INTJ
On A Team
The following
is adapted from Linda V. Berens, Linda K. Ernst and Melissa Smith, Quick Guide to the 16 Personality Types and Teams (Telos Publications,
2005) *Used with permission.
Buy the book and get 2 pages of type descriptions on teams and
24 pages applying the multiple models of personality type!
Search & Apply to New Jobs 
For them, team relationships have purpose—achieving a goal and making progress. They tend to get absorbed in work and enjoy collegial relationships with those who stimulate their thinking. Personal interaction is most often related to moving a project forward, to learning, or to strategizing together. Thus, they can be active team players when it gets the job done more efficiently. When relationship building becomes a deliberate part of their strategy, they willingly make the effort to praise others and put “deposits in the relationship bank.”
When interpersonal conflict occurs, they will usually withdraw or move on. They want discussions to be calm and reasoned, and highly charged interactions often leave them feeling in complete doubt about what’s happening. Relationships with even occasional improvement will be continued, but if they see no progress they will give up, learn from the experience, and move on. When a conflict of vision occurs, they can be stubborn about their own point of view and forge ahead.
Provide a team environment that honors their strong need for autonomy and demonstrates respect for individual thoughts and feelings, ideas, and creativity. Provide opportunities for constant evaluation to meet their need for high achievement and competency. Put them in a situation where they can devise and implement long-range strategies aimed at efficient and effective use of the organization’s resources.
Buy the book and get 2 pages of type descriptions on teams and
24 pages applying the multiple models of personality type!
Search & Apply to New Jobs
They may seem quite disengaged from the group as they gather lots of information about the why and the how of the situation. They will want time to analyze data and integrate information to create an internal map that gives them points of reference. Then the map is laid out and if no progress is being made, directives are given to get movement. Before a meeting they want an agenda, or at least a rough idea of what is to be accomplished.
They tend to make strategic decisions rather quickly as they compare new information to their vision. They can react in a very passionate way to the select principles or activities they find important. Concrete, logistical decisions often frustrate them or go unmade. They tend to critique the process used to think about a problem rather than focusing on the problem itself or the specifics. They may present several options for action, each with its own pros and cons and each thought through to its ultimate consequences.
When dealing with change, the issue becomes one of how congruent the change is with their vision. They tend to be so strongly convinced of their vision and a sense of being right that they find it hard to see how they could have been wrong. When this is the case, they need to see incontrovertible evidence and well-grounded logic to reconceptualize their vision and embrace the change.
Buy the book and get 2 pages of type descriptions on teams and
24 pages applying the multiple models of personality type!
Search & Apply to New Jobs The following is adapted from Linda V. Berens, Linda K. Ernst and Melissa Smith, Quick Guide to the 16 Personality Types and Teams (Telos Publications, 2005) *Used with permission.
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