ISTJs are characterized by decisiveness in practical affairs,

Transcription

1 The ISTJ Introverted Sensing aided by Thinking (Recalling aided by Organizing) Linked Team Role: Curator ISTJs are characterized by decisiveness in practical affairs, are guardians of time-honored institutions, and, if only one adjective could be selected, dependable would best describe this type which represents about 8 percent of the general population. The word of ISTJ s is their bond. Whether at home or at work, this type is rather quiet and serious. ISTJs are extraordinarily persevering and dependable. The thought of dishonoring a commitment would not typically occur to them. When they give their word, they give their honor. ISTJs can be counted on to conserve the resources of the institution they serve and bring to their work a practical point of view. They perform their duties without flourish or fanfare; therefore, the dedication they bring to their work can often go unnoticed and unappreciated. SUMMARY DESCRIPTIVE BOOKLET

2 The ISTJ What makes an ISTJ tick? An ISTJ s talents lie in his or her ability to plan and prepare and to ensure that activities are properly administered and regulated The Dominant function is the perceptive one of Sensing. Characteristics associated with this function include: Likes looking at information in terms of facts and details Focuses more on the here and now rather than possibilities for the future Feels comfortable in areas of proven experience Takes a realistic approach The perceptive Sensing function is introverted. That is, Sensing is used primarily to govern the inner world of thoughts and emotions. The ISTJ will therefore: Seek to develop a realistic understanding of the world as it is, in the light of what he/she observes Be pragmatic in nature, constantly learning to adapt to the world as it is now Observe in a subjective way, selecting and relating facts that others would not, and seeing those facts more in terms of impressions and significance than pure fact The Sensing function is primarily supported by extroverted Thinking judgment, That is, Thinking judgment is used primarily to manage the outer world of actions and spoken words. This will modify the way that the Sensing is directed, by: focusing the (inner world) Sensing on impersonal facts and logical options tending to spot flaws and injustices making decisions on the basis of logical analysis that support the ISTJ s understanding of the world. The classic temperament of an ISTJ is Epimethean, or Melancholic, for whom a basic driving force is duty, service and the need to belong. 2 Team Publications 2002

3 How to communicate with ISTJs Personal growth As with all types, the ISTJ can achieve personal growth by developing all functions that are not fully developed, through actions such as: articulating more of the ISTJ s own views developing a long term vision, that avoids focusing on details developing a greater understanding of how people feel changing things on an experimental basis to see if they can be improved learning to promote the ISTJ s ideas and achievements to others, recognizing that others may well find them valuable making decisions on the basis of how others will feel, rather than objective considerations To communicate most effectively with ISTJs consider the following as the most useful influencing strategies: Provide them with plenty of facts and concrete documentation to support your position or idea. Stress the practical application of the idea and, if possible, specifically what it will accomplish, how it is to be implemented, where it has worked before, and with what results. Present your proposal in a sequential manner, one idea at a time. Lay out all the necessary steps and, if possible, provide a realistic schedule for accomplishing your goals. Give them plenty of time to think about ideas, especially new or unusual ones, before discussing them or expecting them to respond. When possible, submit all proposals in writing first, and be explicit about when you need to get their reaction or input. Don t ask them to brainstorm possibilities or to discuss things they haven t had adequate time to quietly and thoughtfully consider in advance. Simplify the message; boil it down to its basic components, and try to avoid long, complicated, or tangential explanations. Make logic-based arguments, rather than personally based ones. Contributions to the team of an ISTJ In a team environment, the ISTJ can contribute by: working hard and efficiently to complete tasks by the deadlines set sorting ideas and identifying those that are most practical applying a common sense approach to problem solving maintaining team focus on the objective contributing practical organizational skills applying procedures and methodologies applying relevant and realistic logical arguments The potential ways in which an ISTJ can irritate others include: focusing too much on the current task at the expense of longer term or interpersonal issues not articulating his/her understanding of the situation not seeing the wood for the trees being too serious seeming to be inflexible not encouraging others to experiment or innovate not promoting his/her own ideas or achievements Team Publications

