The Bridge Personality: the candidate book

The Bridge Personality The candidate book ENGLISH EDITION TESTGROUP personality The Bridge Personality is a modern personality test that measures the Big Five personality traits, the 16 Jung Types and the 4 personality colors in one online assessment. It is one of the most widely used personality assessments for recruitment, employee development and coaching. The Jung Type model used in The Bridge Personality has also been independently evaluated as one of the best methods for measuring the 16 Jung Types. The Candidate Book helps you gain a deeper understanding of The Bridge Personality and its results. It explains how the assessment measu- res personality, preferences and competencies, and provides detailed descriptions of all 16 Jung Types. You will also learn how Jung Types are determined and how the results can be applied in practice for personal and professional development. Do you want to read more about the Bridge Personality? Try this book: The Bridge Personality: Use in teams The Bridge Personality: the book for sales 978 94 90571 01 6 Product code: BPTC012 ENGLISH This product is sold in packs of 10 The Bridge Personality The candidate book A manual for the interpretation of your Bridge Personality results. ® Third Edition ENGLISH EDITION TestGroup Copyright © 2007, 2008, 2016, 2026 Testgroep BV. All rights reserved. Published and distributed with the permission of the publisher, Testgroep BV, Herengracht 282, 1016BX, Amsterdam. Third edition published in the Netherlands. Nothing from this edition may be reproduced, stored in a database, or made public in any form or by any means, electronic or mechanical, including photocopying or recording, without prior written permission from the publisher. The Bridge Personality is a registered trademark of Testgroep BV The Bridge is a registered trademark of Testgroep BV TestGroup is a registered trademark of Testgroep BV TestGroup Herengracht 282 1016 BX Amsterdam info@testgroup.eu Tel: +31202621630 www.testgroup.com ISBN: 978 94 90571 01 6 Introduction 4 The Big Five: 34 dimensions 4 The Type Theory of Jung: 16 Types 4 8 Competencies 4 The feedback interview 5 STAR method 5 Strengths and Pitfalls 6 Core Quadrants 6 Scores & Answer behaviour 7 Stenscores 7 Acquiescence 7 Social desirability 7 Correspondence Normative-Ipsative 7 Normative-ipsative split 8 Bridge Dimensions 9 Contact & Management 10 Influence & Disposition 11 Drive & Implementation 12 Social contact & Resilience 13 Flexibility & Perception 14 Opinion & Evaluation 15 What are Jung Types? 16 How do you determine your Jung Type 17 Step 1: Reported Jung Type 17 Step 2: Self-assessed Jung Type 17 The 4 Jung Dimensions 18 The Jung Type Table 20 ISTJ - Realist 21 ISFJ - Carer 22 ESTP - Doer 22 ESFP - Performer 24 INTJ -Scholar 25 INFJ - Advisor 26 ENTP - Innovator 27 ENFP - Inspirer 28 ISTP - Solver 29 INTP - Strategist 30 ESTJ - Decision-maker 31 ENTJ - Leader 32 ISFP - Peace maker 33 INFP - Idealist 34 ESFJ - Service provider 35 ENFJ - Coach 36 To remember about Jung Types 37 Using the Jung Types Jung Types at work 38 Jung Types and professions 39 Bridge Competencies 40 The 4-Colour wheel 41 The 4-Colour model 42 Personality Colour: blue 43 Personality Colour: red 44 Personality Colour: yellow 45 Personality Colour: green 46 Team Report 47 Team report - Team Type 48 Team Report - Exercise 49 Team Report - Team Wheel 50 Teams: Colours 51 Content Introduction any organisations use personality tests for selection or development of their employees. There are two kinds of personality tests that are used very often. Tests that are based on the ‘Big Five’ and tests that are based on the Jung’s Type Theory. Big Five personality tests are often used for the selection of personnel. Personality questionnaires that are based on Jung Types are mostly used for development of employees. The Bridge Personality is the only personality measure in the world that measures both the Big Five and the type theory of Jung. Because of this dual measurement, it is possible to use the Bridge Personality for selection as well as for personnel development. The Bridge Personality measures 34 personality dimensions, identifies your Jung Type, and provides scores on 8 job-related competencies. The Big Five: 34 Dimensions According to the Big Five theory, differences in personality can be described using five broad fac- tors. This scientifically validated model is widely used in personnel selection and other situations where predicting future workplace behavior with a personality test is important. The Type Theory of Jung: 16 Types The theory of Carl Gustav Jung was developed to explain the natural differences between people. Jung believed that everyone has inborn preferences that influence how they think, communicate, make decisions, and interact with others. By identifying these preferences, individuals can determine their Jung Type and gain a better understanding of their natural strengths and working style. Because it focuses on self-awareness and personal preferences rather than abilities, Jung’s theory is particularly valuable for personal and professional develop- ment. 8 Competencies Many of the 34 personality dimensions can be linked to competencies that are commonly used in competency frameworks within organisations. A competency consists of more than personality alone; it also includes motivation, skills, and cog- nitive ability. The competencies used in The Bridge Personality (shown on the last page of the report) are based on combinations of these personality dimensions and provide insight into work-related behaviour and potential. When you study your Bridge Personality results, please keep the following in mind: • The results of The Bridge Personality should always be interpreted as part of a broader as- sessment and should not be used on their own. Please keep in mind that it is a personality test. Although it is a valid and reliable instrument, the results should always be considered along- side other relevant information, such as inter- views, experience, and observations. • You may already have received feedback from a qualified The Bridge Personality professional. If not, this book will help you better understand your The Bridge Personality results. • The Bridge Personality feedback interview or studying this book will always broaden your understanding of The Bridge Personality re- sults and will therefore improve the overall test result. • Please be aware that organisations are generally not looking for one specific personality type. On the contrary, organisations often perform better when they employ people with a diverse range of personalities, strengths, and working styles. • Your Bridge Personality results are not ‘right’ or ‘wrong’, they are an overview or indication of your personality. The feedback interview ften the Bridge Personality results are provid- ed to a candidate during a Bridge Personality feedback interview. In this interview, your Bridge Personality report will be explained by a qualified Bridge Personality professional. If you haven’t participated in such an interview then ‘The Bridge Personality: the candidates book’ is a proper alternative to help you understand your Bridge Personality report. During the Bridge Personality feedback interview a selection of the 34 Bridge Dimensions are dis- cussed with you. This will be structured in the following steps: 1. What stenscore did you achieve on a Bridge dimension? 2. Which behaviour is associated with that score? 3. Do you recognise yourself in that behaviour? Because you have completed The Bridge Personality yourself, you will often confirm the score and the behaviour that goes along with that score. If this is not the case you can mention this during your feedback interview. STAR method If you do not recognise yourself in a particular score, your Bridge professional will ask why. You will then be asked to describe a specific example of behaviour that better reflects your preference on that dimension. During the feedback session, this is explored using the STAR interview method. Example: A candidate has a stenscore of 8 on the Bridge dimension “Helpful” and recognises the behaviour associated with this score. The Bridge professional will then ask the candidate to describe a specific ex- ample of this behaviour using the STAR interview method. Situation: What was going on? “In 2005, I worked as a sales representative at a large home improvement store. One day, I was working at the customer service desk when a customer came in to return a lawn mower. He ex- plained that the mower was producing smoke and wanted a refund. He was clearly unhappy with the situation.” Task-What was your task? “My task was to assist the customer and ensure that he left the store satisfied. According to our returns policy, he could return the lawn mower provided he had the original packaging and the purchase receipt.” Activity- What did you do? “I remained calm and listened carefully to the customer. I acknowledged his frustration, explained that I understood the problem, and clearly outlined how he could return the product.” Result-What was the result? “The customer gradually calmed down, and we were able to complete our conversation in a posi- tive and professional manner. After processing the return, I provided him with a replacement lawn mower. He left the store satisfied with the way the situation had been handled.” In this example, the candidate provided a clear ex- ample of helpful behaviour. If you have not attend- ed a The Bridge Personality feedback interview, you can do this exercise yourself. Choose a score from your report and think of a STAR example that illustrates your behaviour. The