This misunderstanding probably emanates from either: Jung's description of the thought processes he went through before arriving at his final theory. He had, at one point, associated intuition with introversion, but he moved away from that view before arriving at his final theory, or a misunderstanding of Jung's use of the term "concrete" in Psychological types.
However, the term concretism was not intended under any circumstances to apply to a normal, differentiated Sensing function. It is clear, from Psychological Types, that in Jung's final theory, Sensing and Intuition had been completely separated from Extraversion and Introversion, and there was no confusion in his own mind.
The confusion only arises when one tries to make Jung's theory fit into the framework of temperament. For example, in Please Understand Me, Keirsey starts his description of an INTP with: "INTPs exhibit the greatest precision in thought and language of all the types; they tend to see distinctions and inconsistencies in thought and language simultaneously.
The one word which captures the unique style of INTPs is architect - the architect of ideas The description focuses on the inner world of ideas, thoughts, understanding, and explanations. Action for the ISTP is more gratifying if it is born of impulse than purpose. If the action is in the service of an end or aim, let the aim look out for itself; it cannot be allowed to influence execution" From a Jungian perspective, this section is clearly defining ISTP in terms of the extraverted auxiliary function: extraverted Sensing.
The description focuses on action, and the outer extraverted world is so pre-dominant that it cannot be influenced by any inner world thoughts. There is no mention, whatsoever, in the ISTP description, of the introverted dominant function: introverted Thinking. ISTPs can use general principles to bring order out of confused data and meaning out of unorganised facts" p91 Gifts Differing In fact, Isabel Briggs-Myers description is in some ways opposed to Keirsey's: whereas he describes them as action-driven, she states that they are "great believers in economy of effort".
Keirsey resolves this difference by stating that Isabel Briggs-Myers "inherited Jung's confusion between Sensing and Extraversion", but in this respect her writings are completely consistent, and she portrays ISTPs as introverts. Keirsey portrays ISTPs in an extravert fashion because his system of temperament is different to Jungian typology - and the use of the same system of letters to describe both is unfortunate because of the confusion it both causes, and hides.
Used in conjunction, the MBTI and MTR-i can provide a valuable insight into the differences between personality preferences and work role. However, if comparisons are made between Keirseyan temperament and the MTR-i , they are at best less meaningful and at worst may confuse.
He is interested in what are the long-term behavior patterns: temperament. Moreover, Keirsey's descriptions are more integrated. He looks at the notion of personality as whole. Next, Keirsey has a different view of the "aspects" of personality.
He views them as integrated configurational form that emerges. As in the following. The lower level is constrained by the configuration above it. First cut. Keirsey liken them to "Martians. If one is primarily viewing the world in terms of "concepts" of your own making, then clearly its important what kind of concepts are important to you.
The Rationals value concepts born of their own objective not emotional reasoning, and the Idealists value concepts born of their own guts emotion associated. The Rationals are pragmatic and the Idealists are credulous.
The more refined versions of Rationals include Fieldmarshals and Inventors. Both correlate to the Myers "Extrovert" letter in that they have something in common regarding their expressiveness towards the outside world.
The Fieldmarshall is not "extroverted" very much, and the Inventor is even less. Sure, both the Fieldmarshal and the Inventor can be "gregarious" or "not shy", in fact they can be sometimes overbearing. They are usually pretty friendly at parties and open to people to some extent. Although they don't have to be. Moreover, if Fieldmarshal is finding a particular person "boring" and that can be in a few seconds he quickly will find any excuse to exit the scene very quickly or rake the person over the coals, so to make sure that person realizes he is not considered worthy.
So the Fieldmarshal is an "extrovert" with a purpose they are pragmatic -- their sociability is often contingent. Sometimes that purpose can be very narrow, such that the common notion of "extrovert" is not well suited for the Fieldmarshal. Same is true with the Inventor. The Inventor often appears like an Artisan Promoter, always interested in having an "interesting" time. Only the difference is the Inventor is "looking" for new experiences, new ideas, or some way to promote his ideas, so those who don't help in this endeavor are quickly cast off.
That is, the Inventor is an "extrovert" with an interest outer-directed might be a better term , and that specific interest often being so narrow that the term "extrovert" is misleading.
Although in casual acquaintance they appear to be "extroverted. Isabel concentrated on the sixteen types, not making a major distinction between Ns and Ss in certain type groupings such as the Thinking Types and Feeling Types. On the other hand, Keirsey finds the distinction as being major. Teachers look for the best in their students, and communicate clearly that each one has untold potential, and this confidence can inspire their students to grow and develop more than they ever thought possible.
