BACK TO TOP

Why using Myers-Briggs at work Might Be a Terrible Idea (MBTI)

By Jesse E. Olsen, University of Melbourne and Peter Gahan, University of Melbourne The Conversation logo

The Myers-Briggs Type Indicator (MBTI) is the most popular personality test, boasting millions of test-takers each year. Developed in the 1940s by Isabel Briggs Myers and Katharine Briggs, the MBTI is based on the ideas of Carl Jung. Upon completion, test-takers are presented with one of sixteen personality types based on four dichotomies: extraversion-introversion (E-I), sensing-intuition (S-N, because “I” was already taken), thinking-feeling (T-F), and judging-perceiving (J-P).

Despite its general popularity, however, the Myers Briggs test is met with seemingly unanimous revulsion among academics (who are probably just sceptical INTPs). We (the authors) like to see ourselves as open-minded ENFPs, but alas, we must own up to our I and T tendencies. While we don’t necessarily meet the MBTI with revulsion, we’re far from impressed. Further, as management scholars, we have reservations about promoting the use of the MBTI in the workplace.

1. The MBTI to make any employment decision Is Definitely a Terrible Idea (IDTI).

Here, we are in full agreement with the test developers’ original intent. According to the Myers-Briggs Foundation:

It is unethical and in many cases illegal to require job applicants to take the Indicator if the results will be used to screen out applicants. The administrator should not counsel a person to, or away from, a particular career, personal relationship or activity based solely upon type information.

The MBTI is meant for developmental purposes, and the 16 types are meant only to emphasise uniqueness, rather than goodness or badness — a lot like a horoscope.

But importantly, research suggests that scores or personality types as measured by the MBTI do not relate to job performance. Employee selection tools should be chosen based on the degree to which they find good employees; the MBTI does not do this — a lot like palm reading or handwriting analysis.

Further, in using personality tests more generally, we have to understand that there are limitations to measuring self-reported personality even with the more reliable instruments, and that situational factors also play a very important role in determining our behaviour.

2. Using the MBTI as a reliable measure of personality Is Probably a Terrible Idea (IPTI).

MBTI results are based on self-reported preferences, which are forced into categories or types. The more reliable tests of self-reported personality — like the Big Five — measure aspects of the personality on more of a continuum, rather than as types.

When we measure many human characteristics — like height, weight, intelligence, and many personality traits – we tend to find that most people fall fairly close to the average and very few people fall at the extremes, forming what is known as a bell curve or normal distribution. What would happen if we choose to represent intelligence as an arbitrary dichotomy – “sophisticated-simple” (“S-I”, because they clearly can’t both be represented by “S”) — rather than as a continuous IQ score? If the average person (who sits around the middle of the distribution, near the arbitrary dividing line) took an intelligence test twice, they’d have a good chance of falling into a different category each time.

Here lies one of the big problems with the MBTI and the reason many people find their type changes when they take it multiple times. Most of us are about average on at least one of the four dimensions, which means that we probably teeter on the edge between two (or more) types. Answer one of the questions differently, and you might fall into a different personality type. This happens about 50% of the time, according to some reports, which should further emphasise the importance of not using the MBTI to make any important decisions.

3. Using the MBTI as a development tool Might Be a Terrible Idea (MBTI).

Using the MBTI in training and development can provide for some fun times at work. People like typologies, and going through the MBTI assessment and feedback process can provide an opportunity for self- and/or mutual understanding.

You may have reasons for spending around $35 per person on an unreliable and invalid test to further self-understanding or think about your career. (We won’t judge; we’re Ps, not Js.) However, we submit that there are plenty of equally unreliable and invalid tests available online for free, or that you might make your own, and that they might even be more fun than the MBTI. Your $35 could instead be directed to satisfying the world’s growing demand for creative ice bucket challenge videos.

So, in sum, the MBTI unreliably, invalidly, and perhaps even inappropriately assigns four-letter labels to test-takers. Of course, if this sounds like your idea of fun, go for it, but we’ll take our $35 to the local pub, for measurably more fun as we assign our own four-letter label to the MBTI.

The ConversationThe authors do not work for, consult to, own shares in or receive funding from any company or organisation that would benefit from this article. They also have no relevant affiliations.

This article was originally published on The Conversation.
Read the original article.

About Susan Rochester

BSc MHRM FIML
Susan Rochester has been managing director of Balance at Work since 2006. Susan has a natural tendency to balance analytical thinking with an optimistic outlook to set direction and solve problems. She is an effective facilitator and constantly creates new and more effective ways of doing things, motivated by helping others to achieve their goals.

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.

What they say about us

"Wow, what can I say…. I found the Harrison reports to provide remarkable insights into your preferred behaviours and how you cope with stress. This is an invaluable tool for any business owner who wishes to maximise the use of their human capital, and I can highly recommend the use of Harrison Assessments reports with Susan's debrief. It simply works! ?"

- Christopher Cachia, CEO and Principal, CCA Financial Planning

"Coaching with Ben gave me a great opportunity to reflect and explore strategies, tips, and tools to improve ways of working and to work through opportunities & challenges. I really valued the focused discussion on specific areas to support my growth and development. I highly recommend working with Ben."

- Manager, National NFP

"In a challenging role in a new organisation, coaching with Paula was the ideal time to reflect, problem-solve, brainstorm options and arm me with next steps in all areas - from staffing, internal politics and relationships to tackling key initiatives. The sessions were by video and face to face, both equally effective. Using video allowed for easy integration of sessions into my busy workdays without any hassle. Paula’s style of coaching quickly built trust so I felt safe being vulnerable, quickly getting to the heart of a number of issues and propelling me and my performance forward significantly!"

- Executive GM, People and Culture

"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. ​"

Jessica Hill - Head of People and Culture, Choice

"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."

Chris Bulmer - National GM Learning and Development, ISS Australia

"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead employee and team development sessions."

Shaun Stanfield - Managing Director, Insurance Advisernet

Join our community