purpose of a The Bridge Personality feedback interview is to help you better understand your The Bridge Personality scores, not to judge you. Strengths and Pitfalls hile you are reading your scores on the Bridge Personality dimensions, please bear in mind that your strengths are also your pitfalls. For instance, someone who has a high score on ‘critical’ can be too keen to identify weak points in a proposal. The pitfall of this person can be an overly critical behavior pattern (too critical); this can be seen as negative or as nagging. Core Quadrants One of the best-known experts on strengths and pitfalls is Daniel Ofman. His Core Quadrant model is an excellent tool for interpreting your The Bridge Personality scores. Working with the Core Quadrants is straightfor- ward. You can use this method as follows: • Choose one of your high scores on a Bridge di- mension, for example “Critical”. Write this trait in the top left corner of a piece of paper. This is your Core Quality. • Draw an arrow to the right and think about what happens when you overuse this Core Quality. This becomes your Pitfall. For example, if your Core Quality is “Critical,” your Pitfall might be “Nagging.” • Now draw an arrow downward from your Pit- fall and describe your Challenge. For example, if your Pitfall is “Nagging,” your Challenge might be to be more positive and encouraging towards others. • Now draw an arrow to the left and write down your Allergy. This is an exaggerated form of your Challenge. For example, if your Challenge is to be more positive, your Allergy might be “Naivety.” Figure 1: The Core Quadrants This model provides a practical framework for putting your The Bridge Personality results into perspective. It helps you understand how your strengths, pitfalls, challenges, and allergies are con- nected. You can apply these insights in everyday situations by: • Reflecting on your own behavior • Recognizing your strengths and potential pit- falls • Improving your communication with others • Understanding why certain behaviors irritate you • Supporting your personal and professional development Core Quality Pitfall ChallengeAllergy Scores & Answer behaviour STEN scores he scores in the Bridge Personality report are presented as STEN scores. STEN (Standard Ten) scores are standardized scores that compare your results with a normative reference group. This norm group consists of 500 people who have previ- ously completed The Bridge Personality. For example: • A STEN score of 1 means about 95% of the norm group scored higher. • A STEN score of 10 means about 95% scored lower. • A STEN score of 5 is average, with about 50% scoring higher and 50% scoring lower. In general, a STEN score above 6 indicates that you scored higher than most people in the norm group, while a score below 5 indicates that most people scored higher than you on that personality dimen- sion. A STEN score of 5 does not mean you have “failed” the assessment. It simply means your score is average, with most people in the norm group scoring around the same level on that personality dimension. People do not always answer personality question- naires completely objectively. Some give socially desirable answers or try to create a positive impres- sion. This can happen because: • They have limited work experience or self-awareness. • They find it difficult to describe their own per- sonality. • They want to increase their chances of getting a particular job. The Bridge Personality uses Normative-Ipsative Split Technology® to detect socially desirable re- sponding and provide a more accurate and reliable assessment. Bridge Answer behaviour The Bridge Personality calculates three indicator scores to detect socially desirable or exaggerated responses. 1. Social Desirable answering Socially desirable responding means a candidate gives answers they believe are expected. A high score (8-10) indicates more socially desirable re- sponding than most people in the norm group. 2. Acquiescence The Acquiescence score indicates how often a candidate selected “strongly agree” on normative questions. A high score (8-10) suggests the candi- date agreed with too many statements. The Bridge Personality then presents these items again in an ipsative (forced-choice) format. 3. Normative-Ipsative agreement The Normative-Ipsative Agreement score measures how consistent a candidate’s answers are between the normative and ipsative (forced-choice) ques- tions. A high score indicates consistent responding, while a low score suggests the candidate answered less consistently during The Bridge Personality. Scores & Answer behaviour Bridge Dimensions The next pages will provide you with the defefini- tions of the 34 Bridge dimensions. For each dimen- sion a description of a high score on that dimension is given. The low scores on the Bridge dimension reflect the opposite behaviour of the high scores. Example: A high score on Networking means that someone enjoys meeting new people and is likely to be a strong networker. A low score means the opposite: the person is less interested in meeting new people and generally does not enjoy networking. Bridge Competency Cards The definitions of the 34 Bridge Personality dimen- sions are available as Bridge Competency Cards. These cards are commonly used for job analysis by matching job requirements with the relevant Bridge dimensions. Typically, around 10 dimensions are selected to create a job profile. Groups The 34 Bridge Personality dimensions are orga- nized into 12 groups. Each group is represented by a different color. Normative-Ipsative split When a candidate found it difficult to choose between the items belonging to a particular Bridge Personality dimension, a Normative-Ipsative Split appears below that dimension in the report. The “N” represents the normative score, while the “I” represents the ipsative (forced-choice) score. 8 Figure 2: ‘normative-ipsative’ split When a Normative-Ipsative Split appears for a Bridge Personality dimension, it indicates that the candidate found it difficult to express a clear preference. This provides a useful starting point for discussion. Together, the candidate and the assessor can explore why this occurred. Rather than being negative, a Normative-Ipsative Split often pro- vides valuable insights, especially in development settings where it may highlight areas for future growth. Contact & Management ontact The Contact group consists of the dimensions Soci- able and Networking. Sociable measures the extent to which you enjoy interacting with other people, while Networking measures your preference for meeting new people and building new relations- hips. anagement The Management group consists of the dimensions Decisive, Guiding, and Coaching. Decisive and Guiding focus on task-oriented management, such as making decisions and leading people and proces- ses. Coaching reflects the people-oriented side of management, including motivating and developing others. MANAGEMENT DECISIVE Makes decisions quickly and easily MANAGEMENT GUIDING Likes to have a managerial role and prefers to have control MANAGEMENT COACHING Motivates, coaches and inspires other people CONTACT SOCIABLE Likes to talk and likes to be around people CONTACT NETWORKING Focused on making new contacts, finds networking important Influence & Disposition nfluence The Influence group consists of the dimensions Convincing, Critical, and Socially Bold. Convin- cing measures how strongly you try to influence others, Critical reflects how critically you evaluate information and ideas, and Socially Bold indicates your confidence when presenting or interacting with groups. isposition The Disposition group describes how you approach your work and consists of the dimensions Method- ical, Integrity, and Action Focused. Methodical measures how structured and organized you work, Integrity reflects your preference for confidentiality and discretion, and Action Focused indicates how much you enjoy working under pressure. INFLUENCE CONVINCING Likes to negotiate and is convincing INFLUENCE CRITICAL Is critical and identifies weak points in proposals and plans INFLUENCE SOCIALLY BOLD Likes to give presentations and is at ease with large groups of new people DISPOSITION METHODICAL Likes to plan and structure work-related tasks DISPOSITION INTEGRITY Is discrete, trustworhty and keeps information confidential DISPOSITION ACTION FOCUSED Likes to be busy and is able to do multiple things at the same time Drive & Implementation rive The Drive group describes the energy you put into your work and consists of the dimensions Initiative, Career Focused, and Enterprising. Initiative mea- sures how actively you start new tasks, Career Fo- cused reflects your ambition to progress within an organization, and Enterprising indicates your focus on identifying new opportunities and challenges. mplementation The Implementation group describes how you perform your work and consists of the dimensions Detail Focused, Result Focused, and Awareness of Rules. Detail Focused measures your attention to facts and details, Result Focused reflects your drive to achieve goals, and Awareness of Rules indicates how much you value following rules and proce- dures. DRIVE INITIATIVE Is proactive and prefers to initiate new things DRIVE CAREER FOCUSED Is ambitious, competitive and wants to make a career in an organisation DRIVE ENTERPRISING Identifies market opportunities and actively seeks challenges IMPLEMENTATION DETAIL FOCUSED Works carefully with a focus on details and facts IMPLEMENTATION RESULTS FOCUSED Is goal oriented and achieves results IMPLEMENTATION AWARE OF RULES Prefers to work in an organisation in which rules are important. Social contact & Resilience ocial contact The