This article presents a vision of the models of preferences presented by the Myers Briggs Type Indicator© (MBTI) and its application for the Staff Acquisition. Using the comprehension of the relation between the 16 MBTI Types with the main project Management functions, is possible to attribute functions inside the project in concordance with the individual preferences, increasing the motivation of the team and reducing potentials conflicts and problems in the project.

1. EV
VITAND ERROS DUR
DO RANTE A FOR
E RMAÇÃ DO
ÃO
TIME: ENCO
ONTRAN
NDO A PESSO
AS OAS CE
ERTAS P
PARA
CA
ADA FU
UNÇÃO USAND O M
DO MBTI®
(D
DISPON
NIBILIZA
ADO AP
PENAS EM ING
GLÊS)
Ric
cardo Viana Vargas, M
a MSc, IPMA
A-B, PMP
Professor – G
Getulio Vargas Foundation (F FGV) – Brasil
Professor – Fun
P ndação Institut de Administ
to tração (FIA – U
USP) - Brasil
Partner – Macrosolutiions – Brasil
r
ricardo.var
rgas@macrosolu
utions.com.br
© Ric
cardo Viana Vargas. Todos os Direito Reservados.
os
Pub
blicações
PM Global Cong
MI gress EMEA
Ediinburgh - Scot
tland - 2005
1/12

2. ABSTRAC
CT
This article presents a vision of the modells of preferences pres
e sented by the Myers
Briggs Typ Indicator (MBTI) a
pe r© and its appllication for the Staff A
Acquisition. U
Using the
comprehen nsion of the relation between th 16 MBT Types wiith the maiin project
b he TI
Manageme ent functionns, is pos ssible to aattribute functions ins side the p project in
concordance with the individual p preferences, increasing the motivaation of the team and
reducing potentials conflicts and problems in the project.
p .
TEAM AC
CQUISITION IN THE P
N PROJECT
The projec human r
ct resources area is one of the P
a e PMBOK Gu uide 3rd (PMI 2004)
knowledge areas that the manage and project team hav requested more atten
e er ve d ntion.
As reporte in the G
ed Guide, the P Project Hum man Resources Manag gement includes the
processes required to make the m most effectiv use of hu
ve uman resour rces involved with the
d
project. It includes all project stak
keholders: ssponsors, cu
ustomers, in
ndividual co
ontributors
and others The main processes are describ below a Exhibit 1 provides the mind
s. bed and
map of the processes.
e .
→ Humman Resou urces Planning – Ide entifying an docume
nd enting projeect roles,
resp
ponsibilities, and repo
orting relatio
onships, as well as c
s creating the staffing
e
management p plan.
→ Acq
quire Projec Team – O
ct Obtaining the human res
e sources nee
eded to com
mplete the
pro
oject.
→ Dev
velop Project Team– I Improving t
the competencies and interaction of team
n
members to ennhance proje performance.
ect
→ Manage Proje ect Team - Tracking team me
g ember perf
formance, providing
feeddback, resolving issues, and coordinating changes to enhance project
e
perrformance.
Exhib 1 – Human Res
bit sources Management Processes.
These proc
cesses inter
ract with ea other an with the process in the other knowledge
ach nd
areas. Eac process may invo
ch s olve effort f
from one o more in
or ndividuals o groups
or
depending on the need of the project.
ds
The staff a
acquisition a
approached in this paper involves the increase of the capability to
find the mo adequate profession to each p
ost e nal project func
ction (VARGA 2004).
AS,
2/12

3. MYERS-B
BRIGGS TY INDICA
YPE ATOR® (M
MBTI®)
The purpose of the M Myers-Briggs Type Indicator® (MB
s BTI®) perso onality inven
ntory is to
make the theory of ps
t sychologica types des
al scribed by C G. Jung understand
C. dable and
useful in ppeople’s live The ess
es. sence of th theory is that much seemingly random
he s h y
variation in the behav
n vior is actua quite o
ally orderly and consistent, being due to basic
e
difference in the way in
ndividual pre to use t
efer their perception and jud
dgment.
