilibrium: an example from the life of

Typological scheme of

A few time-tested tips

Chapter 7. Friendship, love, and typology

As extroverts and introverts behave on a date

As sensors and intuity behave on a date

As logic and ethics behave on a date



As rational and irrational behavior on a date

Wolves in Sheep's Clothing

What happens after the meeting: typology in love and marriage

Extroverts and introverts, What is "modest" wedding?

Sensors and intuity: Meet the Parents

Logic and ethics: first wedding anniversary

Rational and irrational: the choice of gift

Focus on your strengths, not on weaknesses

The two main rules of building relationships

Types and disputes

Fair fight: five steps

Two simple rules

Love, sex and type: what we like and do not like

Findings

As a result, all will benefit

Chapter 8. Typology and parenting

Introverts and extroverts: personal space

Sensors and intuity: what to do?

Logic and ethics: an example to follow

Rational and irrational, whether people like me

Rational and irrational: Troubleshooting

Five stories of life

Linda: how children learn, extroverts

Ronda relationship problems

Jonathan: how to greet a child with an introvert

Amy: Sensorik of intuitive

Communication with elderly parents

Chapter 9. Typology here and there

Typology in learning and teaching

Sensory do intuity train: dichotomy SN

Typology and Tests

Expression and thinking: extraversion and introversion

Order and spontaneity: rational and irrational

Temperaments in study

There are other differences between the temperaments

Type and profession

Typology and entertainment: who behaves like a party

Typology - in joy

Money: Who spends and who saves?

Weight: who gains and who loses?

Humor: Who tells jokes

Sex: Who, what, where and when?



Sports: who cares about the process, and who - a victory?

Religion: Who believes?

Politics: who is the best leader?

Chapter 10. Sixteen types

ISTJ: Do what you must

ISFJ: The exclusive duty

INFJ: Inspiration for other

INTJ: Everything can be improved

ISTP: Ready to try anything once

ISFP: All he sees, but in nothing interferes

INFP: Noble Service to the community

INTP: Love to solve problems

ESTP: Realists to the bone

ESFP: Life is given to us only once

ENFP: Get out of life as much as possible

ENTP: Life is full of exciting challenges

ESTJ: home life

ESFJ: Embodied responsibility

ENFJ: Masters of persuasion

ENTJ: a born leader

Appendix 1. A Brief History of typology

Appendix 2. Dominant and auxiliary functions. complex character introvert

About the Authors

Otto Kroeger, ENFJ, founder of the Association of Otto Kroeger, a consulting firm in Fairfax, Virginia,

working exclusively with the indicator of the Myers-Briggs. He - a former Lutheran priest, who for more

than twenty years working in the field of psychology and organizational development. He has lectured

on the typology in various parts of the United States, as well as in Europe and Asia and has worked with

hundreds of corporations, such as AT & T, Xerox, IBM, Marine Midland Bank, Ford, Exxon, and the World

Bank. He had worked with the Ministry of Defence, introducing typology of the four major branches of

the army, and now his seminars are included in the mandatory training program in many military

schools.

Otto Kroeger Association, founded in 1977 - is a company operating in the field of psychology andcounseling management and based in Fairfax, Virginia. It provides a variety of consulting and training

organizations in the field of organizational development, conflict resolution, goal setting and

communication, using indicator Myers-Briggs as a basis for understanding the differences. It is one of

four organizations that are authorized to provide qualified training professional ITMB possession. In

addition, the company produces a variety of materials related to the typology, including audio and video

recordings, as well as a series of sixteen t-shirts.



Janet M. Tewson, INFP, president of the Association of Otto Kroeger, has made a serious career in the

field of education, business and psychological counseling. She has taught everything from elementary

school to high school, and all of a notorious teens to drug-dependent women. She also served as

Assistant Director of Organizational Development at the White House and the Ministry of Education. She

has trained hundreds of professional people working with typology and made many interesting

discoveries in this field.

Acknowledgements

This book - about people and life, and the list of those who should be grateful, could include thousands

of people with whom we interacted with over the years. Nevertheless, many of them were especially

valuable contribution to our work and deserve recognition and gratitude.

First in-chief, two female introvert - Katharine Briggs and Isabel Briggs Myers - formulated the basis for

this book. Their goal was to make clear the obvious, create it as a psychological measurement

instrument and use it to let people know what their differences and learn to use them.

Mary X. McCall, president of the Center for the use of psychological type, and certainly one of the most

famous personalities in the world of typology, has become for us a source of intellectual inspiration and

was always ready to help clarify any details.

Katharine D. Myers and Peter Myers Briggs - both are generously shared with us the information,

support, encouragement and interest every step of the way. Because they - the owners of the indicator

the Myers-Briggs, people are constantly inundated with their own ideas and all sorts of projects for

improvement. This is inevitable in the blocked position. Despite this burden, we constantly felt their

sincere support, we express its gratitude.

Susan Scanlon has kindly given us the right to use any material from her excellent work The Type

Reporter, the results of which you can see in the tables in this book. Her generosity has been invaluable

for us. No less assistance rendered us Consulting Psychologists Press, and directly by its president Lauren

Letandr.

This book could not have come out into the light without effort Mekouera Joel, who managed to

transform our disparate thoughts and ideas into a beautiful text that you soon will learn: sometimes

sweet, sometimes directing and defiantly straight, but always of excellent quality. We particularly

distinguish him as a man whose work has contributed more than any other release of this book. Not to

mention, and Cary Fisher, to which we owe familiarity with Joel.

Hot enthusiasm Susan Moldou of Dell's helped us stay on course and gave birth to our excitement about

the practical application of the typology. Before meeting with us she did not know about the typology

literally nothing, and now has become a good and experienced in this field. Editor Beth Reshbaum

suggested valuable improvements to our early sketches. A market of this book was mainly due to the

literary agent Rafael Sagalinu.

Deserve special thanks to David Keirsey. He is always open to dialogue and willing to discuss the idea of

typology. We are greatly indebted to his assistance and advice. In addition, we express gratitude to two

other colleagues: Alan Braunsordu who introduced and helped us overcome our initial skepticism about

the typology and Charles Seashore, a friend and mentor, for his knowledge and inspiration.



Our manuscript to read and comment on many of the people whose constructive criticism and feedback

are important to us. Among them: Marie Rasmussen, R. W. Higgins and Mary Sklar. A special thank you

we would like to tell Marilyn and Jim Johnson, and Terry Newell, who did a lot more than they were

supposed to.

From many of our customers, we get examples of support and inspiration. Among them - Aviation

Academy of the Air Force U.S. Army War College, USA, the company Arthur Young International, AT & T,

Bell Communications Research Inc., C & P Telephone, Citicorp, Exxon, Ford Motor Company, Harley-

Davidson, IBM, Internal Revenue Service, Marine Midland Bank, Command and Staff College, U.S.

Marine Corps, the Armed Forces Staff College, National Defense University, Center for general education

and combat training of the personnel of the Navy, the institution of NTL, Bank Sovran, Association

Student Loan Marketing, Center for trainees of the U.S. Army, the Ministry of U.S. Education, University

of Richmond and many others.

Our office employees - Susan L. Mendelsohn, Jill Marie Esbek, Pat Hutson and Fern Queen - throughout

the project showed extreme patience and willingness to help. They took care of all the business issues

that we were able to devote himself fully to the book. Our family, as always, support us in all - and

provided us with invaluable illustrations daily typological manifestations in family life, which we have

used in this book.

Thanks are many others: Aida Bound, Eleanor Corlett, Jack Dayel, Michael Esnard, Patrick Felvi, Sandra

Felvi, Gloria Fot, Janet Gates, Louise Gates, William Jeffries, Donald M. Kroeger and Shirley G. Kroeger, Al

and Jean Ledebour Dan and Elizabeth Ann Mennen, Tom and Karen Ovroker, Robert Cham, Edith W.

Seashore, Richard Sklar, Maj. Gen. Perry Smith, Alice M. Tewson, Richard and Mary Tewson, Mark

Williams. Each of them has a special place in our lives, and they have provided the greatest variety of

material for this book.

Finally, we express our sincere gratitude to the thousands of participants in our seminars tipovedcheskih

for having generously shared their personal characteristics and ideas. They recognize themselves on

every page of this book - in quotes, stories of life and examples.

Otto Kroeger, Janet Tewson

Institute of Falls Church, Virginia

Introduction

In the weeks leading up to the publication of the first edition of this book in 1988, a friend of ours told

us, "Get ready. It will change your life. " We did not believe it - we did not understand what was so

special to be the authors of the book. We've already had at that time quite a successful team, "husband-

wife", has been teaching the science of personality types. We are in contact with hundreds of people

every year in the United States and even from some other countries.

We had no idea how prophetic and insightful words will be our friend. Over the past ten years, this book

has helped us reach this huge and multi-national audience about what we could not even dream of.

Through this book, translated into six languages, we were able to convey knowledge about the

possibilities of typology to the world. She allowed us to exchange ideas with people belonging to

different cultures, which confirmed the universality of personality types. We regularly receive letters



from all over the world with offers, how to use the typology home, at work and in everyday life.

The greatest reward for our work - this is the story of how the typology has helped people change their

lives for the better. For example, once, when Janet signing books at a bookstore in Denver, she was

approached by a woman aged about sixty years old and said, "Your book saved my marriage."

Janet replied sincerely flattered, but with some disbelief, "Thank you. I'm very glad to hear it. "

The woman insisted: "You do not understand, it really saved our marriage." She continued: "You see, my

husband and I have parted, I heard your speech on local radio. I bought your book and immediately

identified my own style and type my husband is very different from mine.

I laughed and cried while reading it, and found it so much truth about our family problems, which lasted

for many years that, having read, sent the book to her husband, saying, "Read this before we went too

far, and then let's talk." He read, we talked, and this year we are celebrating the forty-sixth wedding

anniversary. "

Of course, we can not guarantee that all such results. In fact, the charm of typology is that it helps us

efficiently to resolve the countless small issues - personal and interpersonal - that we all face daily. The

main thing that gives us a typology - is a deeper understanding of yourself in different situations and, as

a consequence, to better manage themselves. Although, of course, to determine the types of other

people is very interesting (and sometimes this can be done with remarkable accuracy), we did not make

it to this book. The real test - the ability to control himself when:

- You're standing in line at the express checkout, the inscription which reads: "No more than 10 items",

and the man standing in front of you obviously do not know how to count;

- That once attracted you to your partner or spouse, now takes you out of yourself;

- Your boss wants you to work with someone who makes you, at best, a mild irritation, and at worst -

outright rage.

In each of these cases, the difficulties of the situation you are experiencing, and not other people.

Although you can not change them, you can understand them - and understand why you react to them.

This paves the way for you to set healthy reactions: you can cover up your feelings smile can defuse the

situation a couple of well-chosen words, or just laugh and throw out the conflict of the head. In any

case, you get more freedom to manage itself and control the situation, instead of letting the situation

control you.

At every marriage, "saved" in our book, there are thousands of much less dramatic (but no less

important) tells us the story of the rescued relationships between lovers, partners, superiors and

subordinates, children, and parents, teachers, friends, neighbors, and so on.

This book - the only part of the developing world over the doctrine of the personality types. Over the

last ten years have been created two international organizations grouping of people who use the

typology and teach it to others. The main tool for determining the type of personality translated into

more than thirty languages. Ten-fold increase in the number of people trained to use it and interpret:

now there are about thirty thousand. Typology has really become a worldwide phenomenon.

Which brings us to the question that we often ask, "Has the typology limit of its development?"

We answer is clear: no, not reached. In fact, our experience over the last few years has shown us that it

is - just the tip of the iceberg. All that we have seen over the years, more than convincingly

demonstrates that conferred typology techniques positive and constructive work on the complexities of

human relationships is much better to what we are used to. Typology transform our habitual patterns of



perception that any attempts to resolve the conflict through guilt, condemnation, and figuring out who

is right and who is wrong in the process of understanding the differences and adapt to them. The result

is a healthier, more constructive methods of perception the difficult realities of life, and sometimes

joyful events. This technique helps to relate to the characteristics of each individual as to the merits, and

not as to the shortcomings and sincerely respect them.

As long as there are people, there are also differences between them. Typology helps us to see the

benefits of these differences, learn to use them and perhaps even laugh at his own weaknesses.

Foreword

Dr. Charles Seashore

Know thyself. What will the neighbors think?

These are just two points extensive educational program that my parents put into practice when I was a

kid. Then I had not yet learned to appreciate all that has been associated with the resolution of these

issues - or rather, with the hopeless attempt thereof. There is no doubt that, in spite of all the theories,

books, films and discussions on this subject with which I have read over the years, I have still not

satisfactory and definitive answers to these questions. Perhaps you also have a list of warnings,

euphemisms, proverbs and councils that have plagued you for years.

However, I am still interested in the concept that expand my understanding of who I am and what

others think about me. In our time, it is absolutely necessary.

We are surrounded by diversity. Despite all the advantages of living in a relatively homogeneous society,

people like us, we are constantly confronted with human differences: differences in attitudes, manners,

beliefs, and feelings - and sometimes these encounters turn into fierce battles. It is obvious that ouractions and aspirations will bring abundant fruits only when we are not only aware of these differences,

but also learn to appreciate and use. At work, at home and in any community - our successes and

achievements are directly related to our ability to build relationships with different people, not just with

those who share our views.

Therefore, the indicator Myers-Briggs brought welcome relief world of psychological testing, freeing it

from the burden of tools, based on an assessment of weaknesses, "good" and "bad" characteristics or

evidence of ill health. The explosion of interest of the public can largely be explained by its characteristic

descriptive, neutral characteristics of our ways of perceiving the world. This allows us to look at our

uniqueness as a force on our habits - both useful skills, and our perception of the world - both in dignity.

Of course, it can provide a solid foundation to achieve their goals and meet the desires. But the realbenefit is much greater, because we can appreciate the dignity of people is fundamentally different

from us only when we take for granted that all types are equally good.

Otto Kroeger and Janet Tews - one of the foremost experts on the practical application of the indicator

the Myers-Briggs in everyday life. The main idea of the book - typology - literally attractive for each

psychological type and temperament.

This book - the interdependence and how to wrap this interdependence of mutual benefit. All we



demand of others more than an understanding of simple and obvious things. In-depth understanding of

how the entire orchestra, will help us to better and brighter to play our own game. Our main task - to

learn how to work with differences, not avoiding, not denying or suppressing the point of view that

differ from our own.

You have to learn one more wonderful thing: all this complexity and diversity of manifestations in the

typology laid only four dimensions of the human psyche. Of course, even sixteen personality types and

the four temperaments described in these pages will never be able to grasp all the nuances of our

unique individuality. But it is shocking how much these nuances they can embrace.

Typology has proved to be an extremely productive way of perceiving themselves in a multitude of ways

- from time management to weight management. It is a tool that can be used in a variety of ages and

social groups to successfully achieve common goals. Eight letters, mixed in different proportions, are

easily converted into simple and clear explanation of the behavior. Typology - a tool for self-

improvement and cooperation.

On the following pages, Otto and Janet teach us to tolerate our weaknesses and disappointments, citing

examples from the familiar to all of us everyday. Ability to laugh at himself and others - it's the perfect

addition to their illustrations of our struggle with the inevitable dilemmas that life presents us. As you

read this book, we quickly realize that all of our unsolvable problems, conflicts and irreconcilable

differences unbearable quite amenable to new ways of solutions, which offers us a typology. Our

problems are suddenly desperate to play with bright colors. The differences that have prevented now

help us.

Psychological tests and theories always provoke debate and doubt, and the theory of the Myers-Briggs is

no exception. However, those of us who use this tool can comfort the fact that even educated and

knowledgeable skeptics often find in it a solution to their long-standing problems and issues. Of course,

the classification of people is inevitable. But this book tells the story of how we classify them, why we do

it and how to change our perception of these classifications over time.