Social Contact group describes how you inter- act with and support others at work. It consists of the dimensions Cooperative, Helpful, and Consi- derate. Cooperative measures your willingness to work with others, Helpful reflects how readily you support colleagues, and Considerate indicates how attentive and responsive you are to other people’s needs and opinions. esilience The Resilience group describes how you cope with challenges at work and consists of the dimensi- ons Avoiding Conflict, Self-Confident, and Stress Resistant. Avoiding Conflict measures how much you adapt your behavior to others, Self-Confident reflects your confidence in yourself and the future, and Stress Resistant indicates how well you handle pressure at work. SOCIAL CONTACT COOPERATIVE Likes to work in teams SOCIAL CONTACT HELPFUL Helps colIeagues and other people SOCIAL CONTACT CONSIDERATE Is involved and listens to other people RESILIENCE AVOIDING CONFLICT Is flexible and adapts behaviour to the situation and the person. RESILIENCE SELF-CONFIDENT Are satisfied with their performance and have confidence in the future RESILIENCE STRESS RESISTANT Is able to handle high pressure at work very well Flexibility & Perception lexibility The Flexibility group describes how you adapt to change at work and consists of the dimensi- ons Openness to Feedback, Positive Attitude, and Change Oriented. Openness to Feedback measures how receptive you are to feedback, Positive At- titude reflects your general outlook, and Change Oriented indicates how comfortable you are with change and new ways of working. erception The Perception group consists of the dimensions Creative, Abstract, and Strategic. Creativity mea- sures your focus on developing new ideas, Abstract reflects your interest in theories and concepts, and Strategic indicates your preference for long-term planning. FLEXIBILITY OPENNESS TO FEEDBACK Is open to feedback from others FLEXIBILITY POSITVE ATTITUDE Is cheerful and has a positive attitude FLEXIBILITY CHANGE ORIENTED Focuses on change and does not like routine PERCEPTION STRATEGIC Likes to think strategically and prefers to develop long-term plans PERCEPTION CREATIVE Has original ideas and likes to create new things PERCEPTION ABSTRACT Is good at developing and implementing theories Opinion & Evaluation pinion The Opinion group describes how you learn, work, and solve problems. It consists of the dimensions Insight, Practical, and Inquiring. Insight measures how much you rely on intuition, Practical reflects your preference for hands-on learning and practical solutions, and Inquiring indicates your desire to learn new things. valuation The Evaluation group describes how you process information, facts, and numbers. It consists of the dimensions Analytic and Rational. Analytic mea- sures how thoroughly you analyze information and problems, while Rational reflects your preference for working with numbers and technical details. OPINION INSIGHT Is intuitive and gets to the heart of the problem quickly OPINION PRACTICAL Learns by doing and likes practical work OPINION INQUIRING Learns fast and is interested in learning new things EVALUATION ANALYTICAL Actively seeks information and solutions to problems. EVALUATION RATIONAL Likes to work with numbers and objective facts What are Jung Types? he Jung Type theory was developed by the Swiss psychiatrist Carl Gustav Jung. With his theory he wanted to explain the normal differences between healthy people. Based on his observations he discovered that people have a born preference to act in a certain way. What are preferences? The following exercise is often used to clarify what exactly preferences are: Write your first- and last name on this line: ---------------------------------------------------- Now, do the same thing, but this time with your other hand: ---------------------------------------------------- You may have noticed that writing with your other hand requires a lot more energy. People who have done this exercise notice the following differences: Writing hand • Natural • Automatic process • Requires little energy • I recognize this as my own handwriting • Easy Other hand • Unnatural • Requires a lot of energy • Demands a lot of concentration • I do not recognize this as my own handwriting • Difficult In the past, left-handed people were forced to write with their right hand. If you insist on writing with your non-dominant hand, you will eventually suc- ceed, and it will cost you less energy over time. Still, your underlying hand preference will not change; you will remain left-handed. That is preci- sely what Jung meant by preference behaviour. You can teach someone to behave in a different way as long as they are in an environment that expects them to act that way. Their preference does not change; they are simply learning to behave diffe- rently. Once you know what your preferences are, you will know what behaviour demands little energy from you and comes naturally. You will also know which situations require you to adapt. Adapting will cost you more energy, just like writing with your other hand. In his theory, Jung described four dimensions of preference behaviour, with two poles per dimen- sion: 1. Extraversion or Introversion 2. Sensing or iNtuition 3. Thinking or Feeling 4. Judging or Perceiving According to Jungian theory, every human being has a preference for one side of each of the four dimensions. We use both sides, but never at the same time and never with the same ease. When we use the side that best fits our preference, we often achieve our goals more easily and efficiently. It is important to know that there are no good or bad preferences. A preference simply reflects the behaviour that demands the least energy from a person. You can behave differently, but it will cost you more energy. How to assess your Jung Type etermining your Jung Type consists of two steps. Step 1: Reported Type The first step is completing The Bridge Persona- lity questionnaire. Your Jung Type is provided in your report. There you will find, aside from general information about your Type, specific information on how your Type handles communication, ma- nagement style, conflict resolution, and stress. The Type that appears in your report is also referred to as your reported Type. Step 2: Self-assessed Type The second step is reading the Jung Type informa- tion provided in this booklet. Complete the hand- writing exercise and keep this question in mind for each dimension: ‘Which pole represents my prefe- rence behaviour and requires the least amount of energy?’ Please note while determining your Jung Type: there are no good or bad preferences; it is entirely about the preference that fits you best. While determining your Jung Type, please note: • There are no right or wrong answers. Your Jung Type reflects the behavioural preference that suits you best. • People often behave differently in their private lives than they do at work. For each dimension, consider which behaviour requires the least amount of energy, whether at work or in your private life. • It is possible that your current employment demands a behaviour that does not align with your natural preference. For instance, a person with a strong preference for Intuition (N) might work in an accounting department. They may have learned to work with numbers, but this is not their innate preference; they have simply been taught Sensing behaviour. However, their underlying preference remains Intuition (N). • The Jung Type you assess for yourself is called the self-assesssed Type. There is a chance that your reported Type and self assessed Type match. If they do not, follow these steps: • Carefully read the descriptions of both your reported Type and your self-assessed Type, and decide which of the two you recognize yourself in the most. • Pay close attention to the parts of the Type des- cription in which you do not recognize yourself. These parts likely belong to the side of the dimension you are questioning. • Imagine how other people see you. What type description would they pick for you? Furthermore: • You determine your own Jung Type; nobody else can do it for you. • Are you unable to just choose one Jung Type? Give it some time and think about it for a while. • t is entirely possible that you will continue to hesitate between opposing poles on a dimen- sion. This happens very often and is not some- thing to worry about. The 4 Jung Dimensions n this chapter, you will find a description of the four Jung dimensions. Try to decide what your preference is for each dimension, and write down its corresponding letter. For example, if you prefer Introversion on the Extraversion–Introversion dimension, write down the letter I. Do this for all four dimensions to find your four-letter combination. This combination is your self-assessed Jung type. What kind of information do you prefer? INtuiton Preference for taking in information through a "sixth sense" and noticing what might be. • Look for new, improved ways for doing things • Seek the big picture • Focused on the future • Intuition, using their insight • Ask first: ‘Why’? Sensing Preference for taking in information through the five senses and noticing what is actual. • Continuïty and tradition • Details, specifics • Focusses on the here and now • Clear points and direction • Ask: who, when, what and where? Where do you get your energy from? Prefers to get energy from their inner world. Get energy from thoughts, feelings and ideas. • Focussed on the inner world • Think first, act later • Seek internal reflection • Think in silence • Get their energy from internal thoughts Prefers to get energy from the outside world. Gets energy from other people and activities with other