The Myers s-Briggs Type Indicato or® was de
eveloped by Isabel Br
y riggs Myers and her
s
mother, Ka atharine Co
ook Briggs, to make C.G. Jung's theory of psychologgical type
practical an useful in people's liv
nd ves.
With MBTI® people le earn to identify their c
characteristic their po
cs, oints of stre
ength and
developme and the kinds of w
ent work more a adequate to their type, special ab
o bilities and
expectation MBTI® a
ns. also indicate how relat
es tionships an aptness can be deve
nd c eloped for
personal as well as for organizatio
s r onal successs.
MBTI® furt
ther indicate
es:
→ How to improv interperso
w ve onal relationships
→ How to improv the ability to lead with efficiency
w ve y h
→ How to deepen self-knowlledge
w n
→ How to create more produ
w uctive and p
participating work teams
s
→ How to endo
w ow your o organization with high her patterns of efficie
s ency and
prooductivity.
The MBTI ® test is a applied by CPP (Cent for Appllications of Psychologiical Type)
ter
through a questionna aire with 93 multiple chhoice quest tions, tabula
ated throug a data
gh
bank with m millions of p
people who have alread used MBT
dy TI®. The res is prese
sult ented with
4 letters that picture th exercise of the indiv
he vidual prefer
rences regarding perce eption and
judgment, a follows:
as
→ E o I – Whe the pers
or ere son prefers to focus his/her atte
s ention (Extr
roverts or
Intr
roverts)
→ S o N – How t person o
or the obtains infor
rmation abo things (S
out Sensors or In
ntuitives)
→ T or F – How th person ta
he akes decisio (Thinking or Feeling
ons g)
→ J o P – How the person guides him/herself r
or w regarding th world (Ju
he udging or
Per
rceiving)
The Internnet has a series of tests av vailable to MBTI®, such as t the sites
http://www
w.humanmet trics.com an http://blo
nd oginality.love
e-productions.com.
3/12

4. THE SIXTEEN TYPE
ES 1
By combining the indiv
vidual prefer
rences we have the sixt
h teen psychoological Typ
pes. Isabel
Briggs Mye has prep
ers pared a bas set of ch
sic haracteristics for each o these type as will
s of es,
be presented below.
SEN
NSORS INTUITIV
VES
With Wit
th With
Thinking
g Feeling Thinking
Judging
Judging
EXTRAVERTS
INTROVERTS
Jdi
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
Perceiving
Perceiving
ii
EXTRAVERTS
INTROVERTS
P
ESTP ESFP ENFP ENTP
Judging
Judging
Jdi
ESTJ ESFJ ENFJ ENTJ
Exhibit 1 – Sixteen Psycholog
gical Types (©Consulting Psychologiists Press Inc.).
ISTJ - Qu uite, serious earn suc
s, ccess by th horoughnes and dep
ss pendability. Practical,
matter-of-fa realistic and respo
act, c, onsible. Dec
cide logically what shou be done and work
y uld
toward it steadily, rega
ardless of d
distractions. Take pleas sure in making everythin orderly
ng
and organiz – their w
zed work, their h
home, their life. Value tr
raditions and loyalty.
d
ISFJ - Quie friendly, r
et, responsible, and consccientious. Co
ommitted and steady in meeting
n
their obliga
ations. Thor
rough, pains
staking, and accurate. Loyal, con
d nsiderate, notice and
remember specifics a about people who are important to them, c
e concerned with how
others feel. Strive to create an orderly and harmoniou environm
d us ment at wor and at
rk
home.
INFJ - See meaning and connec
ek ction in idea relations
as, ships, and material pos
m ssessions.
Want to understand what motivates pe
d eople and are insightful about others.
Conscientio and com
ous mmitted to t
their firm va
alues. Develo a clear v
op vision about how best
to serve the common g
e good. Organized and d decisive in im
mplementing their vision
g n.
INTJ - Hav original m
ve minds and great drive for impleme
g enting their ideas and achieving
their goals. Quickly se patterns in external e
. ee events and develop lonng-range ex
xplanatory
perspective When c
es. committed, organize a job and c carry it thro
ough. Skepptical and
1
Excerpted fro Introduction t Type by Isabe Briggs Myers published by CP Inc.
om to el PP.
