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Personality Testing This article comes to us by way of
Assessment Industry Network's:
www.PersonalAssessments.com
Personality Testing is a $400
Million Industry
In the September 20, 2004 issue of The New Yorker
magazine, Malcolm Gladwell analyzes the shortcomings of popular
personality
tests like
The Myers-Briggs Personality Inventory and the
Thematic Apperception Test. Personality testing is a $400
million a
year industry, thanks largely to corporations who want a
window into
employees' strengths and weaknesses.
But what can the tests really tell us? The basic answer:
"It depends."
Human beings have long looked for signs of order in the
unruly variety
of our own natures. Today, this need for coherence is met
largely by
theories about personality--as measured, usually, by
personality tests. All these
personality assessments serve the
same deeply felt needs:
-
They subdue the blooming,
buzzing hive of differences among people.
-
They allow predictions to be
made and advice to be dispensed.
-
They permit swift
judgments about strangers.
-
They authorize the assignment
of individuals, ourselves included, to
the
comforting confines of a group.
-
They often justify social
arrangements as they are, extending a
reassuring
sense of stability to some.
-
And, most important, they offer
to explain why---why we are
the way we are.
Perhaps, the most potent effect of
personality testing is its most subtle. For
almost a hundred years it has provided a technology, a
vocabulary, and a set
of ideas for describing who we are, and many Americans
have adopted these
as our own. Personality questionnaires are used even
more widely in the workplace: a 2003
survey shows that
personality tests are now administered by 30 percent of
American companies, from mom-and-pop operations to
giants like Wal-Mart and General Motors.
Perhaps, no other personality test has achieved the
cult status of the
Myers-Briggs Type Indicator, an instrument created in
the 1940s by a
Pennsylvania housewife. Fiercely proud of the test she
called "my baby,"
Isabel Myers believed that it could bring about world
peace--or, at least,
make everyone a little nicer. The
Myers-Briggs, which assigns each test
taker a personality type represented by four letters,
is now given to 2.5
million people each year, and is used by 89 of the
companies in the Fortune 100. Employed by businesses to "identify strengths"
and "facilitate teamwork," the
Myers-Briggs has also been embraced by a multitude of
individuals who
experience a revelation (what devotees call the "aha
reaction") upon learning
bout psychological type. Their enthusiasm persists
despite research showing
that many test takers achieve a different
personality type when tested again.
For more on the
Myers-Briggs Type Indicator
and other self-assessments, go to:www.SelfAssessmentCenter.com
Human beings are complex creatures, and we need simple
ways of grasping them
to survive. But how we simplify---which shortcuts we
take, which approximations
we accept---demands close inspection, especially since
these approximations so
often stand in for the real thing.
"The
Cult of Personality: How Personality Tests Are
Leading Us to Miseducate
Our Children, Mismanage Our
Companies, and Misunderstand Ourselves" tells
the story
of one very powerful and pervasive way of understanding ourselves: where
it came from, why it flourished, and how, too often, it
fails us. Every personality test
publisher and those professionals who use these
instruments in their practice should
buy and read this new book.
Two Letters to the Editor of The New
Yorker regarding the Sept. 20, 2004 article on Popular Personality Tests
To the editors:
I am surprised and chagrined at the ill-informed presentation of
personality tests in Malcolm Gladwell’s article (September 20). Mr.
Gladwell clearly has no expertise in this area and is in no position to pass
judgment on the various tests he discusses, let alone on the accuracy of the
views expressed in Annie Murphy Paul’s book, “Cult of Personality,” which he
accepts without question. I am especially concerned about the major errors
and misrepresentations regarding the Myers-Briggs Type Indicator (MBTI),
the most widely used instrument for assessing normal, healthy
personality differences. As co-author of the third edition of the MBTI
Manual (Myers, McCaulley, Quenk, & Hammer, 1998), and author of many
other works on this instrument, I must correct at least a few of the many
errors contained in the article. </>
Both Gladwell and Ms. Paul fail to differentiate
between gross misuses of the MBTI and its appropriate uses, perhaps because
neither has bothered to seek readily available information. Similarly, they
misrepresent the MBTI’s history, purposes, test characteristics, and long
standing as a personality assessment tool. They also fail to point out that,
unlike the MMPI or the TAT, which are designed to identify pathology or
unconscious psychological “complexes,” the MBTI identifies equally healthy,
adaptive, but opposite ways of using our minds, the four pairs of opposites
mentioned (but poorly defined) in Gladwell’s article. Further, the MBTI
elicits a person’s preference (not skill or ability) for one of each
of these pairs of opposites. For example, “Sensing” and “Intuition” are the
opposite ways of perceiving (gathering information). As a person who prefers
Intuition, I automatically look for patterns and meanings in most
situations, rather than attending to facts, details, and concrete reality (a
Sensing approach). But my preference for Intuition in no way prevents me
from using Sensing when the situation requires it, for example when
preparing a financial statement or driving through traffic. I am most
comfortable and energized when I can freely use my Intuition and I don’t
especially enjoy doing most of the Sensing tasks that someone who prefers
Sensing would relish—but I can and do use Sensing when necessary. Sensing
and all the other less-preferred parts of my personality are available to
me. In fact, type theory asserts that all eight parts of one’s personality
type are necessary to adaptively conduct our lives. We cannot function
adaptively by using only four preferred parts.
