Jung Personality Test Results
One perfect and beautiful day while i was talking to a a girl called Elizabeth (and heres a link to her blog) , she informed me of something called the Briggs-Myers Personality Test, and so i took a look at it on wikipedia and a few days later i actually took the test. And here are the results my dear readers. Apparently, i'am a very rare breed and i probably belong to the hitler type.
All this from similiarminds.com,
Extroverted (E) 55.56% Introverted (I) 44.44% Intuitive (N) 52.63% Sensing (S) 47.37% Thinking (T) 79.41% Feeling (F) 20.59% Judging (J) 56.25% Perceiving (P) 43.75%Your type is: ENTJ
ENTJ - "Field Marshall". The basic driving force and need is to lead. Tend to seek a position of responsibility and enjoys being an executive. 1.8% of total population.
Enneagram Test ResultsThe Enneagram is a personality system which divides the entire human personality into nine behavioral tendencies, this is your score on each...
Type 1 Perfectionism 56%
Type 2 Helpfulness 23%
Type 3 Image Awareness 60%
Type 4 Sensitivity 20%
Type 5 Detachment 40%
Type 6 Anxiety 40%
Type 7 Adventurousness 80%
Type 8 Aggressiveness 73%
Type 9 Calmness 63%
And this is taken from keirsey.com
Of the four aspects of strategic analysis and definition, it is marshalling or situational organizing role that reaches the highest development in Fieldmarshals. As this kind of role is practiced some contingency organizing is necessary, so that the second suit of the Fieldmarshal's intellect is devising contingency plans. Structural and functional engineering, though practiced in some degree in the course of organizational operations, tend to be not nearly as well developed and are soon outstripped by the rapidly growing skills in organizing. But it must be said that any kind of strategic exercize tends to bring added strength to engineering as well as organizing skills.As the organizing capabilities the Fieldmarshal increase so does their desire to let others know about whatever has come of their organizational efforts. So they tend to take up a directive role in their social exchanges. On the other hand they have less and less desire, if they ever had any, to inform others.
Hardly more than two percent of the total population, the Fieldmarshals are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, Fieldmarshals simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that Fieldmarshals have a strong natural urge to give structure and direction wherever they are -- to harness people in the field and to direct them to achieve distant goals. They resemble Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals search more for policy and goals than for regulations and procedures.
They cannot not build organizations, and cannot not push to implement their goals. When in charge of an organization, whether in the military, business, education, or government, Fieldmarshals more than any other type desire (and generally have the ability) to visualize where the organization is going, and they seem able to communicate that vision to others. Their organizational and coordinating skills tends to be highly developed, which means that they are likely to be good at systematizing, ordering priorities, generalizing, summarizing, at marshalling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to turn to an Inventor or Architect to provide this kind of input.
Fieldmarshals will usually rise to positions of responsibility and enjoy being executives. They are tireless in their devotion to their jobs and can easily block out other areas of life for the sake of their work. Superb administrators in any field -- medicine, law, business, education, government, the military -- Fieldmarshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind. For the Fieldmarshals, there must always be a goal-directed reason for doing anything, and people's feelings usually are not sufficient reason. They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations -- and they expect others to follow suit. They are ever intent on reducing bureaucratic red tape, task redundancy, and aimless confusion in the workplace, and they are willing to dismiss employees who cannot get with the program and increase their efficiency. Although Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
Well i dont really know what to say about all this, but i guess i'd take what the personality test has offered me as a compliment. Afterall, according to it, an administrative or executive post befits me to most and apparently i'am special in the sense that theres only 2% of people like me in the population. Furthermore i also think that the tests describes me rather accurately. I do get gravely impatient when mistakes are repeated by either myself or any other people, and i do love to run some sort of a racket or organization. I love to create, to implement, to design and to produce. I also rarely give a damn what other people feel. I'd prefer that people act along the parameters of reason and rationality rather than feelings and emotions. We all do things for a purpose, a reason; for in doing so it has meaning, and relevancy - without which all else is naught.
Apparently, i'am also not a very helpful, or a very sensitive person. I guess its obvious why. To be helpful means to lend assistance to those who are less competant. I would give help in the form of guidance, advise, but never directly in terms of aid, monetary or otherwise. It is my philosophy that aid creates dependency, rather than encourage change, growth or improvement. The weak and incompetent needs to improve themselves, not to depend on others. As for being sensitive. I guess i'd concede that i'am a pretty cold and unforgiving person sometimes. Life is deterministic, causal. I dont see how being sensitive, loving and emotional can be considered positive qualities in life. Rather perhaps i see them to be the harbringers of friction, conflict and disagreement. We are humans, we cannot surpress our urges and emotions. To be sensitive would mean to take into consideration another person's thoughts and feelings and perhaps mask or present our own thoughts in a better form. This is a form of concealment, or even dishonesty. And being the causal and deterministic world that we live in, concealing and being dishonest with our thoughts and feelings have repercussions over time. Ultimately this erupts in an orgy of conflict and argument. How is that desirable ?
It can be argued that sensitivity here relates more to the ability to perceive and read people, rather than accomodating them. In the context of my environment and the usage of the term sensitivity, this is rarely the case though. Usually the word to describe the ability to perceive and read people, is called empathy instead. And for that i concede hands down, certain times i just cannot read and perceive what a person is thinking or feeling. Perhaps i should work more on that. This thing called empathy.