4/12

5. independen have hig standard of comp
nt, gh ds petence and performan – for th
d nce hemselves
and others.
ISTP - Tole
erant and fle
exible, quiet observers until a problem appears, then act quickly to
find workab solutions. Analyze w
ble what makes things wo and read get thro
s ork dily ough large
amounts of data to iso
f olate the cor of practic problems Interested in cause a effect,
re cal s. d and
organize fa
acts using lo
ogical princip
ples, value e
efficiency.
ISFP - Quiet, friendly, sensitive, a
and kind. Enjoy the pre
esent momeent, what’s going on
around the
em. Like to have their own space and to wo within th own tim frame.
e ork heir me
Loyal and committed to their valu and to people who are impor
ues o rtant to them Dislike
m.
disagreemeents and co onflicts; do n force the opinions or values on others.
not eir n
INFP - Idea alistic, loyal to their valu and to p
ues people who are importa to them. Want an
ant
external life that is con
e ngruent with their values Curious, q
h s. quick to see possibilitie can be
e es,
catalysts fo implemen
or nting ideas. Seek to undderstand peeople and to help them fulfill their
o
potential. AAdaptable, fllexible, and accepting uunless a valu is threate
ue ened.
INTP - Se eek to dev velop logic explanat
cal tions for e
everything that interes them.
t sts
Theoreticall and abstrract, interessted more in ideas th han in socia interactio Quiet,
al on.
contained, flexible, an adaptab
nd ble. Have u unusual abillity to focus in depth to solve
problems in their area of interest. Skeptical, s
n sometimes ccritical, alwa analytica
ays al.
ESTP - Flexxible and to
olerant, they take a prag
gmatic appro
oach focuse immediat results.
ed te
Theories and concept
a tual explanaations bore them – th want to act energe
e hey o etically to
solve the p
problem. Foc o n the here-and-n
cus now, sponta
aneous, enjo each moment that
oy
they can b active with others. E
be Enjoy mater comforts and style. Learn bes through
rial s st
doing.
ESFP - Outgoing, frienndly, and ac
ccepting. $E
Exuberant lo
overs of life, people, and material
d
comforts. EEnjoy workin with othe to make things happ
ng ers pen. Bring ccommon sen and a
nse
realistic ap
pproach to t
their work, and make work fun. F
w Flexible and spontaneous, adapt
readily to new people and enviro
n e onments. LLearn best b trying a new skill w other
by with
people.
ENFP - W Warmly enthhusiastic an imaginative. See lif as full o possibilitie Make
nd fe of es.
connection between events an informatiion very qu
ns nd uickly, and confidently proceed
y
based on the patterns they see. Want a lot of affirmatio from oth
t s on hers, and re
eadily give
appreciatio and sup
on pport. Spon ntaneous a
and flexible, often rely on their ability to
, y
improvise a their ver
and rbal fluency.
ENTP - Qu uick, ingenio
ous, stimula
ating, alert, and outspo
a oken. Resouurceful in so
olving new
and challeenging prob blems. Ade ept at generating con nceptual po
ossibilities a
and then
analyzing th
hem strateg
gically. Good at reading other peop Bored b routine, w seldom
d g ple. by will
do the sam thing the same way, apt to turn to one new interest afte another.
me er
5/12

6. ESTJ - Pra actical, realis
stic, matter-of-fact. Dec
cisive, quick move to implement d
kly decisions.
Organize p projects and people to get things done, focus on getting results in the most
d g
efficient wa possible. Take care o routine details. Have a clear set of logical s
ay of e standards,
systematica follow th
ally hem and wa others to also. Force in imple
ant o eful ementing the plans.
eir
ESFJ - Warmhearte
W ed, conscieentious, an coopera
nd ative. Want harmony in their
t
environmen work w
nt; with determination to establish it. Like to w
work with others to
complete ttasks accurrately and o time. Lo
on oyal, follow through ev
ven in small matters.
Notice wha others n
at need in their day-by-da lives and try to pro
ay d ovide it. Wa to be
ant
appreciated for who th are and for what the contribut
d hey ey te.