Gladwell, like many lay people and even professionals, also erroneously
assumes that the MBTI can or should be able to identify the type that are
more or less successful at different kinds of jobs. In fact, the MBTI only
identifies types that are likely to be attracted to or
avoid certain careers, work activities, ways of learning, and so on.
There is no evidence nor is any claim made that some types excel or do
poorly at particular jobs. Some types do predominate in certain careers
(because people tend to seek situations that allow them to use their minds
in preferred ways), but every one of the sixteen types can be found in most
or all career and work settings. Different types may approach their work
differently, however, and may have different sources of
satisfaction. </>
Rather than being concerned about whether he will come
out to be the same type if he took the MBTI again (accurate data on the very
acceptable reliability or consistency of the MBTI can be easily found in the
1998 MBTI Manual), Gladwell should be legitimately concerned about
whether his reported results (INTJ) accurately describe him or not. Did he
read a detailed type description of INTJ? Did a professional
interpreter explain the MBTI to him and ask him to verify the accuracy of
the results? Did he have access to type descriptions of all sixteen types to
help him understand how he may be similar to or different from other people?
Was he encouraged to identify the ways in which he may be uniquely different
from other people who share his type? Unfortunately, many people who take
the MBTI are given little or no information about it and little opportunity
to judge whether their results are accurate, or how knowledge of their type
might be of use to them.
Myers called her instrument an “Indicator” and not a
“test” because she carefully constructed and validated it to “indicate”
one’s likely type. She knew that personality is too complex to expect
any set of questions to be accurate for everyone all of the time!
Therefore, Myers insisted that MBTI results be given directly to the person
answering the questions. She trusted people’s knowledge of themselves in
answering the questions and in judging the accuracy of the results. She
developed the MBTI to enhance people’s lives, not limit their choices or
stereotype them. It is ironic that for many years Myers was reluctant to
publish her instrument (she started developing it in the 1940’s) for fear it
would be misused and harm people. Gladwell’s and Paul’s misunderstandings
of Jung, type theory, and the MBTI are the most recent confirmation of
Myers’ fears.
Naomi L. Quenk, Ph.D.
Dear Sirs:
I was very disappointed to read Malcolm Gladwell's poorly researched article
in your Sept. 20 issue. As a user of the Myers-Briggs Type Indicator since
1985 and a trainer for the Association for Psychological Type's MBTI
Qualifying Program since 1994, I would like to straighten out some of his
misunderstandings.
After accurately describing MBTI preferences as "psychological frames,"
Gladwell proceeds to discuss them as though they were either traits or
measures of skill.
A preference is not equivalent to a trait such as aggressiveness; instead,
preferences correlate with traits. Traits are features one has in a certain
degree, and it's appropriate to speak of someone having a large or small
amount of a trait in their make-up. A preference is an either/or category;
given the choice, one prefers to approach life in a Judging (J) manner or a
Perceiving (P) manner more of the time. Having a preference for Perceiving
is not the same as being spontaneous, but spontaneity is one of several ways
in which a preference for Perceiving may manifest itself in behavior. Nor
do preferences determine behavior. We can choose to exercise our preference
or its opposite depending on what is called for by the situation. However,
using our preferred style tends to feel more natural, take less energy and
concentration, and typically produces better results than using its
opposite.
Having a preference is also different from having a skill or competency.
Preferring Intuition is not equivalent to using Intuition well. Like a
talent or a muscle, a preference must be exercised and developed before it
can be used skillfully. The MBTI Manual (Myers, McCaulley, Quenk, &
Hammer, 1998) specifically states, "It is inappropriate to use the MBTI for
hiring, promotion or selection. Results on the Indicator simply do not give
information that will be helpful in these functions." (p. 360) It is
unfortunate that some companies and consultants misunderstand this important
point and consequently misuse the MBTI.
Gladwell complains that MBTI questions appear trivial, and he labels the
instrument "a parlor game," suggesting that his own invented-on-a-phone-call
questionnaire is just as valid. He neglects to mention that the MBTI items
have undergone rigorous testing to produce an instrument with levels of
reliability and validity considered good to excellent in the field of
psychological tests. He also fails to understand that, because we do adapt
our behavior to the situation, our natural style shows up most reliably in
everyday circumstances where there is little or no pressure to perform in a
specific manner, e.g. how we choose to spend an evening.
Finally, Gladwell makes the assumption that all personality testing is (and
should be) done for the benefit of the person or organization doing the
testing. This is 180 degrees from the intended use of the MBTI. The
Indicator was designed to benefit the person taking it, as a tool to help
one identify which of the 16 types fits best. Appropriate use of the
instrument includes not just an explanation of one's results, but also an
opportunity to verify their accuracy, read descriptions of the different
types, ask questions. The individual is considered the final authority on
his or her type; this is not a "test 'em and tell 'em" assessment.
Even though the MBTI fails to sort out a "commando type," it does provide
some valuable information about the psychological frames a person uses in
taking in information, making decisions, and interacting with the world.
This knowledge is helpful in any setting where people want to improve their
interactions with others, and also for helping individuals to find their own
best path. Not only do organizations use the Indicator for team building
and management development, it is a standard tool in career development and
is also useful in education, psychological counseling, leadership training,
and any setting that promotes personal growth.
Sincerely yours,
Karen Keefer
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