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questionnaire designed to measure psychological preferences in how people perceive the world and make decisions  \n􀂋 Individuals are either born with, or develop, certain preferred ways of thinking and acting  \n􀂋 None of these types is \"better\" or\"worse“  \n􀂋 In the same way that writing with the left hand is hard work fora right-hander, so people tend to find using their opposite psychological preferences more difficult, even if they can become more proficient (and therefore behaviorally flexible) with practice and development.  \n2  \nLuc Quoniam-USTV  \nThe four dichotomies  \nfunctions  \nSensing (S)  \niNtuition (N)  \nExtraversion (E)  \nIntroversion (I)  \nThinking (T)  \nFeeling (F)  \ncognitive  \ninformation-gathering (perceiving)  \ndecision-making (judging)  \n16 Types  \nthe MBTI instrument does not measure aptitude it simply indicates for one preference over another  \nLuc Quoniam-USTV  \nLifestyle  \nJudgment (J)  \nPerception (P)  \n3  \nLuc Quoniam-USTV  \n~~4~~  \n5  \nLuc Quoniam-USTV  \nLuc Quoniam-USTV  \n6  \nYou are not alone!  \n: Not interested in abstract theories.  \nWant learning to have direct, immediate application.􀂋  T  \n: Practical, realistic, matter-of-fact, with a natural head for business. Well-organized, take responsibility.  \n􀂋 J  \n4 of every 9 business managers are “STJ”!  \n􀂋  S  \n: Good administrators; are decisive, hasten to implement decisions.  \nMargerison & lewis 1981  \nThe shadow…  \n: wrongly scorned by you?  \n􀂋 The opposite of your preferred MBTI type  \n• Nature  \n: Tough to understand  \n• Reward  \n: your individual breadth  \n•  Risk  \n• Failure  \n: overcompensate or crack  \nYou and your shadow  \nFor 4 of every 9 business managers, shadows are“NFP”!  \n• N F: Idealistic, humanistic, not hierarchical  \n• FP: Flexible, peopleskilled  \n• NP: improvising, stimulating, not compulsive  \nThe selection process  \n􀂋 school, graduates studies (entry &exit)  \n􀂋 recruitment and promotion of the company  \n􀂋 eliminates  \n• almost totally \"F\", those whose selection criteria in decision-making criteria are human  \n• most of the \"P\" those who question the decisions taken to adapt to circumstances  \n􀂋 exception of\"ENTP\", innovators, and \"INTP\", inventors, that the organization needs, but seeks to eliminate because does not known how to manage them.  \n• more accentuated at CEO level.  \n10  \nLuc Quoniam-USTV","cbCairC2kBtjOVv3","https://ap.wps.com/l/cbCairC2kBtjOVv3","pdf",674516,14,"English","# Myers-Briggs Type Indicator (MBTI)\n## Four dichotomies and 16 types\n## CI lifestyle: J vs P and S vs T/F\n# Lifestyle and business managers\n## STJ and NFP proportions\n## Shadow concept and organizational selection","[{\"question\":\"What does the MBTI questionnaire measure in this document?\",\"answer\":\"It measures psychological preferences in how people perceive the world and make decisions, indicating one preference over another rather than measuring aptitude.\"},{\"question\":\"What are the four MBTI dichotomies presented here?\",\"answer\":\"Sensing (S) vs iNtuition (N), Extraversion (E) vs Introversion (I), Thinking (T) vs Feeling (F), and Judgment (J) vs Perception (P).\"},{\"question\":\"How does the document describe the “shadow” of an MBTI type?\",\"answer\":\"The shadow is described as the opposite of a preferred MBTI type, and the document discusses how organizations and individuals may respond to these differences, including typical patterns among business managers.\"}]","Psychological profile for CI - Myers-Briggs Type Indicator (MBTI) - CI lifestyle and business managers overview | PDF",35]