ENFJ - Wa arm, empath hetic, responnsive, and r responsible. Highly attuned to the e
emotions,
needs, and motivation of others Find pote
d ns s. ential in everyone, want to help ot
t thers fulfill
their potential. May act as catalysts for individ
dual and gro growth. Loyal, resp
oup . ponsive to
praise and criticism. Sociable, facilitate o
d others in a group, an provide inspiring
nd
leadership.
ENTJ - Fra ank, decisiv assume leadership readily. Qu
ve, uickly see illogical and inefficient
procedures and polic
s cies, develo and imp
op plement comprehensiv systems to solve
ve
organizatio
onal problem Enjoy long-term planning a
ms. and goal s setting. Usuually well
informed, w read, enjoy expa
well anding their knowledge and pass
e sing it on t others.
to
Forceful in presenting t
their ideas.
PROJECT MANAGE
T EMENT FUN
NCTIONS R
RELATED W
WITH
PSYCHOL
LOGICAL TY
YPES
Based in th psycholo
he ogical types presented by the MBT ® it can be proven that in an
s TI
environmen of project each one of the types has dete
nt ts, e ermined inhe
erent easine
esses and
difficulties t the work in projects.
to
Based in tthe work of KROEGER THUESE J. M. & RUTLEGE H. (2002) can be
f R, EN, E, ),
consolidate the follow
ed wing aspec of each type: Work
cts kplace Cont tribution, Pa
athway to
the Profess
sional Growt Leadersh Qualities Team Spirit and sugg
th, hip s, gested PM. Jobs.
ISTJ
→ Woorkplace Co
ontribution - Establishe order du
es utifully and steadily an works
nd
with the syste to mana and com
hin em age mplete tasks on time an under bud
s nd dget.
→ Pat
thway to Pr rofessional Growth - M Must learn t
that both oorganizationa change
al
and people iss
d sues - idea that may violate tra
as y adition - can play powwerful and
pos
sitive roles in organizatio
n onal life.
→ Lea
adership Qu ualities - Brings tasks to completiion efficient and dutif
tly fully while
maintaining res
spect and order through hout the gro or organ
oup nization.
6/12

7. → Tea Spirit - T
am Teams, if w manage are a go
well ed, ood way to distribute t
tasks and
commplete projects, but the importa work th is done is carried out by
t ant hat e d
indiividuals whe the team meetings a over.
en are
→ Sugggested PM Job - fin
M nancial work, controlliing, technic problem solving,
cal m
indiividual and isolated task
ks.
ISFJ
→ Woorkplace Con ntribution - Offers quiet support, a sense of or
t rder, and at
ttention to
detail from beh
hind the scenes.
→ Pat
thway to Pro
ofessional G
Growth - Mu learn to be open to new possib
ust bilities and
cha
anging situa
ations—-this flexibility c
s can often b the sup
be pport someo
one most
nee
eds.
→ Lea
adership Qu ualities - Produces res
sults through one-on-o
one relations
ships and
detail control a tends to perform tas oneself rather than delegate.
and o sks
→ Tea Spirit - Teams are worthwhile work units vital and important s
am e s, structures
that are yet an
t nother arena in which to provide quiet, unassu
a o uming supp
port to the
organization an its people
nd e.
→ Sug
ggested PM Job – on to one re
M ne elationship, tasks with no delega
ation, idea
gen
neration.
INFJ
→ Woorkplace Co ontribution - Turns wo into a cause and injects—w
ork with quiet,
seriious focus - inspiration and devotio througho the organ
on out nization.
→ Patthway to Proofessional Growth - Mu learn that his or her e
G ust t excitement about the
futu and the possibilities it holds fo people is often overlo
ure s or ooked, burie as it is
ed
benneath a serio exterior.
ous
→ Lea
adership Qu ualities - P
Provides ins
spirational and visiona direction with a
ary
moralistic or values-relat
ted spin, wworking with focus t toward cha
ange and
dev
velopment.
→ Tea Spirit - T
am Teams are complex human system that need understan
c ms nding and
care and that, if well mana
aged, can pr
roduce insp
pirational, va
aluable work
k.
