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Jung’s categories

Extraverted attitudes plus Introverted attitudes combine with either Thinking or Feeling, and either Sensing or Intuition.

There is great variety of behaviour within these categories depending on which position on each of the bi-polar scales the person’s behaviour is plotted. There are no right or wrong psychological types – the scales flag up our differences. Wouldn’t the world be a dull old place if we were all the same?

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The extraversion – introversion scale

We all use both in different intensity at different times, however we will have a preferred way of dealing with the outside world that we use “most of the time”. Extraversion is how we think and act; Introversion is how we think and reflect. These terms are in common usage today and are possibly the easiest of the scales to see in practice.

The majority of people will not be extreme, demonstrating a close balance of extraversion and introversion – as such they can be more difficult to read. Those more obvious preferences are easier to read. Most of us can point to an example of someone who acts and thinks out loud most of the time and identify them as an extravert and similarly those who are quieter, because they are reflecting on their thoughts, can be identified as introverts.

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The theory underpinning PeopleMaps comes from the work of Carl G Jung, the Swiss psychologist who believed every individual was unique. He was against boxing people and used the analogy of a compass as a method of finding his way around people’s differences, helping him to understand and aid the development of their potential.

Jung spent his whole life on his development – especially on what he called individuation, which he described as the person’s attempt to get in touch with their full potential as a human being. His was a psychology for the second half of life, learning was a life long project and people were capable of changing and developing right up to their last breath.

He placed no value on people remaining consistent – his encouragement was for them to try other shoes. If someone has spent their whole life with a preference for Introversion, which was his preference, he thought they would not be fully developed until they worked on their Extraversion. For him this was the main advantage of the bi-polar scales; to let people take stock of where they were and then work at developing their less used gifts.

“Every advance, every achievement of mankind, has been connected with an advance in self awareness.” C. G. Jung, Psychological Reflections

Carl Jung’s theory

Jung’s theory focuses on the cognitive aspects of personality i.e. how people think; take on board information to make their decisions and sense of the world.

He created categories of psychological type through a combination of attitudes and preferences measured by bi-polar scales. Extraversion and Introversion he called attitudes, and Thinking and Feeling he described as rational preferences, with Sensing and Intuition being irrational preferences.

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Validity is concerned with the extent to which an assessment instrument actually measures what it is designed to measure. It implies comparison between the assessments and some external criteria. Reliability is concerned with the consistency of assessments. PeopleMaps is a Jungian profile designed to measure personality. The measures used are Jung’s Rational and Irrational preference scales, together with his Extraverted and Introverted attitude scales.   That the profile has measured personality   accurately is confirmed by the respondents face validity. Hundreds of thousands   of people have contributed to these findings, which also confirms   reliability.

Profiling that is not Jungian based will normally be norm referenced, i.e. discriminating between individuals, PeopleMaps does not discriminate in this way. The PeopleMaps questionnaire provides an Ipsative questionnaire, which means that it is self report and the respondent’s choosing from a selection of four word pairings. On each of the four the respondent will choose which they believe is most like them and and which is least. All four are weighted, which improves the accuracy of the questionnaire. (Some ipsative questionnaires only measure Most and Least and thereby lose accuracy.)

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PeopleMaps is a type measure which takes account of interactive scales. Two methods are combined to improve the accuracy of the questionnaire, a choice forced between most and least and the freedom to weight the other two items. 40 word pairs i.e. 10 frames each containing four word pairs, which describe the functions and their attitudes. To measure the dominant and inferior a most and least forced choice must be made in every frame. This is in effect forcing a choice between opposed functions with their respective attitudes of extraversion and introversion, for example extraverted thinking with introverted feeling.

A normative element is created by asking the respondent to further weight the other word pairs while not choosing the same weighting twice. This produces a spread of scores to assess the order of preferences between the dominant and inferior functions. The variance and spread of scores is modelled on Jung’s bi-polar dynamics, which helps to increase the instruments test-retest reliability and decreases the effect of random error.

At the date of writing over 1.2 million people have completed the online version of the questionnaire which comprises 10 questions and the results have proven to be consistently accurate. The short questionnaire can improve accuracy as there is no time for boredom to affect the results. (Reliability refers to the degree of consistency with which instances are assigned to the same category by different observers or by the same observer on different occasions.) Good item analysis provides a psychometric tool with its accuracy.

The length of questionnaires does not generally have an effect on the accuracy of any profile. There is an exception to this and that is there could be a negative effect due to respondents losing interest, becoming fatigued or generally lacking concentration towards the latter part of an overlong questionnaire, which could have a detrimental effect on accuracy. In the case of PeopleMaps, its items have been extensively analysed and then measured against Jungian preference scales.

The Interview questions within the profile get rave reviews from respondents both in their accuracy and utility, as they provide an excellent preparation for prospective interviews. Hundreds of thousands of PeopleMaps customers judged their profiles as “highly accurate”. The PeopleMaps personality profile is the first of its kind geared entirely for online delivery. It is designed to stand-alone, i.e. is not dependant on a face-to-face feedback, hence the reason for the inclusion of consultant’s comments since feedback is still necessary to make the process effective.

DISCOVERING The focus of discovery is where the initial concentration of each coaching engagement tends to reside, involving the acquisition of new wisdom, a revelation or a fresh perspective that the client is realizing through the coaching relationship and the interactive processes of questioning, listening and reflecting.

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APPLYING Clients are encouraged to actively plug their newfound discoveries into their life.This involves applying the knowledge they have gained during coaching sessions to everyday life, thereby facilitating sustainable change. It is this process that ensures steady, progressive and purposeful development and is driven by the processes of holding clients accountable and clients taking action.
INTEGRATING The habitual existence of the new behavior is embodied within the integrating aspect.This is the point at which the client’s discoveries have been interwoven into their life.The client has established a sustainable, ongoing life adjustment producing full integration. This process is facilitated predominantly through clients taking responsibility and learning to self-coach.

Psychometric Assessment

Many people chafe at the request of a   prospective employer which asks if they will complete diagnostics – including   personality assessments – as part of the hiring process. Some people fear the   test will be used as a “screener” designed to block their chances of getting hired. Click here for FREE Online Personality assessment in 5 minutes

In fact, most managers in companies who use   these tests intend to accomplish just the opposite. Companies which spend the   time and money to conduct assessments aim to find the best fit for the   individual in the organization. The results guide a prospective manager about   how best to motivate, manage and develop a person coming into a new role. It   takes time for both the employee and the employer to get to know each other. An   assessment tool is an efficient way to learn how best to ensure the employee will be successful. An HR professional will typically meet with a hiring manager to coach him or her about how best to manage the person and to recommend developmental goals for the person. Results also guide a manager about how to provide effective feedback and how to motivate the new employee. In some instances, the assessment can also guide a manager in revising the role to better suit the individual. Customizing a role to make the highest and best of an individual can make a new job fantastic rather than a stressful struggle.

If you are interviewed and asked to complete a personality test, it is completely within your right to ask about the purpose of the assessment. Ask about which tools they use and why. Read about the tool on the Internet so you understand the validity of the tool and what it’s meant to discover. Inquire about how the results are used and request a meeting with the HR professional to review the results when they are complete. In this way, you learn more for your professional development. This will help you, regardless of whether you accept the position or not. It is also a good idea to discuss the results with your prospective manager. Ask how the profile fits with the team with which you would work and with the manager’s personal style. The more you learn before you start, the easier it will be to forge the working relationships needed for teamwork. If asked to participate in an assessment, be   positive and open. Make the most of the chance to learn about how to be   successful. You’ll be a better employee wherever you work!

Thanks to Helium.com for the article