In whatever field they choose, Teachers consider people their highest priority, and they instinctively communicate personal concern and a willingness to become involved. Warmly outgoing, and perhaps the most expressive of all the types, Teachers are remarkably good with language, especially when communicating in speech, face to face. And they do not hesitate to speak out and let their feelings be known.
Bubbling with enthusiasm, Teachers will voice their passions with dramatic flourish, and can, with practice, become charismatic public speakers. This verbal ability gives Teachers a good deal of influence in groups, and they are often asked to take a leadership role. Teachers like things settled and organized, and will schedule their work hours and social engagements well ahead of time — and they are absolutely trustworthy in honoring these commitments.
Valuing as they do interpersonal cooperation and harmonious relations, Teachers are extraordinarily tolerant of others, are easy to get along with, and are usually popular wherever they are. Teachers are highly sensitive to others, which is to say their intuition tends to be well developed. Certainly their insight into themselves and others is unparalleled.
Without a doubt, they know what is going on inside themselves, and they can read other people with uncanny accuracy. Teachers also identify with others quite easily, and will actually find themselves picking up the characteristics, emotions, and beliefs of those around them. Counselors have an exceptionally strong desire to contribute to the welfare of others, and find great personal fulfillment interacting with people, nurturing their personal development, guiding them to realize their human potential.
Although they are happy working at jobs such as writing that require solitude and close attention, Counselors do quite well with individuals or groups of people, provided that the personal interactions are not superficial, and that they find some quiet, private time every now and then to recharge their batteries.
Counselors are both kind and positive in their handling of others; they are great listeners and seem naturally interested in helping people with their personal problems. Not usually visible leaders, Counselors prefer to work intensely with those close to them, especially on a one-to-one basis, quietly exerting their influence behind the scenes. Counselors are scarce, little more than three percent of the population, and can be hard to get to know, since they tend not to share their innermost thoughts or their powerful emotional reactions except with their loved ones.
They are highly private people, with an unusually rich, complicated inner life. Friends or colleagues who have known them for years may find sides emerging which come as a surprise.
Not that Counselors are flighty or scattered; they value their integrity a great deal, but they have mysterious, intricately woven personalities which sometimes puzzle even them. Counselors tend to work effectively in organizations. They value staff harmony and make every effort to help an organization run smoothly and pleasantly. They understand and use human systems creatively, and are good at consulting and cooperating with others. Blessed with vivid imaginations, Counselors are often seen as the most poetical of all the types, and in fact they use a lot of poetic imagery in their everyday language.
Their great talent for language-both written and spoken-is usually directed toward communicating with people in a personalized way. Like the other Idealists, Champions are rather rare, say three or four percent of the population, but even more than the others they consider intense emotional experiences as being vital to a full life. Champions have a wide range and variety of emotions, and a great passion for novelty. They see life as an exciting drama, pregnant with possibilities for both good and evil, and they want to experience all the meaningful events and fascinating people in the world.
Champions can be tireless in talking with others, like fountains that bubble and splash, spilling over their own words to get it all out. And usually this is not simple storytelling; Champions often speak or write in the hope of revealing some truth about human experience, or of motivating others with their powerful convictions.
Their strong drive to speak out on issues and events, along with their boundless enthusiasm and natural talent with language, makes them the most vivacious and inspiring of all the types. Fiercely individualistic, Champions strive toward a kind of personal authenticity, and this intention always to be themselves is usually quite attractive to others. At the same time, Champions have outstanding intuitive powers and can tell what is going on inside of others, reading hidden emotions and giving special significance to words or actions.
In fact, Champions are constantly scanning the social environment, and no intriguing character or silent motive is likely to escape their attention. Far more than the other Idealists, Champions are keen and probing observers of the people around them, and are capable of intense concentration on another individual. Their attention is rarely passive or casual. Champions are good with people and usually have a wide range of personal relationships.
They are warm and full of energy with their friends. They are likable and at ease with colleagues, and handle their employees or students with great skill. They are good in public and on the telephone, and are so spontaneous and dramatic that others love to be in their company. Champions are positive, exuberant people, and often their confidence in the goodness of life and of human nature makes good things happen. Healers present a calm and serene face to the world, and can seem shy, even distant around others.
Healers care deeply about the inner life of a few special persons, or about a favorite cause in the world at large. And their great passion is to heal the conflicts that trouble individuals, or that divide groups, and thus to bring wholeness, or health, to themselves, their loved ones, and their community. Healers have a profound sense of idealism that comes from a strong personal sense of right and wrong.
They conceive of the world as an ethical, honorable place, full of wondrous possibilities and potential goods. In fact, to understand Healers, we must understand that their deep commitment to the positive and the good is almost boundless and selfless, inspiring them to make extraordinary sacrifices for someone or something they believe in.