→ Sug
ggested PM Job - idea inspiration visionary t
M a n, tasks and p
project man
nagement,
wor well with complex sit
rk tuations.
INTJ
→ Woorkplace Co ontribution - Provides organizatio
ons and gr
roups with objective
clar
rity, vision, and stra ategic think
king white driving to
oward cha ange and
impprovement.
→ Patthway to Pro
ofessional G
Growth - Mu learn tha each idea for visionar change
ust at a ry
brin with it u
ngs untold details to which someone will need to tend - the stresses
h o e
bro
ought on by visionary ch
hange are re and painful.
eal
7/12

8. → Lea
adership Quualities - Dra
aws energy from the c
y complexity of future po
ossibilities
and shepherds individualls and grou
d ups through uncertainty and cha
h ange with
dec
cisiveness and fairness.
→ Tea Spirit - T
am Teams are p
powerful and complicate systems that, if well designed
d ed
and managed, can play a pivotal role in bringing a group or organizatio
d e r on’s vision
to f
fruition.
→ Sugggested PM Job - stra
M ategic probblem-solving, able to w
work with de
etails and
with uncertaint group org
h ty, ganization.
ISTP
→ Woorkplace Coontribution - Solves pro
oblems pra
actically and immediate with a
d ely
calm clear-thin
m, nking resolv
ve.
→ Patthway to Professional G
Growth - Must learn that the comp plexity of pe
eople and
rela
ationships de
eserves con
nsideration a offers no quick fix.
and
→ Leaadership Qu
ualities - Sets an examp to act ind
ple dependently and to atte to the
y end
nee of the sh term, u
eds hort unencumber by tradit
red tion, proced
dure, or the demands
of others.
o
→ Tea Spirit - T
am Teams are often an irrita
o ation and a d
diversion fro effective, practical
om
wor work tha is best do alone.
rk, at one
→ Sugggested PM Job - conf
M flict resolutio with calm and control, immedia action
on m ate
task work we alone, pra
ks, ell actical and direct projec tasks.
d ct
ISFP
→ Woorkplace Con
ntribution - Support peeople and th efforts w a gentle – almost
heir with e
ano
onymous – aattention to details and action in the moment.
e
→ Patthway to Professional Growth - Must learn to focus o the patt
on terns and
pro
oblems beyo immedia concern - to look f and confront the sy
ond ate n for ystemic or
roo issues and not to ge lost in the foregroun solving o
ot et e nd, only the pro
oblems of
today.
→ Lea
adership Quualities - Lea by exam
ads mple-by tend
ding to task details and providing
gen
ntle; unassuming suppo ort.
→ Tea Spirit - T
am Teams are fine and can be fun, thro
ough they ar personally draining
re
and intrusive; q
d quiet support and dilige works are what mak teams eff
ent ke fective.
→ Sug
ggested PM Job - hid
M dden projec tasks, tas that mu be done without
ct sks ust
rew
ward, quiet s
support.
INFP
→ Woorkplace Con ntribution - Holds and protects the values wit
e thin which a rooted
are
indiividual, grou and orga
up, anizational id
dentities —o
often serving as moral ballast for
organizations a teams.
and
→ Patthway to Pr
rofessional G
Growth - M
Must learn to face conflict and con
o nfront it in
the moment.
8/12

9. → Lea
adership Qualities - A Appeals to values thr
rough perssonal relatio
onships -
con
ntrolling task and people in such a way that those conc
ks cerned do n notice
not
they are being controlled a all.
y at
→ Tea Spirit - Though te
am eamwork is difficult a
s and draining collabora
g, ating and
wor
rking togeth to pool resources an ideas is v
her nd valuable and motivating
d g.
→ Sug
ggested PM Job – team support, in
M m ntuitive jobs team mora ballast.
s, al
INTP
→ Woorkplace Con ntribution - Uses clever
rness and in
ndependent thinking to problem-
solv and re
ve einvent, an nd in an easygoing unassum
g ming manne prods
er
organizational c
change and improveme
d ent.
→ Pat
thway to Professional Growth - Must learn tha connectat ting and
com
mmunicating with other people is important – great solu
g utions and ideas are
ado
opted and e
enacted thro
ough person relationsh
nal hips.