4 Career preferences ISTJ s are predominantly interested in thoroughness, details, justice, practical procedures, and the smooth flow of people and systems. ISTJs therefore make good inspectors, examiners, auditors and accountants. ISTJs communicate a message of reliability and stability, which often makes them excellent supervisors but in a quiet and unassuming way. ISTJs are patient with their work and with procedures within an institution, although not always patient with the individual goals of people in that institution (particularly when they introduce change for the sake of change). ISTJs will see to it that resources are delivered when and where they are supposed to be. ISTJs can be counted on to conserve the resources of the institution they serve and bring to their work a practical point of view Recognizing stress As stress increases, learned behavior tends to give way to the natural style, so the ISTJ will behave more according to type when under greater stress. For example, in a crisis, the ISTJ might: find a place of solitude in which to think and work use tried and trusted means of solving problems direct or criticize others efforts use pragmatic solutions at the expense of the long term Under extreme stress, fatigue or illness, the ISTJs shadow may appear a negative form of INFP. Example characteristics are: having a gloomy view of a future suggesting impractical ideas acting impulsively, and changing things without any thought having intense negative feelings towards others (though these might not be expressed) The shadow is part of the unconscious that is often visible to others, onto whom the shadow is projected. The ISTJ may therefore readily see these faults in others without recognizing it in him/her self. 4 Team Publications 2002

5 Development Introverts (I) General hints Appreciate yourself as an interesting person and one who is worth getting to know. Introverts have real depth and an enhanced ability to concentrate. Realize that your greatest difficulty probably comes in dealing with the outer world of action and interaction. Remember Extraverts (E s) have a greater need for social interaction than you do. Consider gently explaining your need for privacy and quiet time to others, especially Extraverts. Don t assume that they know this about you. When asked to make decisions or give your opinion, ask for some time by saying, I ll think about that and get back to you. Generally speaking, don t make instant decisions. Beware that these situations often evoke in Introverts feelings of pressure, anger, and later resentment. Consider eliminating the problems before it occurs. Resist using silence to manipulate or self-protect. If you need time to process something, let the E know that s what you are doing, and that the E has done nothing wrong. Ask a trusted E friend to help you check out your values. This may give you a vantage point you didn t consider. Try to smile more. Introverts often fail to show much outward emotion. Give E s more affirmation and response then you may think necessary. Time management Be careful not to stay inside yourself too much. You must learn when to emerge from your introversion to do what must be done. If you live with an E or have a lot of E friends, don t schedule your time so that you re all extraverted out by the time you and the E get together. Introverts may procrastinate when it come time to interact with a group of people. Realize this and work on it. Conflict I s may internalize a disagreement to reflect on what took place often rerunning it inside their heads. While it s helpful to mull over what happened, how you or others acted, and how to deal with the conflict, beware not to allow this internal reflection to replace dealing with the problem in the real world. I s tend to make a myth for themselves that the internal dealing with an issue resolves it. I s may avoid expressing themselves in a conflict situation. Resist this and tell your side of the story When dealing with an E, you may need to overact a little to get your message across in language the E understands. Let your facial expressions and tone of voice reflect the importance of your point. As an I, you probably think you ve said more out loud than you really have, because you ve been thinking about it all in your head. Remember others don t hear it if you haven t said it. Careers Consider choosing a career that takes advantages of your depth of concentration, tendency toward specialization, and preference for an atmosphere that is not highly interactive. Team Publications

6 Development Sensors (S) General hints Appreciate yourself for your gift of practical skills, powers of observation, and firm sense of reality. Remember that Intuitives (N) tend to present new ideas in an immediate, rough, and sketchy form. Try to concentrate on the main points and ignore the detail that has not yet been worked out. Even if it won t work now, it may work later with changes. When dealing with N s, give them the prospect of some interesting possibilities before requiring them to concentrate on the facts. When presenting an idea to an N, know what your main point is. Try not to get lost in a million details and facts. If you need help with an idea, ask: What would you do about this? The intuitive will be happy to help you through the obstacles. Try something new every day, even if it s just something little. To work on balancing your preference for reality just for fun try working on your intuition by brainstorming ideas with an N. An N can provide the impetus to generating some solutions you ve never thought of. N s aren t afraid to make an off the wall or ridiculous suggestion or idea. This type of stimulation is good for you. Next time you re about to turn down an idea, say instead, It might work, if... If you can t avoid pointing out the difficulties, combine it with a question, What would you do about this and this? Try bouncing your decisions off an intuitive before you proceed with them. They may suggest a better way, a new twist, or an entirely different approach. Remember that as a Sensor you need a certain degree of feasts, treats, or sensory experiences. Don t feel guilty about this. There is time and place for this. Time management Remember that there is more to time than the actual minutes and seconds. Press yourself to see beyond the exactness of time to get a sense of history or a vision for the future. S s may procrastinate when it comes time to engage the imagination, or in thinking about the future. Conflict Sensors hear literally what s said, while Ns hear figuratively what was meant or what they thought was meant. The only real conflict to an S is that which is actual and immediate. They often make a myth for themselves that out of sight is out of mind. Watch your behavior. Mature sensing applies practical skills appropriately, usually on the basis of their past success in the real world. Your intuition may be immature and as a result you may see the future in negative terms, be unduly pessimistic, or get stuck in a rut not being able to see possible ways out. Remember that there is more to a conflict than just the facts. People issues are generally more important. It s important to look at the extenuating circumstances. If someone always disagrees with you no matter what you say, there may be other issues involved than just the immediate facts. Careers Consider a career that used to advantage your strengths of practicality, realism, and ability with facts. 6 Team Publications 2002