Even if you are a deep doubt in performance of any such scheme, this book may make you think twice

about how you comprehend our world and how difficult coping with his traps. At the very least it will

help you answer these two questions: What do you know about yourself? And why did the neighbors

think what they think?

Dr. Charles Seashore, ENTP, Washington, DC, psychologist,

is a member of several prestigious academic institutions, including the institution of Fielding (Santa

Barbara, Calif.), American University in Washington, Johns Hopkins University in Baltimore and the NTL

Institute in Arlington (Virginia)

Chapter 1. Aliases and nicknames

"Three fingers to show you"

This book is about nicknames. Anyway, we always supply the nicknames of others. All of you have heard

phrases like, "He's such a weirdo," "Hey, you know-it-all, what is the right answer?", "She's so clever!",



"My boss is awfully antsy," "She's a chatterbox," "He's really big man! "This is just a small part of them.

The fact is that the sort and classify the people around them - practically our second nature, but our

classification is not always accurate and positive. But nicknames - it's not always a bad thing. If it were

not for the labels and the classification is likely to human communication would be much poorer.

Coming up with a nickname, we create a simplified notation of some information file, which often

facilitate the process of communication at work and at home, with friends, family and strangers. If

someone, describing his friend says that he - just a "ball of fire" or "without a king in my head," you'll

know what he has in mind. Unfortunately, these nicknames may also lead to negative stereotypes and

misunderstandings, becoming an obstacle in communicating and creating prejudice.

Why did we come up with a nickname? We're starting to do it, when we notice a man a distinctive

hallmark, whether we like it or not. Coming up with a nickname, we classify people - almost as much as

we classify animals, architectural structures and art forms - is a convenient way to remember their

distinctive features and storing them in memory. Do you have an employee who prefers to hear

detailed, detailed explanations, before embarking on something new? You probably called it "brake"

and mentally made a note - take five minutes to explain to her that you can learn Difficult minutes.

Friend who reads aloud the inscription on all indexes during the trip by car, you call the "chatterbox".

You will think twice before inviting him to the Sunday car trip to the mountains. And the "economic" one

who can walk into a room and arrange something - business, activity, placement of furniture - a couple

of minutes? You will not refuse his help, when all around you very chaotic, but probably will not want to

see it when resting.

Despite all the naturalness and ease of nicknames, we usually feel towards them mixed feelings,

especially when we meet them in science. When a psychologist or psychiatrist creates a system of

"coding" of personality - even if this system is based on solid research and psychological theories - many

are beginning to object to the idea of classifying people into different types, while at the same time

independently classify others and hang them on the labels. Even within their reactions, we often

encounter something like nicknames, "What these doktorishka understand with all that their cloying

nonsense?" In one sentence, a person who does not want to be categorized unfairly stigmatized as a

whole profession and diminish the value of the work that scientists do.

The scientific approach

Typology - this is a constructive response to the inevitability of nicknames. The basic idea is this: once

we do this, it is better to make this possible professionally, objectively and constructively. This book is

dedicated "types of people."

"Types of people" - a book about the typology - organized and scientifically sound approach to tag

names, which for more than forty years, used by individuals, families, corporations and governments

wishing to more effectively interact with each other. Typology - a simple science, it quickly and naturally

part of our lives. Applying the typology at least sometimes, teachers will be better able to teach, and

students - to learn, employees - to work, and regulators - to manage. Typology helps passionate love,

and parents - to raise children. And is it all helps to make themselves and others as they are. And most

importantly - typology is very interesting!

We nicknames have a curious property: nicknames often do not speak less about their author than



about the subject of conversation. As in the old saying: "When you show someone a finger, three fingers

to show you." Try checking out. The same thing with nicknames. When you bestow a nickname anyone,

especially the hard-hitting, it often casts a shadow on you just as you described, and on the person.

Therefore, the typology devoted more and introspection.

Who are we?

Everything is told in this book - the result of research work of several people (we'll cover them later),

and those fifteen years, during which the authors have typology - for yourself and professional - not to

mention the many years of experience observing people . Otto came to the typology, we can say, in a

roundabout way. He was a priest in the late 1950s, psychologist and scientist - in the 1960s. 1970 he

spent working as a consultant in the field of "organizational development" - an area that studies the

impact of human behavior on the productivity of the work - that's when he first became acquainted with

the psychological tools, which are based on the typology. In the role of consultant on organizational

development in the late 1970s, he participated in the creation of the Center of application of

psychological type (Center for the Application of Psychological Type, CAPT), which is now the largest

center of typological studies around the world. Since 1978, he devoted himself entirely to typology.

Biography of Janet no less interesting. Among its main activities - teaching. She has taught everything

from elementary school to high school, and all of a notorious teens to drug-dependent women. In the

late 1970s, she received a degree in psychological counseling and organizational development, and

worked for a time in the White House Associate Director for Organizational Development - then it was

first officially introduced at such a high level of government. She spent a year at the Ministry of

Education, before we met in 1981.

Our partnership has become a full-fledged in 1985, when we were married. Through workshops,

lectures and individual counseling, we are introduced to a typology of more than ten thousand people

from the Pentagon generals to parents and their adolescent children. We apply the typology

everywhere with friends, partners, children, pets, even when planning their own wedding.

Over the years, with the typology we realized one of his greatest advantages: it is not a psychological

evaluation system, it explains the normal state of affairs, not mental problems. In the typology is no

good or bad types - they're just different. Typology praises these differences and learn to apply them

correctly, learns to avoid conflicts and quarrels. Typology frees us from the negative prejudices, reveals

obvious differences and contributes to the development of personality and interpersonal relationships.

Knowing the typology, we can objectively perceive the actions that can be taken at your own expense.

For example, the typology helps to understand that the habit of your friend is always late - it's just a

feature of its type, and not a personal insult or a character flaw. With the development of typology

nickname - this negative and offensive technique that usually separates people from one another, and

deprives them of their trust - have a positive and healthy way to not only give spiritual harmony, but

also improve the efficiency of your activities at home and at work.

A Brief History

Basics typology were laid more than sixty years ago, when a Swiss psychiatrist CG Jung



theorized that human behavior is not random, but quite predictable, and therefore defies

classification. At first, with Jung did not want to accept many of his colleagues - he suggested

new categories (which came up with new names) are not based on mental diseases, abnormalitiesand inadequate motivation. Instead of of this Jung said the: so-obvious looking the the

differences in the behavior of are the result of preferences, the-related with the basic functions,

which are performs the human personality is on the Throughout of life. These preferences arerevealed in the early childhood and form the basis of our personality. Issues and challengesfacing us after that, viewed through the lens of underlying preferences of our identity. These

preferences, spoke Jung, the represent a the core of of our Sympathies and antipathies of, tasks,

and events on the throughout all life. (In the work "Psychological types", written by Jung in 1923year, the brilliantly set out the main the principles of his of classification. But if you are not the

fan of of psychological of typology, is unlikely whether the you a enjoy this book.)

The work of Jung was not lost: two women, neither of which was not a professional

psychologist, very interested in the idea of classification of the external behavior of people. Oneof them, Katharine Briggs, at the beginning of XX century, regardless of Jung began to classify

the people around her, based on differences in their way of life. In brief, it has come to the

conclusion that different people have different approaches to life. When, in 1923, Jung's work have been published in English, Briggs postponed own work and became a devoted student of

Jung. Together with his exceptionally gifted daughter, Isabel Briggs Myers, in 1930 she was

observing and developed better ways of determining these differences. The beginning of World

War II spurred them, they saw that many people in the war were engaged not in the business,which reduced the overall efficiency and, therefore, decided to develop a psychological tool that

would accurately and reliably explain the differences between people in accordance with the

theory of Jung's preferences, personality . Thus was created the the indicator types of the Myers-Briggs (ITMB). The task ITMB was to use it to determine the preferences of the person, and then

promote the best use of these preferences in life and work. Jung's theory has gained wide

popularity in the 1980s, largely due to the remarkable achievements of these two women.

A more detailed account of the origin of the ITMB refer to Appendix 1. So far, it is onlyimportant that you realize that your sympathy for some people due to the preferences of your

personality. In this book, we try to identify and understand these preferences, and then - to show

how this understanding can make your life easier, happier and more efficient. When you are ableto identify their preferences (and the preferences of your friends, colleagues and family), we will

show you how to apply the typology home, work, learn, play, literally anywhere.

Similarities or differences?

Who do you like better: those who are similar to you, or those of you different? Most of us are

first attracted to the person, not like us, but after a while we realize that these differences createsome problems. It may happen and the so-, that through any time blows over the initial sympathy

and you shall demand, order to the differences were resolved either by: «will fit or go away».

And if you can not bring such a claim, you can just move away from the man.

Curious: we believe that we like the difference, but in reality few of us allow them in their environment. Although we say: "You can not cut all with the same brush", in reality we do not

want to put up with those who ignore the customs, trying to "live in their own way." In

households, enterprises and other organizations such person will at best be considered disloyal,and at worst - dangerous and harmful. But after meeting with the typology you learn to



appreciate some of the differences and the patience to put up with their existence - for the sake of

your family and of your own.

The first step in this direction - self-knowledge. Having understood the meaning of theclassifications of Jung and Myers-Briggs, you can begin to identify your personal preferences, to

identify what you like and how it differs from its closest people. You see, when these similarities

and differences generate harmony, and when - the conflict. Now let's look at how our preferences are formed and how they affect our lives. Such a self-analysis and there is a the key to the typology.

Birth type

As we have said, according to Jung's theory, we are born with a preference to certain features of the

individual. In the typology, there are four pairs of alternative preferences. You - or an extrovert or an

introvert, and so on for the other pairs.

Extrovert (Extraverted) introvert (Introverted)

sensorik (Sensing) intuit (Intuitive)

logic (Thinking) ethics (Feeling)

ratsional (Judging) irrationals (Perceiving)

Note: Here and below, for convenience we use the notation generally accepted in the Russian school of

Socionics - the science of personality types based on the same theories of Jung as the subject of this

book, and developed by Lithuanian scientists Aushra Augustinavichiute in 1980 regardless of their

American colleagues . The literal translation of the last two pairs of slightly different preferences:

Thinking (logic) means "thinking», Feeling (ethics) - "feeling», Judging (ratsional) - "decisive», Perceiving

(irrationals) - "perceiving."

Jung argued that these tendencies reflect and genetic preferences, and your earliest childhood

experiences. Over the life of your surroundings is undeniable influence on the formation of your

personality.

Take, for example, a tendency to extroversion, which will be considered in more detail in Chapter 3. If

you preferred to extraversion, then you will become an extrovert (unless the situation surrounding you

as a child, would not only hostile to the extroverted behavior), but you really should consider this

property in the context of the circumstances of your life. The presence of older and younger brothers

and sisters, the behavior of other family members and other features of your surroundings - it's all part

of living conditions influencing this context. For example, if you are an extrovert, but grew up in a family

of introverts - you're probably not the man I could be in a family of extroverts, employing a rule of

"survival of the one who shouts louder." You would still have been an extrovert, but - to others.

You grow and evolve, and your extroversion is also growing and improving. Years go by, it manifests

itself in many different ways: it may seem that you are not the same as he was ten years ago. And while

you still remain an extrovert, strength, or quality of this property can give it a different "tones" at

different stages of life.

Remember, we are talking about preferences. For comparison, take the left-and right-handers. If you are



right handed, it does not mean that you generally do not do anything with your left hand. You just

prefer to act right. Your preference may be - and if you're relatively little use his left hand, and may be

weak or absent altogether, and then you hold with both hands almost the same. The same applies to the

typological preferences. You can explicitly choose one of the features, and the other used only

occasionally. In the future, when we examine all the preferences and describe each of their pair, you

may suddenly find that you are suitable both alternatives to some of the couples. Be that as it may, in

each pair is the one that you prefer - on which to rely and which genuinely gravitate.

The foundation of our lives

According to Jung's theory, our preferences are formed very early in the course of life is no longer

changing. And the more we use the preference tools in life - intentionally or accidentally - the more we

rely on it, the stronger and more confident feel. This does not mean that we will never be able to use an

alternative tool. On the contrary, the older and more experienced than we are, the more depth and

diversity brings to our lives these alternatives. But they can never replace us our true preferences. For

example, an extrovert will never be an introvert, and vice versa. (To return to our analogy, the right-

hander did not become left-handed, and vice versa. Longer they live, the more effectively they use the

other hand. But however many years he lived right-handed, he will never be left-handed.)

Here's another way to understand the typology: the development of comparable type of personality to

the house. Your style is like the foundation of the building: Throughout his life, he almost never subject

to change. Other parts of the house, especially its facade, which is so often seen by people, you can

compare with your behavior, the external manifestations of your type. Over time, the house changed

markedly - there is a new bathroom, new paint, new flowers in the garden, new furniture, etc. Now the

house is clearly different from how it was built, but the foundation is still intact. The same thing happens

with the human personality and behavior. Over the years, we are changing and we can show people that

we have not seen for many years, it is not so, as before. But, like the foundation of the house, our

personality remains almost unchanged, changes mainly concern only the behavior.

This does not preclude the possibility of real, deep change, growth and development does not mean

that we are all hopelessly unchanged. But it certainly means that the foundations of the human

personality change very slowly. Any change in personality - it's hard work. Work on yourself and your

development will take you so much time and effort that would even think once about the definition of

the types of other people. And in this book we are going to send your forces in the first place to yourself

- it's the very field where by typology you can do every step the most effective.

Chapter 2. What is a personality type?

"It's three forty five, or about four?"

Type Indicator Myers-Briggs - this is an excellent psychological tool that can be used only by experienced

professionals. For decades, conducted research that proved that ITMB - the most reliable and accurate

way to determine your preference. This chapter will give you a general idea of what the preferences of

different people.



As you read this book, you'll be all better understand their own preferences and the preferences of

others. But first, we briefly describe them, you learn to interpret your behavior as part of the typological

model. Count the number of statements with which you agree, in each section, and your preferences

will gradually become clear.

When you start reading the statements below, you will see that some of them do you strongly agree,

with some partially, and some do not agree at all. In addition, you may find that you fully agree with

some of the statements that relate to, say, extroverts, and a few that relate to introverts, most likely,

will be the same with the other three pairs of preference. This is normal. Do not forget, we're talking

about preferences. Each of us has a little bit of introversion and extraversion (as well as any of the

remaining six characteristics). Typology only determines which alternative you prefer to use.

As we have said, we will look at four pairs of alternative preferences, the significance of which we will

explain in more detail in Chapter 3.

- Extraversion and introversion

- Sensors and intuition

- Logic and Ethics

- Rationality and Irrationality

To start finding out how people interact with the world, as preferring to obtain energy: how extrovert

(E) or as an introvert (I).

If you are an extrovert (E), you probably:

- First you say, and then think, know what you mean, but when you hear those words from his mouth,

sometimes you blame yourself for not being able to hold his tongue;

- You know a lot of people and many of them consider to be your close friends, you like to live and work

surrounded by a multitude of people;

- You can read or talk when the room is the TV or the radio, and in fact you can not ignore this

"distraction" factor;

- It is easy to know new people and start a conversation, you are equally open to friends and strangers,

although sometimes a few repress the interlocutor;

- Perceive phone calls as a welcome respite, and you do not hesitate to grab the phone, as soon as you

want to say something to someone;

- Like partying, prefer to speak with many people, the more of them - the better, you wind up talking not

only with friends and you can tell something quite personal about yourself to a stranger, to inspire

confidence;

- Prefer to generate ideas in a group and not alone; much tire you have second thoughts, which you can

share with others;

- Think that listening harder than talking, you do not like to be deprived of attention, you boring

conversation if you can not take active part in it;

- "See" language, but not with the eyes, "I lost my glasses. Has anyone seen my glasses? Who knows

where my glasses? "- And when you are distracted by something, you are aloud to retrieve your train of

thought:" So, what was I saying? In my opinion, this was due to yesterday's dinner. Oh, yeah, I

remembered that Harriet said ";

- Need to friends and partners are supportive of your confidence, your appearance and everything else,

you may feel that you are doing a good job, but as long as someone else does not tell you about it,



you're not in this for- really sure.