→ Lea
adership Quualities - Cre
eates and w works towar a vision a a bette solution
rd and er
and allows others to follow at their ow pace and ability.
d w wn d
→ Tea Spirit - A team is ok if it allow members to enter on their own t
am kay ws s n terms and
to c
contribute in their own way – but the best v
n t visioning and problem solving is
don in isolatio
ne on.
→ Sugggested PM Job – va
M alorize each contributio in a team isolated problem-
on m,
solv
ving, technic project jo financial control.
cal ob,
ESTP
→ Woorkplace Contribution - Goes with the flow, ad dapts to the unexpecte allows
e ed,
variiables, and d
delivers wha needs to be delivered
at d.
→ Patthway to Professional G
Growth - Must learn to be patient with routine and to
o es
be aware that others may find comfo in structure, rules, a contem
y ort and mplation of
futu possibilit
ure ties.
→ Lea
adership Quualities - Kee oneself and others on their toe by being open and
eps es
resp
ponsive to t unexpec
the cted and ab
bandoning r
rules of hiera
archy and tr
radition in
the name of ex
xpediency.
→ Tea Spirit - T
am Teams can be fun; how
b wever, without constant action and variation,
or in dull meetings, they ca run agrou
an und.
→ Sugggested PM Job – wo well with unpredict
M ork h table job, w
without hiera
archy and
trad
dition.
ESFP
→ Woorkplace Contribution - Provides hhigh-spirited energy tha keeps a variety of
d at
peo
ople and act
tions moving in positive ways.
g e
→ Patthway to Pr rofessional Growth - M
Must learn t stretch t face the negative,
to to
stre
essful, and e
even hostile moments o work life is not always a barrel of fun.
of s s f
9/12

10. → Lea
adership Qu ualities - Has a personall and often p
s playful go-w
with-the-mom
ment style
that can be hig motivatiing to others
t ghly s.
→ Tea Spirit - T
am Teamwork is the best way to app
proach any endeavor; the entire
wor
rld’s a team and only g
m, good can co
ome from su joined e
uch efforts.
→ Sugggested PM Job – div
M verse cultur team manager, gro
ral oup problem
m-solving,
glob project m
bal managemen
nt.
ENFP
→ Woorkplace Coontribution - Motivat tes and in nvigorates thought in
nspiration,
enthusiasm, an unyielding attention to personal relationship
nd t ps.
→ Pat
thway to Professiona Growth - Must llearn to follow proje
al ects and
com
mmitments through to completion and to be aware tha one’s wiide mood
n e at
swings can frus
strate and confuse thos with who he or she works.
c se om e
→ Leaadership Qu
ualities - M
Motivates, inspires, and cajoles pe
d eople to ac
ccomplish
task and to de
ks evelop both personally and profess
h sionally.
→ Tea Spirit - T
am Teams are fu and energizing – especially whe conflict, hierarchy,
un en
and tight time lines can be avoided.
d l e
→ Sugggested PM Job – tea motivato group p
M am or, problem-solv
ving, optimistic team
lead that believe that wo together is the best work.
der ork
ENTP
→ Woorkplace Coontribution - Regards tthe workpla ace as a syystem to be moved,
e
cha
allenged, an reconfigu
nd ured so that learning is constant a
t s and worthw
while tasks
are accomplish
hed.
→ Pat
thway to Pro
ofessional G
Growth - Mu learn to focus ener on follow
ust rgy w-through
and completion - even wh one dee
d n hen ems them booring and to remember that wide
o
mood swings c send mixed signals
can s.
→ Lea
adership Qu ualities - Empowers one
eself and oth
hers by cha
allenging, co
onfronting,
and even tak
d king an opposing point of view to enhanc each in
ce ndividual’s
con
ntribution to the end ressult.
→ Tea Spirit - T
am Teams are one more important ve ehicle for ea
arning - an arena for
test
ting ideas, d
discussing d
differences, and collabo
orating on re
esults.