people. • Focussed on the external world • Talk first, act later • Actively seek interaction • Think out loud • Get their energy from people Extraversion Introversion The 4 Jung Dimensions How do you make decisions? Feeling Preference for deciding in a personal, value-based way. • Empathy • Diplomatic skills • Warm, friendly, emotional • Prefer feelings and emotions • Subjective criteria Thinking Preference for deciding in a logical, objective way. • Analytical, logical, not personal • Direct • Rational decisions • Prefer a logical order of things • Objective criteria How you deal with the outer world? Perceiving Preference for living a spontaneous and flexible life and like to keep their options open. • Prefer flexibility • Like openness • Like to keep things open • Delay making plans • Adapting and changing Judging Preference for living a planned and organised life in which things are decided. • Prefer structure • Like to finish things • Set deadlines • Prefer making plans • Controlling & structuring The Jung Type Table ISTJ Realist They are hard-working, neat and thorough. They can work well within a traditional structure, where there are standard procedures and where they can keep a good eye on the details and facts. They like efficient procedures, and find traditions and loyalty important. They enjoy arranging and organising. ISTP Solver Are tolerant, pragmatic and flexible. They like rules and the practical application of their knowledge. They are good at processing large amounts of data and analysing them to find the core of a practical problem. They are interested in cause and effect, and can identify illogical or inconsistent data or procedu- res. ESTP Doer Are friendly, can adapt easily and is focused on action. Their goal is to get quick results. They want to remove obstacles through a pragmatic, no-non- sense approach. They often do not have the patience to listen to a long explanation.They can get on well with people. They are result-oriented and action-focused. ESTJ Decision maker Are practical, directive, business-like and organised. They are good at organising projects and they deploy people in order to get things done. They strive to achieve results efficiently and have an eye for detail in this. They work hard, are responsible and look for practical and realistic solutions. ESFJ Service provider Are helpful, warm and friendly towards others and enjoy working in a harmoni- ous environment. They are loyal and persevering, even in less important matters. They like to help others in a practical way and adopt a social position. They will try to improve things for all concerned. ENFJ Coach Are warm, empathetic and friendly towards people. They focus strongly on the emotions and feelings of others. They are loyal and sensitive to compliments and criticism. They are social and supportive of others, and can inspire people through their leader- ship. They perceive qualities and possibilities in everyone. ENTJ Leader Are often outspoken, assertive and quick to assume leadership. They enjoy managing projects and bring order and logic to tasks and work processes. They like to make long-term plans and goals. They invent systems and processes for solving organisational problems. ESFP Performer Are friendly, energetic and enthusiastic. They can be characterised as bon vivants, and they gladly use humour and vitality to get things done. They like people and (material) comfort. They enjoy helping people, and use their warmth and generosity in this. They learn well in a group. ENTP Innovator Are quick, alert and straightforward. They are creative in finding solutions for difficult situations or problems. They are good at improvi- sing and delivering new concepts. They like change, and do not like routine. They do not often do things the same way twice. ENFP Inspirer Warm, enthusiastic and often charismatic and encouraging. They enjoy being innovative and creative, and motivating others to take action or teaching them new things. They look for a lot of confirmation from others, but are also quick to give support and compliments themselves. ISFP Peacemaker Are calm, modest and friendly. They focus on the here and now, and on what is happening in their immediate surroun- dings. They value harmony and respect for one another. In their work, they focus on friendliness and creativity, and on taking account of colleagues. They like having their own space and their own work or time arrangements. INFP Idealist Idealists are guided by their values and ideals. They enjoy helping others, contributing to meaningful goals, and supporting personal growth. They are future-oriented, open-min- ded, and motivated to make a positive difference. They are flexible, unless their core values are challenged. INTP Strategist They are analytical and look for logical explanations for everything they are interested in. They like to work independently and enjoy searching for the truth and solving complex problems through a rational approach. They are theoreti- cal and abstract. ISFJ Carer They are loyal, dedicated, often calm and responsible. They meet their obligations and agreements. They like it if roles and responsibilities are clear and well divided. They look for stability and harmony in their dealings with others. They are actively concerned with other people’s feelings. INFJ Advisor They often have great insight and have a preference for working creatively. They try to understand what motivates others. They keep to their norms and values, and are led by their conscience. They try to make a conscious effort for the general interest and want to develop an atmosphere of mutual trust. INTJ Scholar They are original, indepen- dent and enthusiastic in achieving their goals. They like to develop strategies and long-term plans and are forward-looking in general. They do not avoid difficult and complex situations. They see them as more of a challenge and are quick to perceive a structure in them. ISTJ - Realist ealists have a high sense of responsibility and are loyal to the organisation they work for, as well as to their families, friends and other relation- ships in their life. They are committed to comple- ting their tasks accurately and on time. They will put a lot of effort into completing the tasks they find important, but they dislike carrying out a task that they consider unproductive. Realists give high priority to responsibility and professionalism. They can also place high demands on others concerning responsibility and standards of duty. Preferences of the Realist: • Practical, realistic and impartial. • Able to work in a structured and systematic way • Extremely thorough, responsible and reliable • Well-organised and hard workers • Work steadfastly towards set goals How do others see Realists? ealists will behave socially and in a people-oriented way when they feel at ease in their role. They will not share their opinions and feelings with everyone; they will probably only do this with good friends. They sometimes have a hard time understanding things that they see as unimportant. However, once they are convinced that something is important to someone else, they will do their utter best to sup- port it, even if they themselves do not think it is of any importance. Others see the Realist as: • Timid • Serious • Clear • Honest • Structured • Loyal to rules and structure Pitfalls & Points of Development When Realists find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Sometimes incapable of seeing the broad con- text of their decisions • Rely so strongly on their own logic that they forget their decisions have certain effects on others • Act pragmatically and coldly, which may inti- midate people who need contact and intimacy ISFJ - Carer arers are reliable and thoughtful. They are committed to individuals and groups with whom they have a connection, and are very loyal in fulfilling their commitments. They are persistent in achieving their goals completely and ahead of time. Carers will do a lot to accomplish the tasks they think are important; however, they dislike car- rying out a task that they do not consider produc- tive. Carers focus on the needs of others and set up specific procedures to ensure that those needs are fulfilled. They have a high sense of responsibility and expect others to have that as well. Preferences of the Carer: • Timid, kind and conscientious • They can be relied on to get things done • They subordinate their own feelings to those of others • Perceptive to feelings of others • Helpful, thoughtful and caring towards others • Kind and friendly How do others see Carers? Carers are modest and quiet when socialising with others. They often prioritise the needs of others, especially those of family members. They dislike confrontations or arguments, and when they find themselves in such a situation, they tend to adopt a flexible and accommodating attitude. They dislike people who behave disrespectfully or tactlessly. Other people often notice their need for structure and kindness. Others see Carers as: • Timid • Conscientious • Thoughtful • Helpful • Loyal to traditions Pitfalls & Points of Development When Carers are unable to use their natural streng- ths and talents in their work or environment, they may: • Cling to authority, structure and procedures • Feel unappreciated, which may cause them to complain • Struggle to defend their own needs. • Struggle to separate personal relationships from objective decisions. ESTP - Doer oers are often energetic, active problem sol- vers. They respond creatively to challenges in their environment. They dislike rules or procedu- res and actively look for ways to improve existing systems and solve hard tasks. They often feel great joy