7 Development Thinkers (T) General hints Appreciate yourself for your logical mind, ability to find the flaws, and fairness. Don t forget to consider the seemingly illogical human reactions and motives that are part of any interpersonal situation such as dealings at work or with family and friends. Gently ask questions about how others feel. Feelings are real world facts that you need to consider when you act. Don t forget to fully consider the people involved when trying to solve a problem. Remember Feelers (F s) like harmony. They would like to agree with you if given the chance. Begin with points of agreement. Set a positive relationship by warm tones of friendship. This enables points of disagreement to be discussed and not fought over. Listen to others, in turn. Remember F s may not want a logical solution. They have a need to be listened to empathetically and nonjudgmentally. F s care most about matters that have a direct effect on people. If you start with a concern for people, they will generally be receptive to listening. Before arguing about the ways to achieve them, try to get agreement on defining the problem, goals, and objectives. Pay more attention to the process instead of just the outcome. Learn to enjoy the process as well as the product. Smile more. It will do wonders for you. Appreciate others giving them the strokes they deserve. F s have a greater need for harmony than you do. Practice being gentle with others. Time management Part of the project is allowing space for others schedules. Don t force others into your time schedule. T s procrastinate when it comes to making time for the interpersonal aspects of life. Conflict Thinkers tend to get too analytical in a dispute; their logical analysis may have little to do with the hurt feelings involved. Saying Don t get emotional usually causes more problems than it solves. Allow for some genuine expression of emotion. If you are unable to express your emotions, don t make the mistake of not allowing others to express theirs. Avoid criticizing. Yes, speak into an issue with care. Be selective and intelligent in what you say. Generally speaking you may criticize the action, but not the person. Avoid calling another stupid, even if they seem so to you. Remember mature Thinking is clear logic while immature Thinking is criticism. If you think another did something wrong, find out why they did it that way. T s may be slow to say sorry when it is time to do so. Generally, use your T on you car and your F on your family not vice versa. Thinkers under stress may act out of character and have uncontrolled emotional outbursts, hypersensitivity, and take criticism very personally. It s OK to let your feelings show in fact, it s a lot healthier than bottling them up. But practice expressing your feelings in safe, trust relationship first before you move on to more complex interactions. Careers Consider a career that takes advantage of your T skills of logical analysis, fairness, and objectivity. Team Publications

8 Development Judgers (J) General hints Appreciate yourself for your dependability, organization, planning ability, and ability to complete tasks to reach a goal. J s may shut off perceiving information too quickly. Before you make a decision, ask yourself if you need more facts or alternatives. Consider delaying your decision. Ask your P friends, family, or coworkers for their input before you make a decision. When speaking, try to avoid using language that sounds as if you ve made a conclusion. J s can easily become complainers and fall into negativity. Watch out for this. Think of several good surprises in your life. How did you feel about them at the time they happened to you? The unplanned can be positive. Remember the world will not fall apart if you don t have everything planned, orderly, or under control. Recognize this may be coming from your own insecurity. Allow others to use their own time schedule, methods, work style and pace. Time management Remember, time is not always important. Don t decide something too quickly just to reach completion. J s procrastinate when it comes time for fun, leisure, and relaxation. They often think I ll relax after I finish this project. Schedule time for relaxation. Take time to play. And play at playing. Try not playing to win or a noncompetitive game. Drop everything and go for a spontaneous activity with someone important to you. If you can t do that, make plans to do something uncharacteristic for you. Conflict J s seek to deal with things immediately, preferring to be in control. Recognize that your need for order and control can be misunderstood by others. Learn to loosen up. J s are not always right. Conflict resolution depends upon this. Try not to see the world as black and white or right and wrong. Work on accepting the differences among people. Careers Consider a career that takes advantage of your skills of organization, planning, scheduling, and decisiveness. To order further copies of this booklet please call FreeCall Team Publications 2002