→ Sugggested PM Job – change mana
M agement, ch
hange leade conflict resolution
er,
from opposing points of view.
m
ESTJ
→ Woorkplace Con ntribution - Drives to ta charge, to see the p
ake practical fac
cilitation of
a ta
ask, and to complete it with dispatc and skill.
c ch
→ Pat thway to P Professional Growth - Must learn to be les hard-cha
n ss arging by
liste
ening to and allowing allternative vie
d ewpoints.
→ Lea
adership Qualities - T Takes cha arge, demands 1oyalt
ty, pushes hard to
acc
complish a task, and tellls it like it is.
10/12

11. → Tea Spirit - T
am Teams are a effective t
an tool for acco
omplishing t
tasks as lon as they
ng
are well manag and peo
ged ople’s roles and goals a defined.
are
→ Sugggested PM Job – pra
M actical team manager, quick answ problem
m wer m-solving,
role manageme execution manager.
e ent,
ESFJ
→ Woorkplace Co ontribution - Builds a harmonio
ous environment that supports
per
rsonal achiev
vement and task accom
d mplishment.
.
→ Patthway to Pr
rofessional G
Growth - Must learn to accept diff
o ferences, alllow them
to b expresse and reco
be ed, ognize that c
conflict is no always de
ot estructive.
→ Lea
adership Qu
ualities - Pro
ojects inspiration and g
graciousness with a con
s nstant yet
gen nudge to
ntle oward task completion.
→ Tea Spirit - T
am Teams are g
good and can be productive; how
wever, argum
ments and
disa
agreements should not be tolerated.
s
→ Sugggested PM Job – ha
M armonious tteam manager, good supporting individual
task do not a
ks, accept intole
erances from the team members.
m
ENFJ
→ Woorkplace Co ontribution - Persona
ally inspires and motivates all to work
s
har
rmoniously for the comm good.
mon
→ Pat
thway to Proofessional G
Growth - Mu learn that not all sit
ust tuations nee rescue
ed
and that disagr
d reements ar not perso
re onal attacks.
→ Lea
adership Qu ualities - Em
mpowers oth
hers to accoomplish what needs to be done
o
by n
nurturing relationships and making personal ap
a ppeals.
→ Tea Spirit - Teams are good, peop are goo and wor is good when the
am ple od, rk
theme of toget
therness driv the task
ves k.
→ Sugggested PM Job – po
M ositive team leader, optimistic po
m oint of view nurture
w,
rela
ationships, c
conflict resolution from team memb
t bers.
ENTJ
→ Wo orkplace Co ontribution - Through hard-cha
h arging arguuments and action,
d
inte
ellectually ins
spires and c
challenges e
everyone to experience a vision and to move
d
tow
ward its fulfillment with d
dispatch.
→ Patthway to Proofessional G
Growth - Mu learn to allow time f others to develop
ust for o
at their own pa and leve of commit
ace el tment.
→ Lea
adership Quualities - Is ta
ask-driven and demand
a ding, with a motivationa spin for
al
eve
eryone to ge on board and move to
et oward achie
eving the go
oal.
→ Tea Spirit - Teams ca be good and do provide opportunities for more
am an d
invo
olvement - a long as t task is c
as the completed a the gro
and oup’s proces do not
ss
slow or water d
w down the vis
sion.
→ Sug
ggested PM Job – in
M ntuitive tea leader, intellectual leader, tas driven
am sk
manager.
11/12

12. CONCLUS
SIONS
The aim of this article iis to associa the theo proposed by C. G. J
ate ory d Jung and th need to
he
accomplish a judicious and well-s
h s succeeded human resources sele ection for the project.
With the alllocation of the psycho ological type that are a
es aligned to th functions they will
he s
represent, the probab bility of turn
n-over is redduced, thus increasing the motiva
s g ation and
facilitating t develop
the pment of the team. Fina it is imp
e ally, portant to st
tress that th
here is not
a better or worse typ All types have strong and we features and, in a project’s
r pe. s eak s,
human res sources seelection, se everal other factors, dynamics and proce esses will
complemen MBTI® in the adequa selection and alloca
nt n ate ation of the project’s res
sources.
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NCES
FLANES, S. W. & L
S LEVIN, G. (
(2001). Peo
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t s.
Manageme Concept
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ail.com.au/~
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