If you are an introvert (I), you probably:

- Contemplating the thought of her voice before, and would like others to do the same, and you often

say, "I need to think about it" or "I'll tell you later";

- To enjoy the peace and tranquility when you are alone, you feel that the world is too often invades

your personal space, and to adapt to it, will develop the ability to focus, blocking the noise of the TV,

children's games, or someone else's conversation;

- Are considered "great listener" but feel that those around you are;

- At least several times heard other people call you "shy", do you agree with it or not, others can seem

reserved and thoughtful;

- Love to celebrate holidays and anniversaries alone with a loved one or a small circle of good friends;

- Would like to learn more confident to speak their minds, you are outraged when someone is ahead of

you and say that you were just about to say;

- Prefer to not interrupt you when you express your thoughts and feelings, and provides the capability to

others in the hope that they will tell you the same, when it's your turn to speak;

- Feel a need to "recharge" alone after spend some time among the people; was more intense than the

communication, the more likely that you will feel tired after the meeting;

- Remember, as a child's parents told you: "Come take a walk with friends, do not sit at home", probably

your parents worried about you because you liked to be alone;

- Believe that "word - silver, silence - gold", you are suspicious of compliments annoyed when people

repeat what has been said by someone. You may come to mind the phrase "reinventing the wheel"

when you hear someone else talk.

To repeat: do not forget that this - the preferences. Most likely, you have agreed with some points of

each of the alternatives. This is an expected result. Also remember that everything is relative. Someone

agree with every point of the description of extraversion and do not agree with any item from the

description of introversion. This is probably a distinct extrovert. Someone agree with half of the items

from the description of extraversion and a half - from the description of introversion, his preference is

not as pronounced, although it is likely to exist. There is nothing unusual in the fact that your preference

is pronounced or, on the contrary, almost not noticeable, or that you can find two distinct, but

conflicting preferences. In fact, it is quite natural.

We will repeat and repeat, that can not be right or wrong answers. As we have said, the charm of

typology is that there is no good or bad personality types - they're just different.

Now consider two different ways of perception: sensory (S) and Intuitive (N).

If you - sensorik (S), you probably:

- Prefer specific answers to specific questions you unhappy when the question "What time?" You do not

meet the "three hundred forty five", and "about four" or "it's time to go."

- Love to focus on what you are doing at the moment, and usually do not reflect what will happen next,

and moreover, you prefer to do anything and not think about it;

- You get the greatest satisfaction from work, giving a tangible result, even if you can not stand the

household, you will soon take up cleaning his office, what will meditate about the prospects of his

career;

- Believe that "there is no need to fix, while not broke", you do not understand why some seek to



improve literally all around;

- Prefer to work with facts and figures, and not with the ideas and theories, you love it when information

is presented sequentially rather than randomly;

- Consider the imagination a dirty word, you are surprised by people who spend a lot of time in dreams

and fantasies;

- Read magazines from the beginning to the end, you do not understand why some of them open at

once in the middle, choosing what they like;

- Get upset when you do not give clear instructions or say, "Here's the general plan, and discuss the

details later," or even worse - when you feel that you have received clear instructions, while others see

them as rough guidelines;

- Use words in their literal sense, the words of others perceive you too literally and often ask (or ask

you): "Are you serious or joking?"

- Rather treat individual trees, not the forest entirely, and you gladly immersed in their own work, and

you are not too concerned about how it fits into the overall project;

- Subscribed by the statement "it is better to see once than hear a hundred times", even if you are told

that "the train is already here," you know - in actual fact he is "here" only if you can sit in it .

If you intuit (N), you probably:

- Do you often have a few thoughts at the same time, friends and colleagues often accuse you of absent-

mindedness;

- Are interested in the future and the prospects before them without feeling fear, you strive forward,

considering this is not too exciting;

- Believe that the "boring details" totally unnecessary;

- I believe that time is relative, no matter how long the show clock - you decide that you were late, only

if the meeting / dinner / party will start without you;

- Love to explore the nature of things for their own pleasure, without any practical use;

- Prone to puns and wordplay (probably even you do it right after you wake up);

- Strive to find the deep essence and logical structure of things, instead of taking them literally, you

always wonder, "What does this mean?";

- Most of the questions give general answers, you do not understand why many people can not follow

your instructions, you get annoyed when people require you to specifics;

- Prefer to dream of what you will spend your next paycheck, rather than to sit down and calculate the

real balance of your account.

Chances are you'll find here and a partial tendency to both alternatives. Every human being has, and

sensory characteristics, and intuitive. In addition, it is natural that the same person may have a different

take in information in different situations. For example, even the most intuitive intuitive to deal with

objective, hard facts and figures, when it's time to pay taxes.

Reading these descriptions and trying to determine their preferences, you'll probably start to notice that

some are more noticeable than others. It is also natural. For example, you may be pronounced an

extrovert (E), a bland Intuitive (N), moderate, logician (T) and a pronounced rational (J). In this case, the

item description extraversion and efficiency with which you agree to prevail, and with the generation of

intuition and logic, you will agree to a lesser extent.

Next we look at how different people make decisions: logical (T) or ethically (F).



If you logics (T), you probably:

- You can remain calm, cool and objective in situations that upset all the others;

- It will soon be discussing issues of justice and truth, than the happiness of mankind;

- Have fun when things prove, you can argue the opposite point of view simply to expand their

intellectual horizons;

- More straightforward than the soft-hearted, but if you disagree with someone, you tell him about it,

and do not keep silent, letting him think that he is right;

- Proud of its objectivity, despite the fact that some people consider you a cold and cruel man (so you

know something that is not true!)

- Do not tense up, taking the difficult decisions, and do not understand why so many are upset because

of the fact that it has no bearing on the case;

- I think that is more important to be right than to evoke sympathy, do not you think that successful

collaboration between people must have good personal relationships;

- Trust all that is logical, scientific, and you'll be skeptical of the typology, until you have enough

information about its benefits;

- Easier to memorize numbers and dates than the faces and names.

If you are ethics (F), you probably:

- Consider a "good decision" a solution that takes into account the feelings of other people;

- Feel that love is inexplicable and it is impossible to give a precise definition, you insult the efforts of

others to do so;

- Ready to jump over your head to help others, you can do almost everything you need for the good of

others, even at the expense of your own comfort;

- Often putting yourself in the other person - you are the right person at the meeting who may ask,

"How will this affect the people who have to do with this?";

- You get a treat when someone render the desired service, although you can see that some people take

advantage of this;

- Often wondering, "Is no one cares what I want?" - Though hardly say it out loud;

- Do not hesitate to give up your words, if you feel that they have offended someone, because of this,

you may feel weak-willed and fickle;

- Prefer the truth of harmony, you frustrate conflicts during family and friendly gatherings, you try to

either avoid them ("Let's change the subject"), or reconcile enemies ("Let's hug and make it up");

- Often hear accusations that are taking things too seriously.

Curiously, logic and ethics - this is the only pair of preferences related to gender. About two-thirds of all

men - of logic, about the same number of women - ethics. This is neither good nor bad - it's perfectly

normal. And one more thing: if you are a woman or a man-logic-ethics - this is not good and not bad

(although sometimes not very convenient). For more details, we will talk about this in the following

chapters.

Who does not like typology?

Some people, for various reasons stubbornly reject the idea of typology and psychology in general.

- Introverts, seeking to protect itself from outside interference, often do not want to open. They may be

against the typology, even if they believe in its effectiveness - simply out of fear of being "unmasked." As



a result, they can become tipovedami secret and not to tell anyone about his hobby.

- Sensorik tend to specifics, they can stick in abstract and theoretical side of typology. Not seeing

opportunities to apply the lessons typology immediately and with a clear outcome, they throw them in

the middle.

- Logic generally skeptical about the humanitarian "pseudo-science" of psychology. If they do not prove

the efficiency and reliability of the typology, they would wave her hand to him: "Another snotty

nonsense."

- Ethics, in contrast, are initially unhappy that the "typology lays people on the shelves, and deprives

them of their individuality." Ethics does not like to engage in what might hurt the feelings of others.

- Irrational, who love to find all alternatives may be disappointed too small, in their opinion, the number

of types of personality. They ask, "Why do all types of sixteen?"

---

When you continue to read our description, consider whether to discuss them with friends and

colleagues: it is how you perceive yourself, can be very different from how others perceive you.

And now - the last pair: what kind of lifestyle prefer disciplined and organized rationals (J), and what - is

easily adaptable to changes in the irrationals (P).

If you ratsional (J), you probably:

- Always waiting for someone, why others are always late?

- Know where should lie, and will not rest until everything will be in place;

- Believe that if everyone did what they were supposed to (and when it is necessary), the world would

be much better;

- Waking up in the morning, well imagine what you will do during the day, you make yourself the

schedule and follow it, and the sudden change of plans can lead you into confusion;

- Do not like surprises, and notify all others;

- Write about the items that you plan to make and use these lists, and if you do something that is not in

the list, it is possible that you have this adds a special item in the list to delete it;

- Feel the need to order, you have a special arrangement of the food system in the refrigerator and

utensils on the dryer, clothes hangers in the closets and paintings on the walls;

- Sometimes hear the unjust accusations of aggression - after you've just expressed their opinion;

- Like finish to the end and then put aside, even if you know that you still have to redo everything from

scratch.

If you irrationals (P), you probably:

- Easily distracted, you can "get lost" between the door of the house and the car, which was parked in

the yard;

- Love to explore the unknown, even if it's just a new way from work to home;

- Do not plan to work in advance, preferring to wait and see what will really need to do, you are accused

of a lack of organization, but you know something better;

- Relying on a "second wind" in the last minutes before the delivery dates, you usually manage to be on

time, but in the process you flip upside down all around;

- Do not believe that the "neatness above all," although in theory you do not mind the order, but the

main thing - it's creativity, spontaneity and quick response;



- Turn work into play, if the work is not fun, why do it at all do?

Chapter 3. The triumph of the differences eight preferences

"I know the answer. Whenever I begin to say how things will be clear "

Now you have a basic understanding of the four basic preferences. But what do they mean? Before we

get down to their description, it is necessary to understand that some preferences are clear and easy to

classify, and some are very difficult to recognize. On the following pages of this book we will help you to

begin to apply the typology to themselves. As you read you will not only learn a lot about yourself (and

get acquainted with new ways to describe the things you already know), but also learn how to apply the

lessons of typology in communicating with other people. As is usual with studies - whether lessons

quickly read or French - practice makes perfect.

With that in mind, let's take a closer look at the basic principles of typology.

According to Jung's theory, the basic functions are responsible for the collection of information aboutthe world and making decisions based on the data obtained. The first of these is called a "function of the

collection of information", and the second - "a function of the decision-making." [Jung put forward this

hypothesis in his work "Psychological Types" (published by Harcourt Brace), first published in English in

1923.] Although Jung said that these functions - a part of the human person, we take the liberty to

assume that to some extent they participate in all life processes. Animals, too, "gathering information"

and then "decide": they hear the noise or smell the scent of (information) so that climb up a tree, purr,

growl or run away (the solution). Then they get more information, to make other decisions, and the

process continues. Even plants behave the same way. They collect "information" (water, nutrients,

sunlight, wind), analyze it and give an appropriate response (rise, bend or fade). We understand that this

comparison is limited, and it is doubtful whether it can be applied to the lower forms of life, but thebasic idea - that the processes of life are closely modeled on those two functions: information gathering

and decision-making.

Informative function: sensor and intuity.

We direct our attention to the information function that is responsible for the endless process of

perception of the world around us. (Although this is only the second of the four-letter code of the

typological, we'll start with this preference, because everything starts with the collection of information.

For example, when the morning alarm goes off, it's only "information." Meet you new day with joy or

horror - this is your "solution" that is another matter entirely.)

According to this table, there are two ways to implement this function:

Sensing (S)

sequence

Today

reality

feeling

reliability



everydayness

fact

practicality

concrete

Intuition (N)

randomness

future

concept

inspiration

theory

Wool-gathering

imagination

ingenuity

abstract

- Watching the world go by, and collecting data on it, you prefer specifics? You like to be

practical, realistic and enjoy the tangible side of life? Are you more interested in the experience,

what you can touch, see and hear right now? If so, then your informative function is preferred tosensors, which we denote by the letter S. You sensation, if you like all the accurate and

consistent, if the collection of information you rely mainly on their five senses - you believe only

in what you can taste, touch, see, hear and smell. Sensory prefer to focus on the facts and details

of something, they are not often explain what they mean.- Perhaps the above information collection you prefer other, focusing on the metaphorical

meaning of any phenomenon. Receiving information from the sense organs, you will instantly

transform it by intuition, looking at her features, the meaning and relationships between different

things? Do you prefer to consider the big picture, global problems and try to put everything in atheoretical scheme? I enjoy words and about by chance? If so, then the collection of information

you rely on your intuition. Such people are called intuitive and marked N. (The fact that the letter

I, as you will soon see, is used to refer to a different preference.)

Interaction of S-N

The difference between the sensor and very intuitive in principle - for a way to collect a lot of

information to determine the human interaction. Consider the following dialogue between the

sensor and intuitive, born of a relatively simple question:

Sensorik: "What time?"Intuit: "It's too late!"

Sensing (surprised): "What time?"

Intuit (emphatically): "Time to go!"Sensing (impatiently): "Hey, did you hear me? I asked: "What time?"

Intuit (also impatient): "More than three."

Sensing (annoyed): "Warm, but not quite! Do I have to ask a simple question four times? "

Intuit (he is angered because he believes that the first time the correct answer): "You just find



fault."

Would look like the typical problem of the interaction between the sensor and intuitive.

Remember: all sensory taken literally, and when they ask a specific question, they are waiting for a specific answer. Intuitively, however, can find hundreds of ways to answer the question, none

of which will satisfy sensation.

For all relatively intuitive: all must be a reason. If intuit not looking for something special, it cannot ignore this, not noticing. Sensor technology is very difficult to understand. For them, thesubject is real, it exists, it's here - how can you not miss it?

One time we were at a party at a friend's - wife and husband-sensory intuitive. The people were a

lot, so his wife moved the furniture in the living room that all was safe. When her husbandwalked around the room, he tripped over the coffee table moved by it and fell. The wife laughed.

"How can you be so careless?" My husband swore that he did not notice the table. "But he is

here, - she says. - How could you not see it? "

As he intuit, it "need not" be seen that the table moved. If he wanted to take the magazine or putthe glass, he probably would have noticed the change. But since there was no need for a coffee

table he simply did not exist.

Here is another sensory-intuitive dilemma of biblical "Exodus." Imagine the situation of Moses,when he sent twelve men to look at the land of Canaan. From their responses it is clear that ten

members of the group were sensory, and two - intuitive. According to the Bible, sensory detail

described, there are strong people living there, how many of them, what they do and so on. A

intuity, looking at the same ground, said: "This land is flowing with milk and honey." Sensor technology is certainly laugh - for them the land can not flow even water.

Sensory-intuitive dilemma can be very funny, based on it were created many comic scenes.

(Question: "Can you pass the salt?" The answer, "I can." Or - the question, "What did you find inthis book?" Answer: "About three hundred pages of text.")

Of course, intuity can also be funny. They make it all the scattered professors and young

astronauts in the world, those who "lose" points that they put on, or trying to get into someone

else's car in the parking lot. Their habit of not paying attention to the specific details can be asource of many jokes - especially amuses sensor systems.

In fact, sensory-intuitive dilemma often not funny. Too many difficulties in getting there because

of the difference of intuitive and sensory perception, one person sees the forest, and the other -the trees. Typology teaches us to treat this problem as old as the world misunderstandings more

tolerant and not to judge people who do not perceive the world the way we are.

