Katharine Cook Briggs and her daughter Isabel Briggs Myers are known as the inventors of a personality instrument known as the Myers Briggs Type Indicator (MBTI). It's not a test, its supporters insist, because you can't fail.
Briggs Myers argued that everyone was good at something. The point of the instrument was not only to recognize and value your own strengths, but to appreciate that other people had different strengths and styles. She thought this knowledge would help people work together more efficiently and effectively. During the Second World War, this also meant enabling people of all types to contribute productively to the war effort.
And not complaining, accepting one's rightful position in life, which is perhaps why so many corporations like it. The MBTI combines a simplistic version of Jungian type theory with an immutable division of labour. You are born with one of these sixteen personality types, and this supposedly determines your path.
Merve Emre notes how MBTI rhetorically intertwines "the fiction of the complete self with the fiction of the happy, hard-working team". Instead of using the instrument (it's not a test) for self-development, it becomes a way of labelling yourself and others, helping to define and reinforce your identity.
If you have difficulties with a partner or colleague, it is probably useful to remind yourself from time to time that they don't have the same view of the world as you do. A fictional explanation, whether it is based on MBTI or astrology, is probably better than no explanation at all, and may allow you to accept that they mean well ("positive intent") rather than assuming they are being deliberately difficult.
And if you believe that these labels are fixed through life, which is what MBTI theory claims, then you should work with the personality you have been given rather than trying to change it.
So why do so many organizations use this instrument? The first answer is perhaps - because it's there. Briggs Myers worked with Edward Hay, the founder of a management consulting firm specializing in personnel management, and this kind of instrument is popular with consulting firms because it allows them to generate apparently value-adding work for their junior consultants.
Perhaps another reason is that bureaucratic organizations like sorting people at all stages in the employment cycle, selecting people for recruitment, promotion and redundancy. Selection by gender or race is no longer acceptable, but selection by personality type apparently is. If you have the idea that people of a particular type tend to be good at sales, then this becomes an enabling prejudice.
Briggs Myers herself had some old-fashioned views on gender and race. The extreme racism in her second novel was considered unacceptable even in the 1930s, and early versions of her instrument differentiated between men and women. She presented Hay with two scoring keys - a "standard" key and a "female" key. It may astound readers of this blog to learn that this resulted in women being type-cast as nurses, teachers, and secretaries, rather than executives and managers. As Merve Emre remarks sardonically, "destiny wasn't biological; it was typological".
Dean Burnett, Nothing personal: The questionable Myers-Briggs test (Guardian, 19 March 2013)
Merve Emre, Uncovering The Secret History Of Myers-Briggs (Digg, 1 October 2015)
Elle Hunt, What personality are you? How the Myers-Briggs test took over the world (The Guardian, 30 August 2021)
Tim Lewis, Myers-Briggs personality tests: what kind of person are you? (Guardian, 15 September 2018)
Lisa Wong Macabasco, They become dangerous tools
: the dark side of personality tests (Guardian, 4 March 2021)
Isabel Briggs Myers, Gifts Differing (1980)
Related posts: Are Best Practices Obsolete (September 2009), From Sedimented Principles to Enabling Prejudices (March 2013), Algorithms and Governmentality (July 2019), Bad Sorting (September 2021)
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