Set off from the rest of humanity by their privacy and scarcity, Healers can often feel even more isolated in the purity of their idealism.
Also, Healers might well feel a sense of separation because of their often misunderstood childhood. Healers live a fantasy-filled childhood-they are the prince or princess of fairy tales-an attitude which, sadly, is frowned upon, or even punished, by many parents.
With parents who want them to get their head out of the clouds, Healers begin to believe they are bad to be so fanciful, so dreamy, and can come to see themselves as ugly ducklings. In truth, they are quite OK just as they are, only different from most others-swans reared in a family of ducks.
At work, Healers are adaptable, welcome new ideas and new information, are patient with complicated situations, but impatient with routine details. Healers are keenly aware of people and their feelings, and relate well with most others. Because of their deep-seated reserve, however, they can work quite happily alone.
When making decisions, Healers follow their heart not their head, which means they can make errors of fact, but seldom of feeling. They have a natural interest in scholarly activities and demonstrate, like the other Idealists, a remarkable facility with language. They have a gift for interpreting stories, as well as for creating them, and thus often write in lyric, poetic fashion. Frequently they hear a call to go forth into the world and help others, a call they seem ready to answer, even if they must sacrifice their own comfort.
Of the four aspects of strategic analysis and definition it is the marshaling or situational organizing role that reaches the highest development in the Fieldmarshal. Structural and functional engineering, though practiced in some degree in the course of organizational operations, tend to be not nearly as well developed and are soon outstripped by the rapidly growing skills in organizing.
But it must be said that any kind of strategic exercise tends to bring added strength to engineering as well as organizing skills. Hardly more than two percent of the total population, Fieldmarshals are bound to lead others, and from an early age they can be observed taking command of groups.
In some cases, they simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that they have a strong natural urge to give structure and direction wherever they are — to harness people in the field and to direct them to achieve distant goals.
They resemble Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals search more for policy and goals than for regulations and procedures. They cannot not build organizations, and cannot not push to implement their goals.
When in charge of an organization, whether in the military, business, education, or government, Fieldmarshals more than any other type desire and generally have the ability to visualize where the organization is going, and they seem able to communicate that vision to others. Their organizational and coordinating skills tends to be highly developed, which means that they are likely to be good at systematizing, ordering priorities, generalizing, summarizing, marshaling evidence, and at demonstrating their ideas.
Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to turn to an Inventor or Architect to provide this kind of input. Fieldmarshals will usually rise to positions of responsibility and enjoy being executives. They are tireless in their devotion to their jobs and can easily block out other areas of life for the sake of their work.
Superb administrators in any field — medicine, law, business, education, government, the military — Fieldmarshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind.
They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations — and they expect others to follow suit.
They are ever intent on reducing bureaucratic red tape, task redundancy, and aimless confusion in the workplace, and they are willing to dismiss employees who cannot get with the program and increase their efficiency.
Although Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error. All Rationals are good at planning operations, but Masterminds are head and shoulders above all the rest in contingency planning.
Complex operations involve many steps or stages, one following another in a necessary progression, and Masterminds are naturally able to grasp how each one leads to the next, and to prepare alternatives for difficulties that are likely to arise any step of the way.
Trying to anticipate every contingency, Masterminds never set off on their current project without a Plan A firmly in mind, but they are always prepared to switch to Plan B or C or D if need be. Masterminds are rare, comprising no more than one to two percent of the population, and they are rarely encountered outside their office, factory, school, or laboratory.
Although they are highly capable leaders, Masterminds are not at all eager to take command, preferring to stay in the background until others demonstrate their inability to lead. Once they take charge, however, they are thoroughgoing pragmatists. Masterminds are certain that efficiency is indispensable in a well-run organization, and if they encounter inefficiency — any waste of human and material resources — they are quick to realign operations and reassign personnel.
Masterminds do not feel bound by established rules and procedures, and traditional authority does not impress them, nor do slogans or catchwords. Remember, their aim is always maximum efficiency. In their careers, Masterminds usually rise to positions of responsibility, for they work long and hard and are dedicated in their pursuit of goals, sparing neither their own time and effort nor that of their colleagues and employees.
Problem-solving is highly stimulating to Masterminds, who love responding to tangled systems that require careful sorting out. Ordinarily, they verbalize the positive and avoid comments of a negative nature; they are more interested in moving an organization forward than dwelling on mistakes of the past. Masterminds tend to be much more definite and self-confident than other Rationals, having usually developed a very strong will.
Decisions come easily to them; in fact, they can hardly rest until they have things settled and decided. But before they decide anything, they must do the research.
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