Sensory-intuitive difference plays a big role in how we learn, especially at school. Sensory prefer to learn the facts, and best of all, if these facts are ordered ("Today, we will discuss the three

events that led to the outbreak of World War II. First - this is ...") intuitively, however, absorb

information more randomly, often jumping from one topic to another. ("Consider the political

system in Germany at the turn of the centuries, and its possible impact on the outbreak of theFirst World War.") These differences do not disappear after school - they stay with us for life.

Function of decision-making: the logic and ethics

Now let us consider the function of decision-making, which is responsible for making decisions

on the basis of information collected by us. Unlike the collection of information, unlimited and

uncontrolled (as it relates to the process of perception, not by any action), the function of decision-making aimed at the result and focus on specific things. Its purpose - to make



judgments and decisions. For example, before you put in your mouth piece of fried meat, you

can see that he is a big, sweet and juicy, and you decide that the meat is ready, it can be eaten.

Decision-making methods, as well as ways to gather information, can be divided into two types:

Sensory (S)

sequence

Real

realistic thinking

tendency

practice

everydayness

data

practicality

quotient

Intuits (N)

arbitrariness

future

abstract thinking

inspiration

theory

Wool-gathering

dreams

ingenuity

common

Decision-making styles: the logic and ethics

Whether you're an intuitive or sensing, having received the information, you will experience a need to

take any decision and take action. In contrast to the function information, which is rather loosely and

randomly (in view of the fact that the use of information is the final action, and their preparation -

process), the function is more solutions "completed" and requires concentration. Her goal is to get a

judgment or decision which, as a rule, "closed", limited to a function, even if they are changed in a few

seconds. For example, a bite of steak, you may feel that he is a big, sweet, juicy, or whatever else, as to

your judgment on this matter, it will be in the fact that the steak cooked the way you like (or not, as you

like).

On the privileges of membership

The commandment of the sensory-logical types: "Better belong to a group and complain about it, than

not to belong to anything."

---



As the collection of information, we will take a decision in one of two ways:

- It is possible that you belong to those who prefer to make decisions logically, objectively and

analytically, guided by objective considerations. Such people tend not to show in the decisions of their

personal preferences, they prefer, whenever possible, you can focus on the implications made.

Representatives of this group tend to fairness and clarity, also called sane. In terms of the typology of

these people in their decision-making style called logic (this preference is indicated by the letter «T»).

- Others in the decision-making guided by the needs of interpersonal relationships, based on the

subjective value of the plan. Describing this group, it is impossible not to recall the words such as

"harmony", "charity", "warmth". In order to finally decide on this or that action, the representative of

this group is important to take into account how it will respond to the decision of others. He has a

tendency to identify with others and to feel the pain of their emotional trauma. In terms of the typology

of these people in their decision-making style called ethics (the preference is represented by the letter

«F»).

A bit annoying that to describe the decision-making process Jung chose the term "logic" (which is usually

linked to intelligence) and "ethics" (which refers to the area of morality.) The meaning of the names of

each of these preferences, not everyone is fully understood. It is important not to forget that logic too,

know how to feel, and ethics - to think. Both of these types can equally enjoy both emotionally and

logic. We just want to show that each of them would prefer one or the other style of decision making. If

we talk about the shortcomings of these types, the logic may think that the ethics of the chaos in my

head, and in ethics, in turn, may feel that the logic of a heart of stone. If we talk about the merits, the

logic can be objective whenever you need something on his mind, and ethics are aware of how this

decision will ultimately affect the others.

Now let's consider a typical situation in the workplace, to understand how the manifest differences

between the logical and ethical styles. Jim speaks to his boss with a simple request to give him a day off

on Friday so he could take his two children to visit their grandmother, who lives a few hundred miles

from here. Jim explains grandmother is sick, and the other grandparents in his no children. But alas, the

head pretty annoyed by the fact that in recent years in his department had too much time off work so

that he is not eager to let go of his servant.

Now let's take a look at the head of the train of thought and logic, ethics chief, noting that it is quite

possible that at which both come to the same decision, albeit in different ways. The fact that the man is

characterized not so much by the decisions it takes, how many way to these decisions. In each of the

two arguments we have italicized words are typical of ethicists and logicians.

The arguments in favor of giving time off to Jim

Head-logics: "If I do not give Jim a day off, he will have to go to work and how many he then do? Hardly

it will work effectively if his thoughts will wander somewhere else. Moreover, he honestly explained to

me why he needed a day off, and he could come up with something else or just pretend to be sick. And

if everyone else will see that this tactic bears fruit, it can greatly enhance the morale of the team. From

the point of view of cost and working time our department is currently in good condition so that you can

and give Jim that day. This will be beneficial both for himself and for the company. "

Head-ethics: "What would I feel if I were in place of Jim? I can well understand his position. He was with



me open and honest and very explicitly laid out his request. If you give him a day off, it will serve to

enhance their motivation and loyalty to the company. Here's a great chance to show how much we

appreciate Jim and we want all of us to be happy. "

The arguments against to give Jim a day off

Head-logics: "I do not have to take the side of the draw. I did not manage to put that love me: I'm here

to make decisions and pursue the best interests of the company. And I know that if Jim a little upset,

that he soon back to normal, and I was thus able to maintain productivity. And if I give him a day off,

then everyone will start asking for time off, and then there will be no one to work with. I can not give

someone one day off, while the rest will have to come to work. "

Head-ethics: "I remember when I first started working, my boss did not satisfy my personal request. I

was angry, and I felt that the work to me nobody cares. But when I'm all figured out, I realized that the

chief took in the situation the best solution and in fact he took care of me. So Jim will have to

understand how frustrating it to me nor deny, I do it for the common good. "

Let the above arguments do not make you think if some specific logic or ethics can not make decisions.

Like everyone else, they can be very decisive - or extremely indecisive. In the difficult situation to take a

decision in the shortest time possible, otherwise the risk of a problem get out of control. The main thing

here - the process of decision-making, and it is easy to note in the above example, the head-logics was

objective and impartial, while the head-ethics plunged into the emotional aspect of the situation. Both

of them feel, think, and to care, but by the same decisions they came entirely different ways. But more

often it turns out, so that one party does not understand the situation, then the other, and both can

make a common mistake - start upset and offended.

As already mentioned in chapter two, a pair of "logic - Ethics" is the only one of the pairs of preferences,

which reveals a close relationship with gender. Within a short time, both men and women can be

fascinated by otherness person of the opposite sex: opposites do attract - but only for a short time. In

the end, the logical and ethical disagreements can be a major cause of problems in communication

(both business and personal). And in the business and in your personal life is this: a woman, which is

peculiar to a logical decision-making style (type of behavior, without reservation of by men) received the

most uncomplimentary epithets, as well as a man with an ethical decision-making style. As the

conventional setting, a "real man" does not show his feelings, therefore, with regard to this woman, she

can not take the "hard" solutions, since this has to forego personal feelings. Of course, both of these

statements are simply wrong.

Logical and ethical dilemma (or male and female) styles creates a lot of problems in the workplace.

Woman logic in most areas of her life have to go upstairs, moving against a strong counter-currents, and

nowhere is this more evident as at work. If it is objective and determination, it will be treated as a

"stubborn" and "not feminine" if the list only printed epithets. A man-ethics risks being branded a wimp

for its natural care. However, as is often the case, the men enjoy special benefits: despite the fact that

the man-ethics will have to overcome a strong counter-current, it still will not be as strong as in the case

of a female logician.

Here are a few key concepts that describe what logic and ethics are different from each other.



Logic (T)

objectivity

sanity

legislation

hardness

justice

clarity

The analytical approach

policy

impartiality

Ethics (F)

subjectivity

heartiness

circumstances

conviction

humanism

harmony

susceptibility

Shared values

participation

Lifestyle, which you hold: rationality and irrationality

The fourth letter in the code of your personality type, we are deeply convinced, is the preference, which

is the most serious cause of friction in the workplace. Preference is due to the fact of what kind of

function - the function of the collection of information or decision-making function - you will naturally

prefer to communicate with the outside world, both in speech and in behavior.

And here we are dealing with a pair of preference:

- If your environment that you have created around you, different ordering and fit into the graphics,

diagrams and plans, so that you are completely in control of it, and if you are resolute and prudent

person, able to take decisions without much effort, it can be argued that to life you come armed with

the ability to make decisions. That is, you ratsional (this preference is indicated by the letter «J»).

Rational plan your work and then work on their plans. Even time entertainment they obey routine. Inorder to rationalize in any case there is a "right" and "wrong" way to work.

- If you have created the environment around you, allowing you to be flexible, spontaneous and helping

to adapt and respond in different situations, if the decision-making and follow it plunges you into

depression and if others often fail to understand what you stand on this or an issue, then apparently, in

your attitude towards life is dominated by the function of gathering information. This means that you

irrationals (preference given Latin letter denoted «P»). Irrational in most cases prefer the tactics of "wait



and see": they are waiting, if they have to fulfill a task, solve a problem or to determine the plans for the

day.

In other words, irrationals differ more prone to acute perception (that is, the constant search for

information) than to take action on a particular issue. Rationality, on the contrary, it is biased more to

the judgment (that is, to make decisions) than to the perception of new information, even (better to say

"especially if"), where the information can influence their decisions. If we talk about extremes, then

irrationals practically able to make decisions, and rationals - change the previously adopted. Of course,

in practice, such extremes are not normally found.

Revenge is sweet

Instructor typology has asked the group to split into rational and irrational. Each of the groups formed,

she asked to draft a new wing of the library, so that one group was working, and the second - watching.

Rationals started: in one of them found a bag of candy-coated tablets, and in five minutes the group has

posted their new building project.

Then came the turn of the irrational: they criticized the work of opponents, and then ate all the candy.

---

It's hard to describe the extent to which conflicts of rationality and irrationality can make life difficult.

For example, the rationals literally withdrawn himself from his irrational need for rigorous planning, and

on every occasion to have a plan view or schedule. Themselves irrationals literally enrage his rational

chaotic carefree attitude to life-saving - sometimes literally - to questions. Meanwhile rationals often

hum, moving in the wrong direction. Irrational, thanks to the flood of new information that may not

choose any direction. Neither of these styles is neither "right" or "wrong", no more desirable than the

other. Moreover, the world is experiencing a need for both irrational and in the rational. Rationals need

their counterparts, so that they help them to be calm and do not make a mountain out of a molehill;

irrationals also feel the need for a rational, so that they are reasonably organized their lives and gave her

order.

For everything there is a place

Nothing is ever lost: irrationals just can not find the right thing, and ratsional adds it to the store and

forget about it.

---

The main thing that is required here - this balance. Excessive inclination to rationality without evidence

of irrationality (or vice versa) is dangerous, because then the advantages begin to turn into

disadvantages. The irrationality of the world is rational is necessary in order that it is free choice and

excitement ebbed and that in life has always been a place to play. Is high and the need for rational,

which are able to implement any projects pocledovatelno (from cooking breakfast to a business

organization). If we use the concepts of transactional analysis (theory of behavioral psychology, popular

in the 1970s and described in the best-selling book by Eric Berne's "Games People Play"), the rational

principle in all of us with the function of "parent" and the irrational - the function " child. " And for each



of us and normally helpful to be able to use as a "parent" and "child" principle.

Here are a few key concepts that describe what rational and irrationals are different from each other.

Rationals (J)

hardness

determinationstrength

control

closeness

planning

structure

certainty

schedule

firm deadlines

Irrational (P)pendent

wait-and-see

flexibility

adaptability

openness

freedom

flow

experimentation

spontaneity

No firm deadlines

everything is relative

By now you have already appreciated about your personality type (Chapter Two), allowing you to decide

on their four preferences. In addition, you have read the descriptions that are confirmed or your

feelings, or pushed you to certain changes. Therefore, you should already know your four-letter code. It

is important not to lose sight of that there are no "good" or "bad" types, each of them has its

advantages and disadvantages. In our world requires literally every one of these types of people. The

table, which is placed below, you can get acquainted with all the sixteen types.



Table Type

Sensorik INTUITIF

logic ethics ethics logic

introverts rationals ISTJ ISFJ INFJ INTJ

irrational ISTP ISFP INFP INTP

extroverts irrational ESTP ESFP ENFP ENTP

rationals ESTJ ESFJ ENFJ ENTJ

It should also be remembered that in the typology few absolutes, and that everything in it is relative. For

example, if two of your best friends - extroverts, but one of them more sociable, and the other is prone

to reflections, this latter in comparison with the first may seem introverted. So it is not surprising to

have the skills typology and yet in some cases, to experience uncertainty. One expert said the typology

of it this way: "Every extrovert like all other extroverts, some of them, and neither one of them." This

can be interpreted as follows: although the behavior of "extrovert at all" is quite predictable at every

turn there are people who do not fit into the scheme. The same is true of introversion and all other

preferences.

In addition, it is important not to lock yourself in the framework of its type. Despite the relatively strong

typological characteristics of each type can exhibit a wide range of styles of thinking and behavior,

values and tastes. You will see that the knowledge of its type, coupled with the knowledge of all the

others will allow you to make a lot of discoveries that will help you to communicate with the owners of

"us" and "them" preferences.

4. Ten Commandments typology

Typology, like any good system of values, boasts its ten commandments. These are basic principles that

will help you to better use typology in practice. In addition, they will keep you from reckless,

inappropriate or unethical use of its bases.

1. Course of life tends to play into the hands of our preferences, making us feel even more distrust of

the "non-priority" properties. Whatever your style, you will feel that the events that took place during

the day, fully meet your preferences. So if you ratsional, at the end of the day you will rejoice that

amounted to a clear plan, as it seems to have not just helped you today. And if you irrationals, then in

the evening you are happy sigh, remembering that failed in anything not to limit myself, helping you

cope with a number of surprises. The same is true of any of the eight preferences. So, in a stressful

situation logics joy in the fact that his objectivity helped him keep his cool and survive, while ethics in

the same situation will be as glad that provided support to people who needed it. And so on.



2. Being overdeveloped, dignity becomes a disadvantage. For all of us quite naturally to rely on any of

their quality, the manifestation of which makes us a special feeling of comfort. However, by doing so, we

risk continues to ignore all the other qualities that would eventually become completely undeveloped

and unpolished. For example, despite the fact that the extrovert can bring excitement to any situation,

he can not be a good listener, or to suppress others. Introvert, in contrast, may well be able to listen and

focus, but if he will develop these skills to the limit, then the risk of being alone, or to avoid open conflict

occurring in the world around him. As for logic, then they can do anything in an objective and rational,

but is this ability to the limit - and you will no longer pay attention to what others like and what - no.

Ethics, on the contrary, in any situation will focus on the subjective views and problems of other people,

but paying too much attention, they risk everything to take too much to heart, and then over the years

to keep grudges.

3. Typology - just a theory, to confirm that it is necessary to apply in practice. When you have already

decided on their psychological type or types of others, this knowledge should be compared with the

actual behavior, experiences and results of introspection. For a variety of reasons, we often evaluate

ourselves (or others) not true and accurate. For example, if your company requires you to be objective

and organized and to think analytically, and you will behave in a similar manner. After a while you get

into this belief that all this is your preference, but actually you just adapt to external conditions. Or, you

can conclude that someone in a particular situation will be sociable and positive-minded just because he

extrovert. However, if for some reason it will not match the behavior of the extroverted type, it means

that either you made a mistake in his class, or it is explained by certain circumstances, to force the man

to back down on their preferences in behavior. Be that as it may, it is important to be able to verify his

observations, not hurrying with conclusions and making false conclusions.

4. Typology offers an explanation, not an excuse. Nothing is more alien to the spirit of the typology than

a desire to convert tipoveda write off all the repulsive actions at the expense of their personal

preferences. Example: "I promised to answer your call, but I'm an introvert, and we do not answer the

phone." Or, "I'm going to come in time, but I irrationals, and irrationals always lag." Such justification

may operate only in small doses, or in special cases, but if at work you use it every day, it's a trick, and

the trick is unacceptable. Experienced tipovedy will benefit from such cases as the basis for clarifying the

truth of disputes about individual differences.

