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> What is Personality "Type"?
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> Role of Type in Career Mastery
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Models of the 16 Types
  > Type Preferences / Briggs Myers
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  > Interaction Styles
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The 16 Personality Types

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Temperament
and Stress
Adapted from Linda V. Berens, Understanding Yourself and Others®: An Introduction to Temperament-2.0 (Telos Publications, 2000) *Used with permission.

Understanding Yourself
and Others®: An Introduction to Temperament


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Understanding Yourself
and Others®: An Introduction to Temperament


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Temperament and StressTemperament and Core-Need-Related Stress
Temperament-related stress is not the same as the everyday stress of overwork, overindulgence, and worries over money, relationships, and so on. It results from the core needs and values of the temperament pattern not being met. As with most stress, it is worse when it is unconscious. Knowledge of one’s own temperament pattern can help manage and even prevent such stress.

So how does this play out in everyday life?
Here are some examples.

An Artisan
An Artisan calls his friend periodically, when his job is oppressive, and talks about becoming an independent consultant and working with organizations. Shortly after, he finds a new position with his current employer where he can do something exciting and impactful.

A Guardian
A Guardian was looking for a job even though, financially, she did not need to work. When asked why, she said her membership needs were not being met by being home alone. She wanted a job that would give her a defined role and a sense of belonging.

A Rational
A Rational takes up new projects to feed his need for knowledge and competence, even when he is overbooked. He tolerates the “stress” of managing a complex and hectic schedule to reduce his temperament-related stress.

An Idealist
An Idealist quit her job and took a big cut in pay. Her former organization seemed to be ignoring the value of individuals and focusing only on organizations. Even though she agreed with her former employer in principle, their mission was not consistent with her unique identity. Since quitting, she reports having much less anxiety and stress.

These people all know about their temperament needs and thus have “permission” to seek ways of meeting them. They are lucky. For those who are not aware and for whom life has not been so kind, temperament-related stress can turn into severe dysfunction. But that is another story belonging to the realm of psychopathology and therapy.


Understanding Yourself
and Others®: An Introduction to Temperament


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Understanding Yourself
and Others®: An Introduction to Temperament


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The Idealist

CORE NEEDS

  • Meaning and Significance
  • Unique Identity

STRESSORS

  • Insincerity
  • Betrayal
  • Lack of Integrity

WHEN STRESSED

  • Disassociates
  • Becomes Phony

ANTIDOTES FOR STRESS

  • Affirmation and Nurturing from Self and Others
  • New “Quests"

The Guardian

CORE NEEDS

  • Membership or Belonging
  • Responsibility or Duty

STRESSORS

  • Abandonment
  • Insubordination
  • Lack of Belonging

WHEN STRESSED

  • Complains
  • Becomes “Sick, Tired, Sorry, Worried”

ANTIDOTES FOR STRESS

  • Inclusion in News and Activities, Appreciation
  • New Membership

The Rational

CORE NEEDS

  • Mastery and Self-Control
  • Knowledge and Competence

STRESSORS

  • Powerlessness
  • Incompetence
  • Lack of Knowledge

WHEN STRESSED

  • Obsesses
  • Becomes Mindless

ANTIDOTES FOR STRESS

  • Reconfirmation of Competence and Knowledge
  • A New Project

The Artisan

CORE NEEDS

  • Freedom to Act on Needs
    of the Moment
  • Ability to Make an Impact
STRESSORS
  • Constraint
  • Boredom
  • Lack of Impact

WHEN STRESSED

  • Retaliates
  • Becomes Reckless

ANTIDOTES FOR STRESS

  • Finding Options and New Ways to Have Impact
    New Activities

Adapted from Linda V. Berens, Understanding Yourself and Others®: An Introduction to Temperament-2.0 (Telos Publications, 2000) *Used with permission.


Find out more about Linda V. Berens, PhD

http://www.interstrength.com

 
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