doing their job. They are flexible and inventive. They are welcome guests and inspire others with their vitality. They are interested in people, new things and experiences. They learn more easily by doing than by reading; they prefer to just start. Preferences of the Doers: • Kind, easily adapting and action-orientated • Looking for quick results • They live in the ‘here and now’ • Risk takers with a fast lifestyle • Impatient when it takes too long to explain something to them • Can deal well with people How do others see Doers? Others see Doers as pleasant company and people who enjoy life. They are often enthusiastic and exu- berant and that trait attracts others. They rarely plan in advance but trust on their improvisation skills when they find themselves in certain situations. Others see Doers as • Good company, • Kind • Supportive • People who like action • People how like having fun Pitfalls & Points of Development: When Doers work in an environment where they are unable to use their natural strengths and talents, they may: • Be unaware of the effects of their action on others • Act impatiently • Pay too much attention to exciting activities • Prioritise fun things instead of their obligations ESFP – Performer erformers enjoy company and like having fun; they are often exuberant hedonists. They live for the moment and enjoy people, food, clothes, animals, nature and activities. They do not bother following the rules and try finding new ways to fulfil their needs and those of others. They coope- rate easily and enjoy performing their job with as much joy as possible, preferably with a lot of fun. Performers are interested in people, new things and experiences. They like learning new things by sim- ply doing them; they often rush into activities and learn new things that way. Preferences of Performers: • Sharp and perceptive • Practical, realistic and ‘to the point’. • Focused on people and love having fun • Live for ‘the moment’, enjoy new experiences • They are most likely the centre of attention in social situations How do others see Performers? Performers are often characterised as real hedo- nists, which makes them pleasant company. They are exuberant and enthusiastic, and this trait attracts other people. They do not plan ahead, preferring to trust in their improvisation skills to respond to situations. They dislike structure and routine, and are always on the lookout for new things. Others see Performers as: • Resourceful • Friendly • Helpful • People who enjoy having fun Pitfalls & Points of Development When Performers work in an environment where they are unable to use their natural strengths and talents, they may: • Act distracted • Take decisions impulsively • Have trouble respecting deadlines • Prioritize fun instead of work • Avoid hard or complex situations INTJ – Scholar n general, Scholars have a clear picture of their future and they are motivated organisers. They want to bring their ideas to practice. They like a complex challenge or situation; they easily see a simpler structure in difficult situations or theories. They appreciate their own knowledge and skills but also those of others. They dislike chaos, confusion or working inefficiently. They may trust their gut feeling to construct complex structures or ideas for the future. Preferences of Scholars: • Independent, original and determined • Able to convert ideas into actual plans of action • Appreciate knowledge, skill and structure • Long-term thinkers • Want to raise the bar for themselves and others How do others see Scholars? Scholars are often considered quiet, determined and confident people. They dislike small talk, especially with strangers. They do not always show their most appreciated side—their creative insights. They do, however, come up with logical decisions, opinions and plans. They are sometimes considered way- ward, which often surprises the Scholar. This is be- cause they see themselves rather as someone who is willing to revise their opinion, provided that there is enough evidence or there are other valid reasons to back up the alternative vision. Others see Scholars as: • Reserved • Inscrutable • Keep their distance • Original and independent Pitfalls & Points of Development When Performers find themselves in an environ- ment where their traits and talents are not practical, there is a possibility they will: • Overlook certain details and facts when these do not fit with their creative idea • Become distant and curt • Give little information about what is happening in their mind • Show less appreciation for other people INFJ – Advisor dvisors often have great insight and a prefe- rence for working creatively. They try to un- derstand what motivates others. They keep to their norms and values, and are led by their conscience. They try to make a conscious effort for the general interest and want to develop an atmosphere of mu- tual trust. They focus on achieving long-term goals. Preferences of Advisors: • Timid, powerful and sensitive • Tend to persevere until something is finished • Intuitive when conversing with people and wor- ried about their feelings • Well-developed standards and values to which they strictly adhere • They are respected for their endurance in doing ‘the right thing’ How do others see Advisors?? Advisors are often compassionate; they show empathy when it is needed. They can sometimes be considered mysterious or difficult to read be- cause they tend to keep their intuitive thoughts to themselves. When they do want to share their convictions, they may use complex language and metaphors. They appreciate authenticity and sincere relationships. Although Advisors are often reserved, they will certainly rebel when their values are being compromised. Others see Advisors as: • Withdrawn • Individualistic • Compassionate • Intuitive Pitfalls and Points of Develop- ment When Advisors find themselves in an environment where their traits and talents are not useful, there is a possibility they will: • Give people around them insufficient informa- tion concerning the background of their decisions • Become critical • Have a hard time translating their inner insights into clear words • Chase their own vision and strategy in their own typical way ENTP – Innovator nnovators are constantly looking for opportuni- ties and possibilities in their environment. They see patterns and connections that others overlook. They are good at elaborating concepts, which they then strategically analyse. Innovators have a clear view of how systems operate. They are often ad- venturous and resourceful. They are stimulated by problems and easily come up with ideas. Preferences of Innovators: • Creative, resourceful and easy intellectual agile • Good at many different things • Enjoy discussions and sometimes want to do things a little better than the next person • Almost always an open book and assertive • They enjoy people and are stimulating company • Possess excellent traits to understand concepts, apply logic and come up with solutions How do others see Innovators? Innovators are often spontaneous and they adept ea- sily. They dislike it when a lot of rules and restricti- ons are imposed on them; they try to avoid these as much as they can. Innovators will always convince others of their vision by using their enthusiasm and vigour. They like being an active, challenging and stimulating member of a discussion. Others see Innovators as: • Independent • Creative • Vivid • Enthusiastic • Energetic • Assertive and direct Pitfalls and Points of Develop- ment When Innovators find themselves in an environ- ment where their traits and talents are not useful, there is a possibility they will: • Abruptly express their ideas and principles, which can seem to challenge othersJump from one idea to the other without finishing anything • Criticise others, especially if they think those others are not capable or skilful • Pay less attention to details that are essential for achieving their plans • Focus on one unimportant detail and consider this as extremely important ENFP – Inspirer nspirers see life as a creative adventure filled with exciting possibilities. They have excel- lent people skills, behave empathetically and have good insight into the present and future. They need confirmation from others and give appreciation in return. They want to live their lives according to their inner values and norms. Inspirers have a good understanding of how people and groups work. They are convincing and compelling in their pursuit of things they find important. Their enthusiasm can encourage others to get the best out of themselves. Preferences of Inspirers: • Personal, remarkable and convincing • Enthusiastic, idealistic and creative • They have excellent skills to deal with people • Excited by new ideas, but are bored by details • Flexible, with a wide variety of interests and skills How do others see Inspirers? Inspirers are often lively and enjoy company. They also invest a lot of attention into open and vibrant communication; relationships are important to them. They like being part of a group because their enthusiasm and energy are catchy. This motivates others. Others see Inspirers as: • Warm • Friendly and compassionate • Helpful • Empathetic • Good with people • Curious • Full of imagination Pitfalls & Points of Development When Inspirers find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Intensely express their feelings and values • Come up with a lot of enthusiastic ideas that they cannot use or execute • Become incoherent or have a hard time concen- trating and get easily distracted • Ignore details and procedures ISTP- Solver olvers thoroughly observe what is happening in their environment. When necessary, they