5. Whole - is more than the sum of parts. Sure, you've heard that expression, but nowhere it can not be

more true than in the typology. This has its pluses and minuses. Advantages lie in the fact that the

"elements" of typology - that is, four pairs of preferences - let go immediately to the practical use of the

system types. For example, you would not be easy to distinguish between an extrovert-intuitive logic-

Rational (ENTJ) from extrovert-sensing logic-Rational (ESTJ), but you will notice quickly that man

extraversion (his habit of thinking out loud), or even rational extraversion (he constantly complains for

any reason). On the other hand, correctly identify all four components of the type - a very difficult task.

Going back to our example, the ENTJ - is a massive personality that seeks to make the world a better,

while the ESTJ - personality rather a practical mind, which prefers to bring people the benefit of the

administrative activities. As a result, these two men, so similar at first glance, may be diametrically

opposed to each other.

6. Typology - only one of the tools to assess the human person. Despite its simplicity, solidity and great

educational opportunities for the four-letter code for the type of person contributes only understand



the psychology of a particular type of people. But in the formation of the human person are also

involved religious, ethnic, moral and socio-economic factors. Therefore typology fraught, in particular,

the following hazards: four-letter code can be interpreted as a psychological gospel. This not only goes

against the fundamental values underlying the typology, but it can do more harm than good when

applied to the business world. Nothing can discourage a person faster than the desire to drive the

totality of his human qualities into the Procrustean bed of four-letter code.

7. In order to effectively apply the typology with other people, you must first learn it for yourself. The

more you learn about yourself, the easier it will be to cooperate and negotiate with people who are

striking on you do not like. Begin to develop a typology of self-knowledge and self-examination, and only

then it can become the basis for the assessment and communication.

8. Typology applied in practice harder than talk (and think) about it. We'll talk more about that in the

typology has its pitfalls. In particular, people have a natural tendency to hold on to the funds that are

effective. For example, if your preference is to try to control everyone and everything, you are likely to

find it difficult to give up their addiction to this, even if the refusal will be beneficial to everyone. In

order to use the individual differences of people with the maximum benefit, you need dedication to this

cause, the mastery of typology, as well as the belief that ultimately this process will lead to

improvements.

9. You should not blame the "opposite type" person. Such behavior is also natural. It is easy to believe in

the one who everyone who disagrees with you, a member of the opposite type. On some issues of

people of different types do tend to disagree or argue, but the argument does not necessarily mean that

they are against any idea: after a dispute sometimes acts as a means of ascertaining the confusion.

Moreover, representatives of certain types must see and the practical side of the debate - in particular,

to which it leads. In his quest to see the direction of its development, they can constantly come up with

questions that are easily mistaken for dissent. So if things go as expected, do not rush to conclude that it

is representative of a different type is all about failure.

10. Typology can not solve all the problems. Typology because of its positive coloration, but also

because it explains many aspects of normal human behavior, it is sometimes used by zealous fans as an

explanation for everything. In this his penchant these are outside the scope of the main goals of

typology and can "see" in human behavior that is not defined by its type. In particular, it is sometimes a

problem with the physical or psychological health of people forced to go beyond the "normal" behavior.

Sometimes come across people whose identity is arranged too hard or too easy, so it can be analyzed

with simple means. Typology is not intended to provide answers to all the questions, so that by the

tipoveda would be legally and professionally from time to time declare, "I can not explain it," or simply

say, "I do not know."

5. A short way into the typing of four temperaments

"Hi, I'm an intuitive ethics, and I'm here to help you."

In the typology learn to understand the extroversion and introversion, sensing and intuition, and other

preferences - this is just the first step to understanding your personality type or another. When you go

to a combination of preferences, such as extraversion with logic or rationality with sensory, you get a



combination of the two preferences of behavior which is much richer and more complex than any of the

individual preferences. When you add a third and fourth preferences, the situation gets even more

complicated. So it is possible, for example, to understand the extraversion, intuition, logic and rationality

alone, but come to a standstill when it comes to understanding what type of ENTJ.

To help the students of typology we offer here a simple tool that we call the system of temperaments.

Temperament - a special two-letter combination (the system has been developed by David Keirsey and

Marilyn Bates, author of books on typology. Temperament is useful to use because for that you need to

know only two letters of four-letter code of the man, but with sufficient accuracy to determine its

behavior. So even if you do not understand what makes the combination of all four-letter-letter

temperament helps to predict which way a person learns and trains himself, directs others to make

acquaintance and communication, makes money, and communicating with others.

First clue to establish the temperament will be asking the preferences of sensory-intuitive couples. This

is because the difference in the methods of information is the starting point for the majority of contacts

between people. Without an understanding of how this or that person receives the information, you will

be extremely difficult to communicate with him, because everyone believes that the facts - that's what

seems to him the facts. If one sees the forest and the other - the trees, everyone thinks that he is right,

of course (as it is), but the credibility of the facts of others, he will not. For sensing the tree - this is the

tree, the same tree for Intuit - is part of the system, an organic whole, called "forest." Therefore, when

intuit sees a tree, it has already brings him the image of the forest. Now let us take the question of the

half-empty or half-full cup. Sensorik intuit and respond to it in different ways: intuit, who sees

opportunities everywhere to be more optimistic, while sensing, focused primarily on the real (and not

possible) state of things, not too inclined to see what "could to be. " And before anyone of any type will

decide whether logical or ethical style, he needs to get the facts, no matter what expression - Internal

(introverted) or external (extrovert), this solution would get.

So, the first letter of temperament - is S or N. His second letter will be determined first.

If you intuit: you prefer to receive information on the basis of abstract thought, for certain concepts. The

second major priority of your temperament, therefore, is how you prefer to evaluate the information -

objective (logic) or subjectively (ethics). Consequently, intuity in temperament are divided into two

groups: the intuitive ethics (NF) and intuitive logic (NT).

If you sensorik: you prefer to receive information based on specific and tangible factors. Therefore, the

second preference of your temperament is not in how you evaluate the information received, and how

you dispose of them: that is, whether you prefer to organize their (rational) or continue to collect them

on, accumulating even more data (irrationality). In this regard, by temperament sensory divided into

two groups - sensory rationals (SJ) and sensory irrationals (SP).

Should not be unduly concerned about the theoretical foundations of the division on the temperaments:

Keirsey even admitted that it may be illogical. However, we believe that in terms of the behavior of such

a division is quite reasonable, and the experience of our tipovedcheskih observation confirms this.

Accordingly, each of the sixteen types is related to one of the four temperaments:



NF ( intuitive ethics ) NT ( intuitive logic ) ENFJ ENTJ

INFJ INTJ

ENFP ENTP

INFP INTP

SJ ( sensory rationals ) SP ( sensory irrationals )

ESTJ ESFP

ISTJ ISFP

ESFJ ESTP

ISFJ ISTP

We do not mean that all the intuitive logic (intuitive ethics, rational and sensory sensory irrationals) are

the same. After all, there are sixteen distinct personality types, each of which is characterized by specific

features (as discussed below). At the same temperament can lead to true discoveries and equip you

useful tools for the development of tipovedcheskih skills.

Styles four temperaments

Now let's look at the different styles of activities associated with each of the four temperaments.

Work style and temperament

Intuitive ethics

Search for meaning and authenticity

They know how to empathize

See the possibility of people and organizations

They know how to praise, express enthusiasm and approval

Sensitive to interpersonal communicationGive personal coloring matters

It is easy to encourage others, need to be encouraged

Intuitive logic

Are drawn to the competence and knowledge

Well are able to operate with ideas and concepts

Light up when faced with riddles



See in the world system, which should build and rebuild

Consider the prospects for using the impartial analysis

Like to start projects without always being able to bring them to fruition

It is not always attentive to the feelings of others

Respond well to new ideas

Sensory rationals

Tend to belong to a group and participate in its activities

Appreciate the harmony and the provision of services

Organized, reliable, realistic

Understand and protect public values

Expect realism from the surrounding

Provide stability and orderliness

Prefer promotion of collective (gifts, awards) personal promotions

Are more inclined to be criticized for mistakes than rewarded for the correct execution of duties

Sensory irrationals

Strive for freedom and action

Prefer to solve problems and realistic plan

Flexible, open

Willingly risk

Always willing to negotiate

May seem indecisive people

Light up the work on the "weak points", but not for long

Best of all are making plans to perform a verbal exchange and short-term projects

---

Intuitive-ethical temperament (NF)

Intuitive ethics look at the world and see the hidden features (INTU), which they translate into the

language of the senses as in communication, and in his inner life (ethics). They eat, sleep, think, breathe,

move and love people. According to Keirsey and Bates, intuitive ethics in the life of idealists and prefer

to sell yourself on the path, where you can serve as a universal human interests: Name at least the

teaching of science, humanities, counseling, religion, and family medicine. Being idealistic and guardians

of the common good, intuitive ethics are able to discern and to defend anyone's interests: it is they

begin to campaign against drunk drivers, the peace movement, as well as raise money in support of

endangered animals. However, due to their sensitivity they see any criticism of a personal insult, and

often take offense without good reason. In general, the intuitive ethics believe that the most important -

is to be in harmony with ourselves and with others, and then everything else is naturally arranged itself.

The main advantages of the representatives of this temperament (which can escalate and

disadvantages) are as follows:

- Phenomenal ability to work with people, so that those most reveal themselves.

- Aspiration, the ability to persuade.

- A strong desire to help others.



- The ability to easily and freely to support others.

At work, intuitive ethics - are positive, well-meaning idealists, but their inherent warmth in

communication does not allow others to disagree with them. They are often difficult to perform control

functions, as they give to their employees too much freedom. In his idealism, intuitive ethics in the

media tend to see the power of heroes and heroines, and when things are going well, feed them

fanatical devotion. However, we stand them know that their heroes - ordinary people, as fidelity risk

replaced by disappointment and even resentment, so that the work can lose to the intuitive sense of

ethics. If the intuitive ethics conducts his business, he will be inclined to trust not only skills the other

person as to its location to him. Despite the fact that it can fill the enthusiasm any relationship, the

opposite is true: the real contribution of the employee in the case would not be seen if it will not cause

the originality award.

The motto of intuitive ethicists is: "Hi, I'm an intuitive ethics, and I'm here to help you."

Intuitive-logical temperament (NT)

Intuitive logic receive information based on abstract thinking and within certain concepts (intuition), and

then filtered it through an objective decision-making (logic). In their quest for competence (to which no

end in sight), they are continually guided by the desire to conceptualize and theorize. Seeking to explain

the universe, and then they ask questions like "why" and "why": why is there a rule? Why can not we do

differently? Intuitive logic - the passionate lovers of adventure style of life that, without even realizing it,

so can take a chance that it will endanger the people who are close to them.

Intuitive logic taught by challenging those in authority and challenging the sources of knowledge. They

have their own standards and measure to ensure that the "competent", - on them and they are

measures the and of themselves, and others. They always check the system to the test. In his relentless

search for perfection, they can be very critical to both own and other people's shortcomings, and do not

like to disagree with them. Surrounding them are often considered cold, intellectual snobs (but often

this is false).



- Well-developed ability to see the overall perspective;

- The talent for understanding the phenomena and the development of systems;

- Understanding of the internal logic and the fundamental principles of systems and organizations;

- The ability to accurately and clearly express thoughts in speech and writing.

At work, intuitive logic manifest themselves in the field of strategic planning and research, but because

of its tendency to dissolve in such activities, they can easily lose sight of the practical details of the case.

Adherence to some people is directly dependent to the intuitive logic of their expertise, so if he finds

someone competent, no he does not need advice. Conversely, if someone's competence (by his own

standards) intuitive logic does not believe any recommendations in the world does not dissuade him.

Even when he was entrusted with someone else's business viability, it will continually evaluate that

person again. Moreover, the concept of "competence" intuitive logics considered an invitation to further

"testing the strength" and intellectual challenges.

The motto of the intuitive logic is: "Change for the sake of change gives us the experience, even when it



is, that should not change anything."

Sensory-rational temperament (SJ)

Touch rational peculiar practical and realistic style of information (sensory), which they then tend to

organize and systematize (rationality). The purpose of life touch RATIONAL - belong to the groups that

they deem necessary. They are the foundation and backbone of society - without them, the concept of

"country", "motherhood" and "charity" would lose its meaning. These are people, trustworthy, loyal,

willing to help, brave, honest and decent. Sensory rationals - traditionalists, all contributing stability. As

rational, they have a tendency to organize everything: the people, the placement of furniture, projects,

schedules, and the whole company. Just as important for the intuitive ethics of the people, and for the

intuitive logic - abstract concepts, touch ratsional focuses on the procedure. For all he has his "ritual",

from cooking breakfast to lovemaking.

How about a break at work?

Touch irrationals ask yourself, "Do I need to be interrupted?"

Touch ratsional ask yourself, "if this is not the time for that?"

The intuitive logic ask yourself, "Is everything remains under control?"

Intuitive ethics ask yourself, "Will I feel the better for it yourself?"

---



- Ability to manage and dispose of;

- Reliability;

- Willingness to take responsibility;

- The consistent understanding of who is responsible for what.

Touch on the work of the rational produce stunning administrators to systems that require precision and

organization. They would rather do what needs to be done today, often ignoring the fact that needs to

be done the next day. Positions of power and authority for the touch rationalization associated with the

system, and the formal recommendations it makes a big difference. One of the remarkable qualities of

touch rationalization is this: he will trust the officially designated person "by default" as the

appointment remains in force. Even if the touch ratsional deems incompetent person in the first place,

he would make such an assumption: if a system has appointed this man, he must have certain

advantages. So the representatives of this temperament will trust the system and take on trust the

competence of its members. In general rationals (and in particular sensory rationals) is not the most

patient people, but in the case of "his system" patience is rational not to occupy. It has a drawback:

when everything goes downhill, touch ratsional tend to blame everything on the system, claiming: "I was

just following orders."

The motto of the sensor is rational is this: "Do not fix what is not broke."

Sensory irrational temperament (SP)



Touch irrational inherent practical and realistic way of getting information (sensory), and they dispose of

it spontaneously and flexibly (irrationality). This combination allows them to be genuine "people today."

Sensory provides them with the opportunity to break away from the realities of the moment,

irrationality - it helps to look for unconventional ways to use these realities. The only thing you touch

irrationals can be entirely sure - this is the moment, so that the phrase "long-term plan," it seems

pointless combination of sounds. In an effort to act, he prefers to do something right now, and then pay

the price. The representatives of this temperament prefer a degree where they could receive immediate

and tangible results: firefighting, emergency medical care, mechanics, agriculture, carpentry and all

other areas where skills are required mechanical work. Despite the fact that the touch irrationals is

often misunderstood because of their natural inclination to pleasure and to "life one day," it is often

possible to become a master of negotiation and rapid troubleshooting.



- Practicality;

- Mastery in solving problems, especially of a practical nature;

- Ingenuity;

- Acute flair to the most urgent needs.

At work, a touch of rational good at dealing with crisis situations, and they are excellent solutions for

problems. However, sometimes these crises they inadvertently arrange yourself, just to have them a

sense of purpose. To touch irrationals "power" and "authority" - it does not necessarily attribute a

particular person or entity rather it is the potential to achieve what required by the current situation.

Therefore touch irrationals guided by the formula: "It's easier to get forgiveness than permission."

Instead of thinking of ways and means of work, he prefers to be guided by well-known advertising

slogan «Just Do It» - «Just do it."

The motto of the sensor is irrational is this: "If it does not work, read, finally, the instruction."

As we noted earlier in this chapter, the system of temperaments - only an aid. If you figure in the basic

properties such as touch irrationals, it will allow you to then add two more to temperament

characteristics in order to obtain a complete description of the type of personality. Example: two of

these sensory irrationals as ESTP and ISFP, vary greatly, and this despite the fact that both of them will

have a general sensory-irrational properties, including the desire for immediate practical outcomes,

avoidance of theoretical moments and Planning (allowing immersed in the realities of the present), as

well as contempt for the rituals, procedures and instructions.

