Worktypes

Based on the work of Carl Jung, the Myers-Briggs Type Indicator (MBTI) is the psychological profile employed by thousands of professionals worldwide. Now, three Myers-Briggs experts show how individuals can use this revealing profile them to recognize their own work style, enabling them to overcome the obstacles of day-to-day tasks and successfully adjust to the constant changes in the work world.

The Myers-Briggs Type Indicator is ubiquitous. Businesses use the MBTI at training seminars, employment counselors use it to decide on careers for their clients, and college professors foist it off on their classes to compare and contrast their students' traits. A shortened version of the test is even posted on the Internet. The authors have decided to capitalize on the MTBI's popularity by putting together a book they claim will help you understand and make the most of your own type, as well as the types of those in your workplace. They offer checklists for each type that mentions ways to enlarge on that type's strengths and to minimize its weaknesses. They also offer scenarios such as meetings or group projects where type preferences might come into play, and they mention ways to adjust to the natural friction that might ensue. Although some of the material is interesting and well presented, most of it has already been published elsewhere in better form. Most libraries would be better off with a book more along the lines of Otto Kroeger's Type Talk at Work (LJ 1/92).?Pamela A. Matthews, Missouri Western State Coll., St. Joseph
Copyright 1996 Reed Business Information, Inc.

The problems with the almost ubiquitous corporate business use of the Myers-Briggs Type Indicator (MBTI)--as with every form of psychological construct--are two: one, the inability to apply "types" knowledge for work benefits, and two, the tendency to stereotype all people into specific personalities. Kummerow and her team solve the first issue in this successor to LifeTypes (1989). Within eight common office situations from communications to stress, each of the 16 MBTIs displays a true-to-type reaction, then has a chance to modify behavior after an objective look at individual strengths and weaknesses. Analysis of the fictitious event--say, a rapidly disintegrating meeting--is the team's strong suit, as are their clear instructions and suggestions for improving actions and negotiating for best performances. The acronyms peppering each page annoy; plus, those not enamored with the MBTI will soon disregard the frequent, good advice. Nonetheless, a companion guide for changing business behavior. Barbara Jacobs