will react quickly to a challenge. They look for the core of a problem and try to solve it as efficiently as possible with the least amount of effort. They like to know how things work, but find abstract theo- ries uninteresting unless they can be applied easily. They often serve as problem solvers. They are quiet and reserved, interested in how and why things work. Preferences of Solvers • Do not avoid problems • Uncomplicated in their desires • Loyal to their equals and their own values • Do not worry about laws and rules when these stand in the way of accomplishing something • Distant and analytical • Excel in finding solutions to practical problems How do others see Solvers? Solvers think that all human beings should be treated equally, they tolerate the most diverse styles of behaviour. They do have clear basic principles and can be determined to defend them. Solvers can easily adept their behaviour when this helps them solve a problem or situation. Sometimes others have a hard time understanding this behaviour. Others see Solvers as: • Compliant • Focused on action • Prepared to take risks • Independent • Determined Pitfalls & Points of Development When Solvers find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Focus too much on a solution, which results in them losing track of the consequences of their actions • Overlook the emotional needs of others • Pay too little attention to the consequences of their decisions for others • Become cynical when they disagree with a solution INTP - Strategist trategists are independent problem solvers. They are good at giving a concise analysis of an idea or situation. They prefer working on a pro- blem or situation independently. Strategists can be very enthusiastic about theories and ideas. They are extremely driven to convert theories into understan- dable language. They highly appreciate knowledge, skill and logic. Strategists challenge themselves and others to think up new logical approaches. Preferences of Strategists: • Logical, original and creative thinkers • Unbiased and independent • Are curious about new theories • Easily see contradictions • Dislike routine tasks • Easily see contradictions and illogical things How do others see Strategists? Strategists are quiet when conversing with others and remain impartial. Subjects that fascinate them, or that they are experts in, will be common conver- sation topics for them. In the workplace, they are more interested in coming up with solutions than practically executing them. They like the exact truth, but sometimes they explain things in quite a complex way, which can give others a hard time understanding it. Others see Strategists as: • Quiet • Self-controlled • Independent • Self-sufficient • Logical Pitfalls & Points of Development When Strategists find themselves in an environ- ment where their traits and talents are not useful, there is a possibility they will: • Have trouble bringing their ideas to practice • Seclude themselve and postpone things • Become insensitive to other people’s need for information • Be unpractical and overlook details ESTJ- Decision maker ecision makers like organising projects, operations and procedures. They are often traditional and organised. They like leading people and enjoy finishing projects. They live according to a set of guidelines and norms; they will systemati- cally endeavour to stick to them and expect others to do the same. They like competent people and ef- ficient procedures, and they will show appreciation for them. Decision makers are great team players, as long as the other team members stick to their deadlines and tasks. Preferences of Decision makers: • Not interested in theories or abstraction unless they see the use of it • Have a clear vision of how things should be • Loyal and hard workers • Like to call the shots • Skilful in organizing and running activities • Appreciate stability and a peaceful existence How do others see Decision makers? Decision makers are often seen as people who like bringing things to a successful conclusion. Others count on Decision makers to come up with sys- tems, plans and procedures, and to take decisions if needed. Decision makers are bright and clear communicators, so others quickly know where they stand. They can be quite social and like to associate with other people. Others see Decision makers as: • People who are conscientious • Reliable • Confident • Focused Pitfalls & Points of Development When Decision Makers find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Make rash decisions without studying the ne- cessary information • Act strict and consequent • Be impatient with confusion or with people who act inefficiently • Only have an eye for things that give a direct result • Focus too much on logic and too little on emoti- ons and feelings of people ENTJ- Leader eaders are often strategic visionaries and are good at planning their tasks. They are decisive and feel the need to steer people and organise situ- ations. They easily develop a concept or idea and are good at growing these into a comprehensive strategy for an organisation. They are often asser- tive and open-hearted, and they are naturally driven to leadership. They like order and continuity, which makes them feel more comfortable in environments where work plays an important role and where the rules are clear. Preferences of Leaders: • Excellent skills to understand difficult organiza- tional problems • Strongly focused on coming up with effective solutions • Are normally very good at speaking in public • Believe knowledge and skill are important • They usually have little patience for ineffici- ency and disorganisation How do others see Leaders? Leaders are recognisable in groups by their honesty and direct approach. They like to tackle difficulties as fast as they can. They treat everyone as equals. They are not always warm, but they are always honest. They like a stimulating relationship with other people and extract energy from it. They often challenge the opinions and actions of others and expect them to defend their views. Others see leaders as: • Decisive • Assertive • Honest • Direct • Confident Pitfalls & Points of Development When Leaders find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Overlook other people’s need for compliments and validations • Become overly critical • Overlook details and facts • Run a schedule that is too tight and forget to take in account the consequences for other people • Take decisions that are too one-sided without consulting others ISFP- Peacemaker eacemakers live in the present and enjoy peace. They take their time to experience every second of their life. They like the freedom to go their own way, to have their own space and to set their own schedule. Peacemakers can be sensitive to trends and are often more aware of the newest styles than other types. Many Peacemakers have an artistic talent and occupy themselves with decorating, designing and painting. They dislike conflict and do not like participating in events that can easily evoke tension. Preferences of Peacemakers: • Timid, serious, sensitive and kind • Loyal and faithful • Not interested in leading or controlling others • Flexible • Highly original and creative • Enjoy the present moment How do others see Peacemakers? Peacemakers adapt easily. They are flexible unless something that is important to them is being thre- atened. They care a lot about other people, expres- sing this more through their actions and helpfulness than through their words. They feel a stronger urge to observe and support than to organise. They dislike dominating others. They sometimes feel the urge to avoid making decisions and tend to unde- restimate their own achievements. Others see Peacemakers as: • Skilful • Representative • Flexible • People with a good sense of humour • Creative • Helpful Pitfalls & Points of Development When Peacemakers find themselves in an environ- ment where their traits and talents are not useful, there is a possibility they will: • Reject or mock logical systems • Feel too overwhelmed to progress through com- plex matters • Overlook the broad context of a decision • Work less carefully and leave certain things unfinished INFP- Idealist dealists have a strong commitment to their values and ideals. They like engaging in activities that contribute to these values, and are focused on both their own growth and the growth of others. They enjoy sharing their values and ideals with the people around them. They are often interested in serving humanity. They are flexible and relaxed, as long as their treasured values are not endangered. Idealists like thinking and talking about possibi- lities to change things for the better in the future. They often have a lot of energy and are deeply committed to projects they find important. Preferences of Idealists: • Quiet • Reflective • Idealistic • Loyal • Mentally quick, often seeing new possibilities • Interested in understanding and helping people • Faithful to their own ideas How do others see Idealists? Idealists dislike environments where a lot of rigid structure and rules are enforced; they prefer wor- king on their own. They can adapt well to others, but only if it does not conflict with their values. They do not easily express their deepest convic- tions or feelings, which can make them appear reserved. They value deep and sincere relations- hips, and they appreciate people who take the time to truly understand their values. How do others see Idealists? • Sensitive • Independent • Original • Friendly • Sometimes hard to understand • Flexible • Complex Pitfalls & Points of Development When Idealists find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Have a