What does the phrase "Have a nice day!"?

For intuitive logic: "Interesting day!"

For intuitive ethics "Buff day!"

For a touch of rationalizing: "Fruitful day!"

To touch irrationals: "Merry day!"

---

As you can see, the system of temperaments - the easy way to monitor and classification of



psychological types, although its capabilities are limited. Now that you've sorted out the basic concepts

underlying the typology, let's look at how to achieve it can be applied in the workplace.

Part II. Typology in your organization

6. Guide

"I have to become an expert in a completely different field of activity."

Hardly a week passes at least without the shelves closest to us bookstore is not decorated yet another

impressive on the best-selling new style of leadership. This education in the field of leadership

alternately led the Director-General power, the astute business gurus, and each of them brings their

own examples, discusses his philosophy and offers his recipe for success. Many of these books - useful

and interesting publication, but for the most part they do not exhaust the essence of the problem, as

almost all of them express their idea of leadership as a formula designed to suit everyone, as if this

concept can be expressed in the form of a universal spell.In addition, many authors have overlooked this aspect of the problem, as the actions of people who are

leaders must lead. In politics, there is a saying: "If the people lead the, politicians will follow him." The

same is true for the business world.

But the main difficulty lies in the fact that the behavior of the person and his contact with others -

conditions are so complex that they can not be put in a box of any kind was a common approach. As for

the typology, it helps us to better address the management, because it allows you to learn how

psychological type of leader influences the activity of the head (sometimes even defines it) and what

style of leadership you have programmed yourself. The variety of personality types and causes a variety

of styles, motifs and ideas in the field of management.

However, leadership potential does not depend only on the fact that you rely on the strengths of theirpersonality type. Moreover, even the most prominent people can tolerate failure as a leader, based on

the same skills and abilities that allow them to achieve a high position.

Take the example of former U.S. presidents Richard Nixon and Bill Clinton. Nixon, in type almost classic

INTJ, drew strength from within, from their ideas and strategies, as well as in their ability to discern and

analyze complex situations. According to many historians, Nixon was the most astute figure in American

foreign policy in the late twentieth century. But the same type of individual properties Nixon, through

which he rose, led to his downfall: it is possible that his need to pass all of the information through

himself and his reluctance to take into account the personal relationships involved him in an

atmosphere of secrecy and intrigue of intelligence, because of which he lost power.

Bill Clinton, apparently, ENFP, managed to reach the presidency thanks to the sympathy and

participation, which he is so widely exhibited to all who dealt with. In the classic style of intuitive

ethicists Clinton sought to conquer everyone with whom he was acquainted, and in person. Then, when

the headlines were full of information about Clinton's adultery, it turned out that the ability of the

president to win the hearts of people involved him in big trouble.

But to stumble on the qualities of his personality type, not necessarily to be the president and general

occupy high positions. Here is an example of our client Judy, she ESTJ. When we met with her, she just



took office as manager of retail sales. In the ten years that she gave to the moment of his company, for

his management skills and skillful implementation of a number of projects Judy received many awards

and distinctions. She meticulously and scrupulously looked into the minute details of all new projects,

guided by the organizational skills of their personality type, and all said that it will reach even greater

heights in their company.

One of the major responsibilities of Judy's new role was to manage public programs designed to rally its

employees with the population of the region, "hot line" for suicide, the twelve-step rehabilitation

programs, work with charitable conservation organizations, and so on. The tasks included Judy develop

similar programs and choose their employees, ensuring their effective implementation. This work was

entirely appropriate to the potential Judy.

I suddenly found that the dignity of Judy, concelebrated her once such a good service - its objectivity

and attention to detail - turned into disadvantages. They have already failed to meet an optimistic,

colored by personal feelings atmosphere voluntary and public affairs programs. Judy called to the aid of

his major talents ESTJ. She looked into the minute details of projects, taking autocratic decisions, instead

of taking them in the process of teamwork. She insisted on compliance reporting and always wanted to

know what reports and the time within which it must be submitted. All its activities are incompatible

with the work of volunteers who wanted to help their neighbors and your neighborhood regardless of

their company. As a result, the program became Judy hang in the air, the volunteers stopped coming,

and those who have already agreed to work or were not at all or were loitering. Even direct reports

Judy, who enthusiastically treated to such programs prior to her appointment, began to lose interest in

them. Judy felt: with her new work, she can not cope.

At this end many similar stories in which someone completely failed in business. But, fortunately for

Judy, she sought the help of a number of consultants, among whom there were also staff "Otto Kroeger

Associates." We helped her to look at the situation from the point of view of typology, and she quickly

realized that with his help can understand why it worked effectively and how to save the day.

As our work together Judy are out to change his leadership style, so now its "non-priority" qualities

found the widest application. For example, it has become a more open meetings at which its employees

can share practical examples and discuss their progress. In the end, feeling his inability to cope with the

weaknesses of his leadership style, Judy appointed to conduct the meetings of one of his subordinates,

from which she, as a true ESTJ, required to account for everything that was going on there. Some time

later, Judy was able to reverse the situation, and even won the title of Manager of the Year, hitting a

number of illustrative executives of the company.

So really in order to efficiently manage, you need to change your style inherent quality and gloss over

those of his strengths that allow you to advance in the heads? Of course not. But, as you'll see later,

leaders often need the ability to go beyond the preferences of its type and to develop the qualities

appropriate to their typological opposites.

What is leadership?

It's hard to come up with a definition of the term, which would be available for the understanding of all

the members of the sixteen types. For our purposes, we will define it as the intentional use of power in

relation to individuals or organizations in order to achieve the desired goal.



Now let's take a closer look at the four components of this definition, and then consider the problem of

leadership in terms of typology.

1. Manual - a deliberate action. Despite the fact that not all of what the leaders are doing, they are

doing intentionally (as is always room for error, an ill-considered actions and unforeseen events), the

management - is the intentional effect by the authorities to a person or group of people to act in a

certain direction.

2. Needed to guide the people. This may seem self-evident, but leaders need those who follow them,

since the essence of leadership is that one person somehow affects the other (or others). As a result, the

effectiveness of leadership is often based not on what type of person the head, and what are the

personality types among his subordinates. And more than likely that a range of types will be the most

extensive.

3. Manual - is the use of power. Managers who at critical moments to know how to treat their own

sources of power and authority, hold the secret of success and efficient operation. It is important to

emphasize that the power of the head is neither positive nor negative - it just is. The way he uses it, will

depend on its already making.

There are different kinds of power. Personal power - is what has the man himself, and it is based on

charisma, personal charm, knowledge, skills and abilities. Organizational power - is the authority that

gives the team a man, she is dependent on the will and belief of this team. Departure of this power by

means of posts, allowing the person who takes them to carry out the management and financial control,

to have a certain status, and use the opportunity to encourage and punish others. There are also mixed

types of power. Such, for example, an understanding of the system and its bureaucratic mechanisms

(that is, knowing from whom actually depends on the success of the case, and the ability to dispose of it

by using the appropriate leverage), which requires both personal and organizational power.

It is important to note that the powers are also a kind of power, but beautiful title authorized by itself

does not contain the ability to solve organizational problems. For example, over the designated

chairman of the committee may have the organizational power, but if there is a person whose skills,

knowledge and reputation systems suggest that the real power he has more, this person is and would be

a true leader.

On the other hand, sometimes the people who give the impression of individuals who can not influence

others, suddenly get high purpose and they make a strong and effective leaders as soon as they begin to

feel the weight behind his back and the will of the organization.

So, we solve a complex equation. Authority - is not just authority and leadership is not limited to a

combination of both.

4. For the purpose of leadership is required. Similarly, as the guide is unthinkable without the people, it

is impossible and without direction or purpose.

You may ask: What has this type of personality? Then let's take a look at how different types of

personalities manifest themselves in each of the four aspects of leadership.

How to direct the sensor and intuity

As noted in Chapter Three, the way we get information is the starting point for almost all types of

interpersonal communication. Such preferences, such as sensing and intuition are key indicators of your



style of teaching and learning, and communication style. Furthermore, analyze this manner guide

couples preference particularly convenient.

Sensory almost literally relate to the world around them through their five senses. Practical details of

the realities of the moment (everything that can be felt by touch, taste, sight, hearing and sense of

smell) are their most important information that they trust. Such sensing information obtained in the

first place. This makes their style of leadership tangibility, literal accuracy and practicality, in their

activity, they tend to focus on all that is real, relevant and feasible. So, head-sensorik be controlled

through the implementation of its experience and the transfer of precise instructions.

Among the many advantages of the head-sensing can be called his attachment to anything that has a

practical and tangible in nature. This allows it to be guided well in matters of specific actions (in other

words, he knows how to make sure that everything was done). The creative potential of such a leader is

shown to effectively and intelligently maneuver within their resources and expertise. The expectations

we place on the head-sensory (or as such a leader), have a significant impact on the "touch" style of

leadership.

Leaders sensorikov sometimes sharply criticized (often such criticism comes from prejudiced against

them intuitively.) Sometimes claim that they are not able to generate new ideas that they have no

imagination, do not want or can not think about the future and tend to wallow in the minutiae of

practical today, ignoring looming on the horizon, a more general term or trend.

And finally, here's to more than just a stumble in authority sensing: a narrow vision of the future. Here is

an example of Sean, the leader of the group of companies for the production of electronics, we worked

with. Sean was depressed by the fact that some members of his team, as he thought, are not actively

involved in the overall operation. Lori is constantly late for work; Bryan during the general meetings of

the team engaged in some kind of nonsense, while Janice ten minutes after the meeting started to call a

pager, and then it disappeared. This lack of personal motivation was practical: the team of Sean was

missing a sense of common goals and the desire to work (also absent and investment).

Sean's first instinct as an effective leader to talk to each one individually: to convince Lori to be punctual,

and Brian - Janice concentration and distract from the pernicious influence of communication. Sean

thought that if he decides to each of these problems, then it will benefit the entire team as a whole,

which will allow them to move forward.

As a sensation, Sean saw only "trees" of organizational problems (ie people and their problems), but

that's a "forest", he did not see. This should be understood as follows: habitual behavior Laurie, Brian

and Janice formed a team in such a general trend, as the lack of involvement in work, enthusiasm and

team spirit.

See this trend Sean managed through typology. He gradually realized that, as a sensation he has paid

too much attention to current affairs, working only with the latest and most relevant securities business.

He asked himself how he get Lori to report to work on time, whereas in fact he had to ask the question:

"How to make sure that Lori was actively involved in the work?" In the end, ask a more general question

that Sean allowed his subordinates to reallocate roles and responsibilities of the team, so that the

overall team objectives will not be penalized. Lori and other members of the team have gained new

strength, they have re-emerged dedication, and as a result Lori began to come to work on time.

Of course, intuity look at life from a totally different perspective. They absolutely can clearly see the

forest, but they did not see the trees always a virtue. They are "programmed" to the see patterns, the



potential for the future and the proverbial broad perspective, but not specifically, and not the details.

The line of the report is to Intuit's value only insofar as it reflects any trend (and therefore carries a

possibility for the future). Intuits live in the future and actively seek it, based on the vision of the goals

and the desire to develop their colleagues and improve the system in which they operate.

The leaders, who prefer an intuitive style, first of all pay attention to the potential and broad prospects,

and already the details - and then (if they even notice them). This property is encouraged rather the

leaders of high and middle-ranking than the younger leaders: Leaders-intuitives often convinced that the

style of work, which at the beginning of their career, they were charged with, will eventually allow them

to gain impressive benefits.

Among the inherent advantages of the heads-intuitive ability can be called a systematic, strategic

thinking. Intuits able to communicate the facts seen in the pattern or trend that promises them a lot of

opportunities associated with many other ideas, perspectives, alternatives, facts and laws. Effective

leader, able to intuit convert their observations to the concept of the future and then use it for creative

effect change.

But just as the sensory risk dissolve in the details and lose the ability to see the big picture of things,

Intuit is in danger to get carried away widest selection of options, from which they will develop concepts

and plans, practically doing nothing. When something like this happens, under the head-Intuit (primarily

sensory) may find all this is nothing more than exercise for the mind, not related to the 'real life' and

practical achievements. And in the worst case it can be called a visionary, a man not of this world, or

absent-minded professor, bringing intuit lose valuable capital leadership.

How to direct the logic and ethics

Leadership is closely related to decision-making, so that the leadership potential of people to a great

extent depends on a couple of preferences "logic - ethics" that defines his style of decision-making.

Let's start with the logicians. They are only half of the total population, but the vast majority of leaders

in the world - logic, and the higher you climb the ladder, the more logic will detect. For about twenty

years, we have accumulated a wealth of information on different cultures, and they show that the logic

make up 86% of middle managers, about 93% of senior managers and 95% of directors and managers.

How is this possible? For this fact, we can find two possible explanations. First, the business

environment has long been dominated by men, and two-thirds of men - logic. Secondly, the people,

whether they are logic or ethics, there is a natural tendency - to select and educate subordinates in his

own image and likeness. This means that over time, the natural inclination of logicians to look for a

replacement of other logicians and take them in their environment, coupled with the traditional male-

dominated workplace, it could result in such a superabundance heads-logicians.

The logic of the most useful thing to take decisions emotionally distancing himself from the matter

under consideration, and to come to the correct conclusion, based on cause-and-effect relationship.

Logic to think analytically and strive to be objective, based on objectivity, logic and analysis (ie, the

means, homogenizing approach to problems and situations). The point is not that logicians are losing

human values and the importance of the people themselves, most often they simply boosts inherent

logical preference thirst for righteousness, competence and preserve objectivity. The decisions taken by

logicians, and can take into account questions of a personal nature, which, however, do not allow to



Fair warning

According to the policy of one of the working day starts at nine zero zero. The instructions for the

employees said that they were all at nine o'clock to sit at their desks and work, otherwise they will be

punished. Employee John is late once in twenty minutes.

- The reaction of the head of logic: "John, I noticed that you are now late for twenty minutes. You know

that it is - a violation of company policy, so I will do it right, if you bear a verbal warning that in the

future such violations will not be left without attention. " Such an objective approach serves to be the

fairest way to monitor compliance with the rules and from time to time to strengthen their action.

- The reaction of the head-ethics: "John, I noticed that you are now late for twenty minutes. Maybe your

tardiness has to do with the fact that you had to care for her child, as we talked about last week? I know

that his education has recently become a big problem for you, but we need you here at nine o'clock, so

let's develop a plan of action that we do not experience morning understaffed, as happened today. By

the way, how's your daughter? "Such a subjective approach is designed to ensure fairness in that it takes

into account the personal needs of all participants in the situation.

What kind of leader do you think, right?

---

The plant, which was to conduct mass layoffs, located in the south-western United States, and by the

time the district provided the largest number of jobs. The general retrenchment led to the fact that

more than ten percent of all local workers turned out on the street, which is sensitive strikes the local

population. In the factory the situation was no less severe: the workers who worked here in the second

generation, it seemed inevitable were to lose their job, but to find any decent job in the region was

difficult. Moreover, in the company of vengeance were internecine wars waged between a senior

managers, each of whom sought to protect from the harmful cuts his department.

We were invited to go to for two days, we were involved in this process and help the general director of

the plant, and sixteen of his direct reports to the procedure. Among the first activities we carried out

was to study the typological profile of all members of the group, and then all the leaders of the

organization. When it was done, it became clear that the organization led by only logic that "played"

with such a rate that soon more than ninety percent of the company's employees were logicians. This

"logic" culture had serious consequences for everyone in the company.

Being logicians, managers have tended to view the events impartially and objectively, which can be very

useful when it comes to cutting. This allows decision-makers to be impartial and make hard choices for

the good of the company. But obsessed with the objective logic of constantly striving all the "correct" -

to find what is wrong, and deal with these issues. However, in this difficult and turbulent period they

lacked one thing: a subjective approach, that is, the ability to understand the development of

interpersonal relationships.