hard time expressing themselves ver- bally • Withdraw from other people and rarely inter- actReject logical points of view • Become impractical • Share too little information with others ESFJ - Service provider ervice Providers (ESFJ) are dedicated to being of service. Of all the personality types, they are the most social, and their core trait is providing for the needs of those around them. This applies at work, with family, acquaintances or friends. They feel encouraged by the approval of others and hurt by indifference or unfriendliness. They feel un- comfortable in conflict situations and tense envi- ronments, and will do everything they can to avoid them. They feel a strong urge to prioritise the needs of others.. Preferences of Service providers: • Kind-hearted, popular and conscientious • Strong sense of responsibility and duty • Appreciate traditions and safety • Need positive validation to feel good about themselves • Well-developed awareness of their physical sur- roundings How do others see Service providers? Service Providers feel most comfortable in structu- red situations and like creating order, structure and plans. They prefer doing everything the traditional and accepted way. To maintain harmony, Service Providers will act compliantly and will sometimes avoid conflict. They have strong values and norms that they can express quite obviously when they find it necessary. Service Providers place a high value on family and social relationships.. Others see Service Providers as: • Practical • Down-to-earth • Determined • Consistent • Customer friendly • Flexible Pitfalls & Points of Development When Service Providers find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Feel hurt by indifference and conflict • Doubt themselves and feel overly responsible for others • Worry and feel guilty about things outside their control • Become nosy in their pursuit to help others. • Support people unconditionally ENFJ – Coach oaches (ENFJ) understand people, care for them and have a special quality that brings out the best in others. They offer care and support, making sure everybody is having a good time. They are completely focused on understanding, suppor- ting and encouraging others. A Coach enjoys being the centre of attention, where they inspire and lead people. They look for the good in others and bring out their full potential. They value harmony and cooperation. Preferences of Coaches • Great people skills • Extravert, with genuine interests in how others think and feel • Usually dislike being alone • They observe everything from a human per- spective • Extremely effective in dealing with private mat- ters How do others see Coaches? Coaches are deeply interested in people. They listen to others but also have strong, expressive opinions of their own. They get energised by conversing with other people and are highly social. They prefer an organised life and try to resolve any ambiguities or tensions with others as quickly as possible. Others see Coaches as: • Social • Sympathetic • Compassionate • Convincing • Someone who is aware of others Pitfalls & Points of Development When Service Providers find themselves in an environment where their traits and talents are not practical, there is a possibility they will: • Worry and feels guilty • Become too pushy in their pursuit of harmony • Pay little attention to a logical approach • Overlook details • Not accept that they have a problem with peo- ple they care about To remember about Types The 16 types are not static boxes. Your four-letter type is more than a mere combination of letters; it is the interaction of your preferences. The Jung Types highlight your preferences, but they tell you nothing about your intelligence or skills. Therefore, your type does not determine how capable you are at a certain task. There are no good or bad types, and there are no fa- vourable or unfavourable combinations of types at work or in relationships. Every type and every indi- vidual has their own special talent. Every person is unique. Consequently, every ESTJ is different, and so is every ISTP. Everybody uses all of the preferences at some point—meaning both sides of every dimension. Your type simply consists of the sides that you naturally prefer. You are the one who can decide most accurately which type fits you best. Your type does not pro- vide an explanation for everything; an individual’s personality is far more complex than that. Application of the Jung Types: In organisations, the Jung Types are used for many purposes. They are excellent instruments for stimu- lating self-knowledge and personal development. They can also be used to: • Improve communication • Solve problems • Accelerate decision-making • Deal with stress and work pressure more accu- rately. • Teambuilding • Facilitate training • Support management development • Construct cohesive teams Type instruments, such as The Bridge Personality, are the most commonly used personality question- naires in companies and other organisations. In fact, 90% of the top 100 stock-market-listed or- ganisations use a type instrument. It constitutes a widely accepted method for determining behaviou- ral preferences. Much is known and written about Types. For further application of Types, we recommend the following literature: • The Bridge Personality: application in teams • The Bridge Personality: the book for sales Jung Types at work he Jung Types represent the behavioural prefe- rences that cost the least amount of energy. The theory makes no estimation about the suitability of a person for a specific kind of task, nor does it say anything about their intelligence or skills. It is for this reason that using Jung Types during a recruit- ment or selection procedure is highly discouraged. People can develop certain skills regardless of their Jung type. However, we can predict the typical behaviour that these types will display on the work floor, regardless of their job description. Employees with a preference for Extraversion like action and variety, and they love conversing with people. They learn new things by talking and doing. They are interested in how others do their work and remain highly focused on external collaboration. Employees with a preference for Introversion focus on peace and quiet at work, as this allows them to concentrate properly. They learn new skills by rea- ding and thinking things over. They enjoy working alone and prefer developing ideas through reflec- tion rather than through discussion. Employees with a preference for Sensing focus on things that are part of everyday life. They take a realistic and practical approach. In their work, they base their conclusions on carefully collected facts. They believe experience is important and always try to learn from it. Employees with a preference for Intuition draw upon their inspiration or gut feeling in their work. They try to see the connections between multi- ple tasks and remain focused on the future. They believe change is important and will try to come up with new approaches, often being highly creative in the process. Employees with a preference for Thinking work task-orientated. They focus on causes and con- sequences, they use logical analyses. They like honesty and respect between co-workers. They are determined, critical when it is necessary and work with principles. Employees with a preference for Feeling are peo- ple-focused. They focus on human values and the feelings of their co-workers. They value harmony, offering support and empathy to the people around them. Employees with a preference for Judging like working with clear structures and enjoy organising. They prefer fixed routines and making firm decisi- ons. They aim to finish their projects on time and consistently meet their deadlines. Employees with a preference for Perceiving like to work flexibly and keep their options open. This leaves room for adaptability, which is why they may postpone final decisions at work. They try not to let themselves be restricted by rigid plans and procedures. Jung types en professions t is not recommended to use The 16 Jung Types for selecting personnel. However, there is a clear pattern regarding the kinds of professions different types prefer to pursue. The combination of Sensing and Intuition (S or N) with Thinking and Feeling (T or F) often determi- nes professional preference: ST Preferences People with an ST preference are focused on facts and objective analysis. They are practical and ana- lytical, which is why they often choose a profession that reflects their interest in technical skills, physi- cal objects, or concrete data. Professions Applied sciences, Business services, Adminis- tration, Banking, Law Enforcement, Production, Construction. SF Preferences People with an SF preference combine a focus on facts with personal warmth and a desire to take care of others. They are often compassionate and friendly, which is why they tend to choose a profes- sion where their interest in practical aid and service is required. Professions Healthcare, Civil Service, Education, Hospitality and services, Sales. NF Preferences People with an NF preference are focused on pos- sibilities and nurturing the potential of others. They are often insightful and enthusiastic, meaning they frequently choose a profession where understan- ding and encouraging people is essential. Professions Human resources, Education, Research, Literature, Healthcare, Arts & Music. NT Preferences People with an NT preference focus on possibili- ties, theoretical concepts, and systems. They are inherently logical and analytical, which is why they regularly choose a profession that involves theoreti- cal and logical structures. Professions Exact