We have helped senior staff to understand themselves (usually logic can not stand to do it) so that they

can observe and assess the weaknesses in the managerial its potential. This allowed them to better

manage their activities and the reduction in general. Strife ceased, the amount of stress was reduced,

and the sad process of downsizing has received a more human character.

In addition, managers logic adorned the walls with posters demonstrating their new-found camaraderie,



and have done so at the "logical" manner by adopting the slogan "Think about the people!"

How to direct the extroverts and introverts

The conviction of Carl Jung, a pair of preferences "extraversion - introversion" forms the deepest abyss

in the relations between people. For the direction and this statement is very true: the difference

between extroverted and introverted behavior are clear and deep, and they largely determine the style

of leadership.

Extroverts are so attracted by the world of people, events and external events that draw and it forces

naturally have an impact on others, as close contact with them. They quickly opened to them his plans,

values and principles, and even such information believed to be deeply personal, often because of this

they carry away the other, guided by his tendency to make everything public. Is the motto that it is

worthy of them: "What you see is what you get." Drawing strength in the outside world and giving him

the focus, extroverts are usually well versed in the people and in groups and are attracted to them.

Therefore, as leaders extroverts tend to open verbal communication that reveals more than

withholding.

A potential weakness of the head-extrovert is: can he say to explain and share plans regardless of

whether the demand it of him and listens to him any. Being more inclined to talk and communicate,

than of listening and thinking, extroverts can only with great difficulty to keep with you the fruits of their

thinking, not worrying about how it will be helpful for the staff or team. They can also anticipate their

actions in these or other solutions and ideas that have not yet held public discussion.

On the other hand, extroverts there is no difficulty to bring their ideas, even half-baked, the most widely

publicized. Here we are with a warm feeling remember Rondell, the manager of a small retail store.

Rondell was there only an extrovert all six of his employees were introverts.

Rondell loved to walk around the store and blurt out horrible, "You did not watch last night channel CNN

en? It showed a meeting of the Congress - not otorveshsya. By the way, what is this crazy client who has

just come out? We should not waste time like her. No one knows what kind of "special lunch" offer at a

school across the street? In my opinion, we need to move the billboards in front of a shop window. If

someone I need me, I'll be in my office. "

"Management on the move" and the "open door policy"

In the past few years a number of popular management theories guided by extroverts. For example,

some time ago there was a popular practices such as "management on the go." Under its provisions

effectively running manager must know their subordinates, an atmosphere in which they work and the

problems over which they are fighting every day.

According to this theory, the only way to learn it all is this: you need to leave your desk and walk around

the room office, talking, welcoming staff, shaking hands, talking and watching. It is clear that the theory

of management is designed for extroverts. The majority of introverts would need to climb out of his way

to work in this style in any way for a long time.

Or take the "open door policy" designed to make managers more affordable and require that anyone,

anytime can go to the head and talk with him on any topic: Again, just like may like extroverts. But,

ironically, heads-extroverts use of this practice would be meaningless, since they are rarely possible to



find in the office - because they "supervise on the go"!

---

Rondell subordinates in their obligation to go after him, and took his words as interesting, considering

that his spontaneous utterances somehow important and should lead to some important conclusions.

Once, in one of his tirades Rondell wondered aloud: "You know, it was a great week, we all did a great

job, and, in my opinion, the output on a Friday we would not be prevented." Next Friday three of the

employees in the store were not. Rondell, of course, did not remember anything about what he was

talking about the output on Friday, but others thought this regulation.

In the end, everyone, including himself Rondell, convinced that not all the sayings of the manager should

be taken seriously.

As for introverts, who derive their strength in the inner world - a world of their ideas, thoughts and

ideas, they often do not show the desire to motivate others. When an introvert decides to somehow

influence the other, he often does so by revealing to them (sometimes in writing) their ideas, plans,

concepts and values that seem attractive to people and inspire them. Like all introverts are generally

introverted leader is willing to open up to others only a small part of what is going on inside him.

Sometimes it becomes a problem for introverts slowness in decision-making. We have worked with a

young man named Christopher, who just could not make a career in the organization. But once he was

on such a position in the company, where he was required to "shoot" solutions are usually due to the

fact that subordinates turned to him with a problem that needed immediate attention.

The situation was not entirely fair to Christopher, who because of his introversion needed time to think.

He often returned to the problem to solve them otherwise. In some cases, to change anything it was too

late - the chance missed. As a result, it has a reputation for "indecisive".

The problem in dealing with the leaders, extroverts and introverts is to correctly evaluate what they say

(or what they are silent). When dealing with an extrovert, it is important to give him things to think out

loud and clear that not all of his rantings have value. As for introverts, then they should be a time for

reflection, so do not rush them with a final answer.

How to direct the rational and irrationals

Since the rational characteristic determination and in its foreign operations are above all appreciate the

clarity and consistency, regularity and order, they are usually stacked in a widespread stereotype of the

"real leader." However, the role of leaders as rational and irrationals have their own unique qualities

and virtues.

In any professional field can not be overlooked focus on "rational" values: we are continually faced with

the need to fit into the graphic to take the job on time, take into account the quota, keep track of time,

and perform other similar tasks. Taking into account these aspects of the objective, we can say that the

head-ratsional have are most useful in systems that focus primarily on decisive action, strict deadlines

and specific tasks. Rational belief that the "case before pleasure", enabling them to lead a serious and

balanced.

The need for a rational leaders in control, however, does not make them rather irrational. Strengths

rationalization may well turn around and disadvantages: for example, despite their leadership skills, he



may incur in trouble if his tendency to keep everything under control, planning and restricting prevent

him analyze new information. When ratsional forcing work on a new project, his head can overpower

the uncertainty of a group whose members, whether they have enough time to experiment, could find

an important reason to slow down the pace of work. In this respect ratsional whose virtues have moved

to extremes, can successfully win the battle but lose the war.

The leaders-irrationals typically exhibit qualities that may seem drawbacks: they often consider

uncollected, unorganized people without a sense of purpose that start more cases than we can finish.

However, many effective leadership is irrational is often overlooked: Name at least flexibility, curiosity

and openness of mind of those people who are able to communicate easily and relaxed, and adapt well

and like to have fun. The characteristic spontaneity head-irrationals never let you know for sure how

and what he will say and how to respond to the new challenges and prospects.

"Make a thirteen-zero-zero"

Two managers, ratsional and irrationals, planned for thirteen hours of Tuesday some business. Suddenly

on the horizon any other matters that are not explicitly allow them to run a scheduled. And one and the

other is a newly formed business seems to be very interesting and even necessary.

- The first reaction of rationalization is likely to be irritated at the fact that you have to move away from

the plans for the day, so that he will strive to make it the second thing is under control, so that it fitted

into its original plans. This manager will be praised for his ability to effectively solve problems, manage

projects and manage time, but criticize the lack of flexibility and resistance to change.

- The first reaction is likely to be irrationals joy argument that at the hour of the day he had another

option, so he readily rebuild their plans for the day to do all of a sudden emerged affair. This manager

will be praised for its flexibility and ability to adapt to the requirements of sporadic, but unconditionally

condemned for the slow implementation of projects and being late for the meeting.

Who do you think is more efficient: the first or second manager?

---

Rational and irrational features that help its owner to climb to the top of the hierarchy, and may take it

when it is there will be (like we have seen in the case of the other pairs of preferences). Here is an

example of Gavin, an incredibly talented marketing consultant, his medium-sized firm hired to provide

business services to help her develop a number of new proposals. Gavin - a bright, enthusiastic ENTP

with a developed imagination, which tend to blurt out the idea in a minute. Someone once gave the

following comparison: watch and listen as Gavin speaking at the meeting, waving his arms, pacing the

room, scratching something on the board to write on, passing vypalivaya prodigious number of creative

ideas, it is like trying to sip from fire hose.

Thanks to his talent Gavin has achieved a lot. Business services company, with whom he worked for

several years, he has helped retain customers, increase the intensity of simultaneous sale to customers

of different products to departments and product lines and stay one step ahead of the competition.

As often happens with consultants, Gavin had the opportunity to join the staff: the company offered him

a full-time job as director of marketing. Gavin first rejected the offer, but insisted his client, and did all

that before the proposal could not resist.

Soon after Gavin took office, it became clear that all of those qualities that so Gavin helped this



company, suddenly turned against him.

For example, now he was a board member, and his more spontaneous creative methods were not good:

he could not just lay out a series of good ideas, and then disappear for a few months until the client to

put these ideas into practice. Now on to the shoulders of Gavin and his staff were under a duty not only

to develop the ideas, but also to implement them down to the smallest practical details. It soon became

clear that in his new role as Gavin did not measure up.

Since Gavin was irrational, he possessed the nature of spontaneity, curiosity and openness of thought,

precisely because of these qualities, he became a prolific writer of ideas. But as he was leader, he had to

go to their non-priority qualities: be resolute, to comply with reporting and, most importantly, to focus

on the result. In other words, he needed to develop their rational qualities. This depressing need to

upset Gavin: he pointed out that becoming a member of that company, he was "like a hit to hard labor."

In contrast to the strong and solid rational leaders, irrational, like Gavin can select one or several options

that seem to them appropriate. Most often, when dealing with the head-is irrational, we have to be

open to the new, to have at hand a lot of alternatives and to hear an infinite number of questions. Final

decisions and completeness eventually follow, though often not too soon, and they almost never do

without studying a range of fascinating alternatives. This does not mean that Gavin or any other

irrationals can not make quick decisions or adhere to them: the head-irrationals simply would prefer not

to do it in the open. Those aspects of their personalities that they offer to others associated with the

collection of information and always ready to receive new information, but its findings irrationals

divided not so willingly.

In the end, as the stereotype of the inflexible, rational leaders who are deaf to the new, and the

stereotype of the irrational, indecisive leaders, constantly postpone the case, unfounded. Both of them

did not fall within the typology. Rationals are able to be flexible and open to new facts while irrationals -

to make decisions and stick to them (but without drawing attention to this part of the work).

The most dramatic difference between rational and irrational in leadership positions had less to do with

determination, but with the ability to specify the direction of development. Rationality is given a lot

easier than irrational, which tend to provide a range of different, and this difference is largely

determines the dissimilarity of leadership styles of both.

It should again be noted that in the field of leadership often preferred rational. The ability to specify the

purpose to associate with effective leadership, but irrationals in leadership roles tend to be attention to

subordinates, which can be just as powerful management tool. This is the "liberated" guide can be a

particularly effective way to build teamwork and actively involve employees in the operation and

management. While leadership built on strict guidelines often creates an atmosphere of submission

(slaves do indicate the head, because they were told so), "liberated" leadership often engenders

commitment (slaves do indicate the head, because they are so inclined).

The case with window

Not so long ago, Otto and Janet jointly conducted a training course, in a room was very hot, and these

two experienced leader training groups have responded to this in very different ways.

At his speech, Otto (ratsional) said: "It's very hot. Sue, please open the window behind. " This is called

"set the direction", that is the prerogative of the rational. It will be reasonable to assume that Otto had

received information about how comfortable the room, perhaps he even noticed that some members



fanned themselves, or remove jackets. But exactly the same can not be argued: rationals not usually

inquired others about what they have learned, and immediately offer a solution - in this case, Otto

asked Sue to open the window.

Janet (irrationals) on his speech, said, "No one is hot? John, do not you hot? "John replied that he was

hot, and most of the participants quickly came to the conclusion that they are too hot, making just three

of them got up from their seats to open the rear window. This is the classic behavior of irrationals: Janet

did not act with the request, but simply put the question. One can assume that it has been informed

that the room is hot, and wanted to open a window. However, the audience did not hear any

conclusions, no instructions - just questions. The windows were open again, but that was the decision of

the group.

---

Of course, too many useful things can and do harm, so sometimes irrationals leadership style can be

regarded (and rightly so) as an inconsistency or indecision. We are not careful, the head-irrationals

risking drowning in a sea of options, facts and interesting, but not important activities and get to that

time hardly be observed, and projects - be brought to the end.

As the control study of problems, its effectiveness is not dependent on rational or irrational preference

despite the fact that the concept of control methods and the representatives of these types differ so

greatly among themselves. No matter what type belongs to the head, to effectively manage it in the first

place to the following: knowledge of where you need to be flexible, and where firmly in control of

events.

What is power and where its sources?

The concepts of "power" and "authority" - it is a strong word, and in the course of our individual and

group counseling, we noted that the discussion of one's personal power and authority have consulted

caused anxiety and confusion. One of the main reasons for this confusion lies in the following:

representatives of the different personality types are extremely dissimilar determine how the concept of

power and its sources. About how each of us looks at the nature of power and the sources and methods

of application, much more can be said a tool such as temperament.

Supervisors - intuitive ethics: people to people

We intuitive control ethicists is based on personal relationships. Personal and interpersonal

communication - that's what is most important for this group. In order to achieve the slaves of

involvement in the operation, the intuitive ethics should establish personal contact with him. This is the

power heads with the temperament, and each of them has an arsenal of powerful management tools:

words of encouragement, compliments, warm smile, eye contact, open expression of warm feelings and

approval, positive suggestion, respect, personal attention and interest, as well as respect values of

others.

A successful leader can woo working at it under the intuitive ethics, caring if he likes, in turn, is

subordinate to this. If such efforts are not sincere, they just push him as intuitive ethics appreciate the



sincere expression of warmth and affection, but quickly recognize manipulation and attempts to answer

offended.

It is important to realize also the following: simple acceptance of the head - an intuitive ETHICS needs of

subordinates seems to him inadequate. Such a leader will aggressively enforce you my thoughts and

actions, as long as you do not only embody his ideas into practice, but also to feel that you are grateful

to him for the opportunity and acquired experience. Intuitive ethics in leadership positions never stop

aggressively offering its "goods" (not only in the field of sales). It is extremely important to them

concepts such as harmony, unity, cohesion and interaction of group members. Supervisors with this

temperament, relying on their ability to inspire, will tirelessly to convince others and to be offended if

their beliefs will not take action.

Supervisors - intuitive logic: competence above all!

Intuitive logic does not require organizational and institutional structures, procedures, traditions and

hierarchies do not want to deal with them openly and sometimes work against them. They do so not out

of a sense of contradiction, how much of a desire for clarity, and most importantly - to competence. If,

in the opinion of the intuitive logic, his organization is no place for logic, clarity, and competence (as he

understands them), while the organization itself, its basic principles and rules and, most importantly,

executives will only kill in the intuitive logic of the desire to go for anyone behind.

When it comes to interacting with the head, the intuitive logic continually evaluates it, gradually more

and more increasing their demands on his professionalism. If he managed to competently fulfill their

leadership tasks at once intuitive logics "raise the bar". Consequently, managing intuitive logics, you

have to prove to them that you are fully competent - by their standards. If you succeed, such

subordinates will be on your side - at least until the end of the day.

This desire for competence plays a very important role if an intuitive logic begins to direct himself.

Because members of this temperament is literally obsessed with objectivity and clarity, they are very

quick to criticism. Indeed, precisely because criticism can find out what has been done wrong, what can

be improved and how to improve their professionalism. Therefore, the criticism - one of the greatest

values that you can honor the leader - intuitive logic. If a boss appreciates you in any way, it will have to

develop through discussion, criticism of your work and your ideas, so that eventually you are able to

free themselves from it seeks the sight.

Supervisors - sensory rationals: the company

Sensory rationals convinced sources of strength are the structures, hierarchy and tradition of their

organization or business team. Here are the means to impress them: jobs, salaries, mention and praise

in the official documents, the authority to manage, medals and millions of other formal attributes of

success.

In order to motivate the subordinate having a temperament, you must first understand the level at

which it is in the system relative to you. In order to obtain the necessary information and to use the

tools needed to achieve the goal, sensory rationals rely on the system (which is the epitome of power).

Even when sensory rationals cease to believe in a leader, they will perform all the official procedures



required to change jobs or making a complaint to the manager. After all, they believe in the system and

its installation, and not the individual. For managers - sensory rational power is exercised through the

right management and, if desired bound by, the submission - is necessary.

Sensory rationals in leadership positions tend to emphasize the importance of particulars and practical

details to their subordinates thus were able to successfully complete projects on time and within

budget. If no procedures, rules and regulations do not exist, such a leader will ask first a framework for

their work, and then try to follow them. Moreover, many of the leaders - sensory rationals consider

ordering anything that is not ordered, his most important duty. In this regard, they are very capable.

Supervisors - sensory irrationals: problems is gone

Sensory irrationals live in the moment. They tend not to lose sight of the new information and get the

result you will have an immediate effect or benefit, relying on their actions and the most practical

means of working. In contrast to the intuitive touch-ethicists and rational, sensory irrationals do not

attach much importance either personal contacts or organizational procedures: both of them too

limiting. And unlike logicians intuitive, sensory irrationals is measured not by abstract competence scale,

but meeting the requirements of the moment and the situation in which they find themselves.

Sensory irrationals look to their leaders (if they do at all) only in order to gain access to the materials

and resources needed to accomplish a task and to get to work freely without interference from the

authorities or excessive bureaucratic control. Sensory irrationals want to act freely, to solve pressing

issues - of course, the most pressing.

In leadership positions sensory irrationals show their power, solving problems and responding to the

most urgent needs, even if it has to compromise the company policy, procedures, hierarchical

conventions and the approved plan of the project, as well as the interests of any single member of the

team: the needs of the moment it all outweigh. Such a focus on the most pressing issues makes leaders

with sensory-irrational temperament problem-solvers, especially as they exhibit themselves as crisis

managers (and crises - the way of life of a number of companies).

Leadership and positions

There is another rarely mentioned combination of pairs of preferences, which has a huge impact on the

style of leadership and determine how this or that person in general will deal with the difficulties of

administrative work. This position - that is, the combination of preferences "extraversion - introversion"

and "rationality - irrationality", which indicates how often we come into contact with the outside world

and how we implement these contacts. Managers often have to deal with factors such as practical

actions, people, places and objects, and in this regard the position can tell much about a person's

behavior may strengthen or weaken his leadership potential.

Rational extroverts: an innate ability to influence

The last few years, "Otto Kroeger Associates" paid a lot of time an interesting research project. Among

other things, we examined the relationship preferences of personality types on the successful



completion of college. We managed to get the data that the four rational extraverted type (ESTJ, ESFJ,

ENFJ and ENTJ) reached in school more than other types, and to successfully cope with any challenges

that they faced. Subsequently, we found that Isabel Briggs Myers, creator Indicator Myers-Briggs, made

the same discovery, but did not publish it.

How to defuse the situation

Gloria Fauth, a partner of the company "Otto Kroeger Associates" in type ENTP, told us a story that

sheds light on the styles of personal conduct and management representatives of all temperaments in a

crisis situation.

The U.S. embassy in one of the African countries held a meeting which was attended by several ethicists

intuitive, intuitive logicians sensory rational and just one touch irrationals. During the meeting, the room

became an embassy employee and calmly informed the audience that was reported planted a bomb in

the building and that everyone should leave the embassy.

- Intuitive ethics grabbed the phone and began to call their loved ones to let them know that they are

alive and no cause for concern.

- Intuitive Logic began to discuss with each other the following questions: how to effectively blow up the

embassy, what is the practice of calls about bomb threats and how the bomb threats, promote

international terrorism (discussion continued until the evening in a cafe opposite).

- Touch rationals automatically gathered in one corner of the room, where they learn the official guide

dedicated to safety precautions during a bomb threat.

- The only touch irrationals in no time turned into the aisle, where he directed the movement of people

and tell them how to get to a safe place.

---

College, in which we carried out the study, different program of professional education built on

competition and hard selection, designed to nurture future leaders. In this program for the students, the

last two courses were planned trip to Boston, New York and Washington, where they had the

opportunity to watch the professionals in their field of activity. The process of selection of students

included a personal interview and an essay in which the student had to convince in their ability to set

goals and achieve them, achieving success. We examined data on this program for many years, and has

consistently dominated the rational extroverts out there: every year they accounted for over 70% of the

groups.

The training program managers so attracted rational extroverts for the same reason that they are so

often excel in leadership positions in the fields of activity chosen by them. Holders of these positions

seems to literally radiate confidence, competence and reliability, so that even when they are not sure of

something or wrong, you still seem to be decisive and right. As established by Isabel Briggs Myers, with

an excess of rational extroverts have such quality as endurance, which gives them an advantage in the

pursuit of success. If rational extrovert something goes wrong, thanks to his stamina, he first thinks that

the reason for the failure were any external circumstances. Such an ability to step back from setbacks

allows these people to move forward and eventually come out the winners, which gives them more

confidence, while others usually leaves in a state of mild shock and the desire to follow a winner. Are

responsible for this effect only two preferences - extraversion and rationality. Others are a couple of



preferences (sensing-intuition and logic, ethics) will determine a less significant aspects of the

interaction of rational extroverts with the outside world. For the development of the person is striving

for success in leadership and ability to lead will be enough only two preferences - extraversion and

rationality.

Rational introverts: the strong silent men

Introverts with a rational preference (types ISTJ, ISFJ, INFJ and INTJ) largely resemble their counterparts -

the rational extroverts who have shared with them the rational properties. Their behavior can be

described as focused, determined and focused on the end result, they tend to give instructions and

over-all control. At the same time, being introverted, they are not drawn to the phenomena of the

external world (people, places, objects and actions) rather they are in his inner world thoughts, ideas

and concepts.

Rational introverts are often found in executive positions, and their leaders have a list of virtues is pretty

impressive. It was so strong, silent men fall into the stereotype of a "strong personality"; subordinates

appreciate the atmosphere of concentration and thought that a manager - rational introvert brings to

the team or organization. However, for lack of a rational introvert extrovert qualities may pay: his

address will be heard criticism about his unsociability and often alienation, lack of interest and even

arrogance. Rational introverts, extroverts, unlike, can appear to be indecisive people, because, on

reflection, they are able to revise or even withdraw its decision. This circumstance, in spite of the fact

that the ability of rational introverts to succeed and to effectively manage there is no doubt makes

introverted preference in the position of "double-edged sword."

Irrational extroverts: a boost of energy

Irrational extroverts (types ESTP, ESFP, ENFP and ENTP), as well as extroverts in general, derive their

strength in the phenomena of the external world, they are attracted to communicate with people and to

external phenomena and events. They make talkative, sociable leaders, action-oriented, but because of

its irrationality they will not put too high graphics and order, relying more on flexibility, curiosity and

adaptability. It is this "open" style of work is often a major stumbling block in the way of irrational

decision-making positions to extroverts and to the success of the manual, so they rarely seen among the

chiefs.

As leaders of the irrational extroverts provide energy for change and creativity, on the other hand, they

may feel unstable, indecisive and disorderly. There is one common explanation for the fact why the

owners of this position does not rise high, in spite of his many talents: irrational extroverts tend to take

on a lot of things at once, but their performance is not impressive.

Irrational introvert: quiet, thoughtful people

If we talk about how well an average of one or the other person can determine the activities of

individuals or groups, then in a particularly favorable position are rational extroverts, and in this respect

after them are rational and irrational introverted extroverts. But irrational introverts (types ISTP, ISFP,



INFP and INTP), seeking to excel in the field of leadership, will face the biggest challenges.

Irrational introverts - usually quiet, thoughtful people, focusing on their principles and values to which

they attach major importance and that cause them to reflect further reinforced at a time when you have

to finally act. Irrational introvert rarely voiced these ideas and values, so that often comes across as

mysterious or inconsistent personality. Flexibility, openness and spontaneity of the holders of that

position, along with ignoring the hierarchical conventions leads to the fact that they are seen as weak

and indecisive (especially in structures dominated by rational extroverts). Congenital doubt in their

abilities, as well as the habit of asking questions can lead to what may seem irrational introverted

person insecure and unstable. Even when he is quite sure of his decisions, he expresses them so that

behind this decision betrays a willingness to change, which is often perceived as evasive.

In those situations where a rational extrovert interpret its the wrong move as someone else's mistake,

irrational introvert would be inclined to assume full responsibility for the events and decisions that he

has nothing to do. All these factors create the impression that the owners of this position and the lack of

confidence that they too can not control individuals and people, as in the life of the role of "perpetual

motion" usually assume rational extroverts with their vigor, and a tendency to dispose of recklessness.

Study of the positions shows that for a number of types there are clear biases, and despite the fact that

this reflected real trends (both general and typological plan), skills of a person can not be made

dependent only on one of his preferences. After all, almost every one of us has the makings necessary

for the transformation to a successful manager. We had to meet gifted irrational introverts, who rose to

the top positions in their organizations, as well as rational extroverts, who clearly could not cope with

the leadership. We do not claim that rational extroverts necessarily outweigh all the leaders - they just

naturally meet the traditional requirements for managers. Conversely, irrational introverts will have

special problems in the performance of administrative work, and therefore, the representatives of this

position as chiefs are less common.

So, we have studied the problem of leadership from different perspectives - from the point of view of

the eight preferences, the four temperaments and the four positions. Overall, this is a lot to clarify the

nature of management.

Despite the fact that so far we have talked about the benefits of each type of person in managerial

work, the benefits of the original types in this area are to be able to assess how their preferences, as

well as non-priority quality. Despite the fact that many people can get along quite alone using its natural

instincts, true, the most effective leaders and develop the quality of their non-priority: they can be

talkative and sociable, but at the same time to be able to think and concentrate. They are able to notice

the suddenly emerging circumstances of the case and at the same time look at a broader perspective.

They should be fair, objective, humane and fair, while not losing sight of your work and remaining open

to a change of circumstances and new information.

When General George Marshall, Chief of Staff of the U.S. Army during World War II and later became

Secretary of State, he got up in front of him to recognize the problem and defined it this way: "It became

apparent that in the fifty-eight years, I have to learn new techniques that were not in books on military

affairs and who do not study in the field. In this position, I have to be a soldier, politician, and I will have

to postpone his ability to shout out orders and make instant decisions to the best times to learn the art

of persuasion and cunning. I have to become an expert in a completely different field of activity. "

An effective leader must know the characteristics of their personality type, but he should be ready and



perfect for business use weakly developed his qualities, desire it, and be able to do it.

Guide

If you ...

Экстраверт: Интроверт:

Подчиненные-

экстраверты

- Пусть у подчиненных-экстравертов будет

время и место, чтобы поговорить о своих

идеях, делах и проблемах без поспешных

выводов и угрозы наказания.

- Помните, что даже малые объемы

работы имеют важность.

- Подумайте, прежде чем говорить

(досчитайте до десяти).

- Настаивайте на том, что по-настоящему

важно, и чаще говорите об этом.

- Говорите с экстравертами ча

открыто, вовлекайте их в обще

активную деятельность.

- Помните, что экстраверты «пони

активные проявления власти, ко

можно увидеть и услышать, так что и

заставляйте себя быть на виду.

- Спрашивайте их мнение, про

споры или дискуссии непосредстве

ходу дела.

- Почаще общайтесь с экстраверта

любые темы.

Экстраверт: Интроверт:


интроверты - Помните, что молчание необязательно

означает согласие или одобрение.

- Давайте интроверту время усвоить и

обдумать информацию.

- Помните, что интроверты лучше

«понимают» неявные, внутренние

проявления власти.

- Спрашивайте у них, как идет работа, ивнимательно слушайте ответы.

- Поощряйте интровертов выска

свои мысли, намерения и планы, а

интересуйтесь их вкладом в работ

мнением.

- Подавайте им пример своим отк

поведением: это может обл

общение.

- Определяйте, какого подкреплен

устного или письменного — требует

иное дело.

- Напоминайте себе о том, что мол

не всегда золото — иногда молча

боязни.



Сенсорик: Интуит:


сенсорики

- Говорите о том, как конкретные действия

и усилия повлияют на общий ход дела.

- Обращайтесь за помощью к другим,чтобы быть в курсе последних тенденций,

закономерностей и перспектив на

будущее.

- Будьте внимательны к позитивным

возможностям, которые может принести

будущее; обсуждайте их с подчиненными,

не забывая и о конкретных действиях.

- Помните, что ваша приверже

общим перспективам может

воодушевлять подчиненных, т

раздражать их.

- Не упускайте из виду подробно

частности, но обсуждайте

подчиненными, как небольшие

работают на благо общего дела.

- Помните, что ваше видение

воплотится в жизнь не раньше, ч

разглядите практические момен

реализуете идеи.

Сенсорик: Интуит:


интуиты

-Помните, что ваша приверженность к

частностям и фактам может как

воодушевлять подчиненных, так и

раздражать их.

- В процессе развития новых перспектив

поощряйте подчиненных к составлению

подробных планов работы.

- Помните, что ваш стиль управления, в

котором во главу угла ставятся частные,

специфические моменты, только тогда

обеспечит эффективное руководство,

когда эти частности будут работать на

будущее.

- Обсуждайте с подчиненными, кто,

и что именно будет делать.

- Обращайтесь за помощью к д

чтобы знать, как специфические а

вашего дела будут способст

достижению успеха.

- Как можно чаще пров

практические аспекты деятел

подчиненных!

Логик: Этик:




логики

- Ваши подчиненные будут оценивать

эффективность вашего руководства по

тому, насколько вы умеете быть

объективным, опираться на логику

причинно-следственных связей ипринимать жесткие решения, не

оставляющие места прихотям отдельных

людей.

- Делайте основной упор на то, какое

воздействие ваши решения и действия

окажут на тех людей, которыми вы

руководите.

- Напоминайте себе о том, что у каждогочеловека есть чувства и эмоции.

- Ваши подчиненные будут оце

эффективность вашего руководст

тому, насколько вы умеете

объективным и опираться на

причинно-следственных связей.

- Говорите то, что имеете в

выполняйте свои решения, чтобы б

не возвращаться к ним.

- Старайтесь ничего не принимать бл

сердцу.

- Не слишком торопитес

комплиментами и извинениями.

Логик: Этик:


этики

- Ваши подчиненные будут оценивать

эффективность вашего руководства по

тому, насколько вы способны к личному

общению и умеете ли вы учитывать все

обстоятельства при принятии решений.

- Слова «спасибо» и «извините» могут

многое сделать для мотивации ваших

сотрудников.

- Боритесь с искушением улучшать и

исправлять все подряд.

- Вам будет полезно просто посудачить с

подчиненными (в пределах разумного).

- Ваши подчиненные будут оце

эффективность вашего руководст

тому, насколько вы способны к ли

общению и умеете ли вы учи

обстоятельства при принятии решен

- Во всех уместных случаях под

пример твердого и беспристра

поведения.

- Чем сильнее вам будет хотеться пр

в любой проблеме л

заинтересованность, тем сильне

должны этому сопротивляться.

Рационал: Иррационал:




рационалы

- Время от времени оставляйте место для

спонтанных действий.

- Почаще нарушайте привычный порядок

вещей.

- Всегда, когда это возможно, подавайте

подчиненным личный пример и

оставляйте им выбор.

- Заранее предупреждайте рационалов о

предстоящих переменах.

- Установите границы своей деятел

и оставайтесь в их рамках.

- Действуйте методично и уверенно

когда вам этого не хочется.

- Ограничьте себя в перемене ре

одним случаем в день (неделю,

далее).

- Не бойтесь принять окончате

решение и придерживайтесь его!

Рационал: Иррационал:


иррационалы

- Устанавливайте границы для своей

деятельности и делайте это чаще.

- Предоставляйте подчиненным свободу

действий и учитесь на своем опыте.

- Искренне пытайтесь учиться действовать

по-новому.

- Всегда уравновешивайте критику

комплиментами или вообще

воздерживайтесь от критики.

- Всегда стремитесь доводить де

конца.

- Соревнуйтесь друг с друго

пунктуальности.

- Планируйте свою работу, а

придерживайтесь планов.

- Вместе с подчиненными вре

времени сверяйтесь со списками р

задач.

otto kroeger

Documents