sciences, Research, Management, ICT, Law, Engineering. Bridge Competencies esides providing an overview of personality dimensions and types, The Bridge Personality also provides a score on the eight most common competencies in the business world and the civil service. The assessment system has been set up in such a way that other competencies can be included in the report upon request. The competencies in The Bridge Personality relate strictly to the perso- nality component of a competency—not to compo- nents like IQ, skills or motivation. As an example: the score on the competency Relationship manage- ment is calculated by using the scores on the Bridge dimensions: Networking, Sociable, Socially bold and Considerate. Supporting others To what extent is someone focused on supporting other people? This competency is measured by combining the scores on the dimensions Coopera- tive, Helpful, Considerate and Coaching. Managing How skilled is someone at management? This com- petency is measured by combining the scores on the dimensions Decisive, Guiding, Coaching and Socially bold. Achieving goals To what extent is a person goal-oriented? This competency is measured by combining the scores on the dimensions Shows initiative, Career-oriented and Result-oriented. Adapting to change To what extent is a person able to adapt to chan- ges? This competency is measured using the scores on the dimensions Positive attitude, Focused on change and Open to feedback. Communication focused To what extent is a person focused on communica- tion? This competency is measured by combining the scores on the dimensions Networking, Sociable, Open to feedback and Cooperative. Innovating To what extent is a person focused on innovation? This competency is measured by combining the scores on the dimensions Creative, Strategic, Focu- sed on change and Shows initiative. Inspiring others How well can someone inspire other people? This competency is measured by combining the scores on the dimensions Convincing, Socially Bold and Guiding. Relationship management How good is someone at managing relationships? This competency is measured by combining the scores on the dimensions Networking, Sociable, Socially self-confident and Considerate. Customized Competency Reports The Bridge Personality offers a range of tailored reports for different roles and industries. In addition to the standard personality report, you can choose specialized reports for managers, sales professio- nals, legal professionals, finance, customer service, and more. We can also create fully customized reports for your organization. Simply provide the eight competencies that are most important for the role, and we will develop a report that measures and reports on those competencies, giving you insights that match your recruitment and develop- ment needs. he 4-colour personality model is a simple and accessible framework that provides insight into ourselves and others. Everyone has all four colours within them; it is the combination of these four colours that makes us unique. The four colours refer to beha- vioural traits that we tend to show most naturally or easily: Blue: Unbiased, objective, reserved, analytical, ac- curate, detail-oriented. Green: Quiet, calm, soothing, caring, relationship- oriented, harmonious, relaxed, supportive. Yellow: Cheerful, uplifting, spirited, lively, dyna- mic, enthusiastic, visionary, expressive. Red: Positive, decisive, sharp, assertive, action- oriented, demanding, determined, goal-focused, strong-willed. The scores on the four colours are calculated based on your responses during The Bridge Personality assessment. We all use these colours to a greater or lesser extent, but there is always a dominant colour. The order and intensity of our colour usage deter- mine our preferred behavior. Your preference for a particular colour reflects the way of thinking, working, and communicating that feels most natural to you. Everyone has a preference for all four colours to some extent, but there is always a dominant colour. At the same time, you are never just one colour. Your behaviour can shift depending on how you feel. For example, on a day when you are under pressure or not feeling at your best, you may rely more on a different colour or set of traits. Your environment also plays a role. It is quite common for people to show a different colour preference at work than they do at home. Your scores in the 4-colour model are calculated using both normative and ipsative measurement methods, providing a more complete and reliable picture of your behaviour. Normative (consciously chosen) preferences reflect a combination of who you are, who you would like to be, and how you believe others see you. These preferences are more deliberate and influ- enced by context and expectations. Ipsative (less conscious) preferences describe your more automatic and instinctive behaviour. They show how you tend to act when you are not actively thinking about how you come across to others. Scores above 3 indicate colours that you can use naturally and with relatively little effort. Colours with scores below 3 are still part of your profile, but using them typically requi- res more energy and conscious attention. The 4-Colour model Green 66,67% Red 61,67% Blue 71,67% Yellow 68,33% 3.7 4.1 4.3 Green Red 65,00% 58,33% Blue 71,67% Yellow 60,00% 3,9 3,5 3,6 4,3 Normative (intentional) preference Ipsative (less intentional) preference The 4-Colour wheel By linking the Thinking and Feeling preferences with Extraversion and Introversion, eight preferen- ce types are formed in the colour wheel. Next, three rings are added. The 4 colours, 8 main types, and 24 subtypes result in 72 positions in the co- lour wheel. All types and positions are shown below. Each subtype has a unique order of colours on which the preferred behaviour of that type is based. The distribution across the rings relates to the relative focus or spread of the first three preferred colours. ● Inner ring – three colours above score 3 ● Middle ring – two colours above score 3 ● Outer ring – one colour above score 3 It is also possible to occupy more than one position in the wheel, meaning your conscious (normative) and less conscious (ipsative) preferences differ. It is not possible to have a preference for all four colours. There is always at least one colour that is relatively more difficult for you. However, this colour is still accessible, although using it effectively depends on the situation and may require more effort. FEELING IO IO THINKING HELPER IN IR REFORMER .2 .2 .2 1.23 1.24 1.1 .2 .8 .9 .1 1.11 1.12 1.13 .1 .2 .2 .22 2.23 2.24 2.1 .2 .8 .9 .1 2.11 2.12 2.13 .1 .2 . 2 .2 3.23 3.24 3.1 .2 .8 .9 .1 3.11 3.12 3.13 .1 Figure 3: The 4-colour wheel with the 8 main types and 24 subtypes, resulting in 72 positions The 4-Colour model By linking the Thinking and Feeling preferences with Extraversion and Introversion, eight preferen- ce types are formed in the colour wheel. Next, three rings are added, resulting in a total of 72 positions. The combination of colour preferences determines an individual’s position in the wheel. The colour wheel explicitly distinguishes between a person’s conscious, self-reported preference (nor- mative) and their less conscious, more automatic preference (ipsative). In some cases, these positions coincide, but in many cases they differ. This diffe- rence provides valuable insight into how someone sees themselves versus how they tend to behave more naturally and routinely. Please note: If you have a high normative–ipsative alignment in your Bridge Personality report, your normative (conscious) and ipsative (less conscious) positions are close to each other in the 4-colour wheel. If your normative and ipsative scores are identical, you will appear in exactly the same position in the wheel. In that case, how you see yourself and how you naturally behave are strongly aligned. In the example below, the conscious position (normative) is 2.13: Connecting Mediator, while the less conscious position (ipsative) is 2.17: Con- necting Planner. Het Bridge Colour-wiel oor de voorkeuren Thinking en Feeling te ver- binden met Extraversie en Introversie ontstaan acht voorkeurstypen in het kleurenwiel. Vervolgens worden er drie ringen aangebracht, zodat uiteindelijk 72 posities ontstaan. De combinatie van de kleurenvoorkeuren bepaalt de positie in het kleurwiel. In het kleurenwiel worden zowel de bewuste positie (normatief) als de minder bewuste positie (ipsatief) weergeven. Het komt voor dat deze posities hetzelf- de zijn, maar vaak zullen ze verschillen. HELPER IN IR REFORMER FEELING IO IO THINKING .2 .2 .2 1.23 1.24 1.1 .2 .8 .9 .1 1.11 1.12 1.13 .1 .2 . 2 .2 3.23 3.24 3.1 .2 .8 .9 .1 3.11 3.12 3.13 .1 .2 .2 .2 2.23 2.24 2.1 .2 .8 .9 .1 2.11 2.12 2.13 2.1 0.5 4.5 5.5 3.5 0.5 4.5 5.5 3.5 N= I= Figuur 4: Het Bridge Colour-wiel met de bewuste positie (normatief) en de minder bewuste positie (ipsatief) Let op: Heb je een hoge normatief-ipsatief overeen- komst in je Bridge Personality rapport? Dan liggen je normatieve (bewuste) en ipsatieve (minder bewuste) posities dicht bij elkaar in het Bridge Colour-wiel. In het onderstaande voorbeeld is de bewuste positie (normatief) 2.13: Verbindende medi- ator en de minder bewuste positie (ipsatief) is 2.17: Verbindende planner Figure 4: The 4-Colour wheel showing the conscious position (normative) and the less conscious position (ipsative) Reliable and careful, focused on quality and ser- vice. Objective in approach, listens critically, and makes well-considered decisions. Formal in com- munication, somewhat reserved, and fact-based, with strong attention to detail. Prefers to see evi- dence before forming conclusions. On a good day: • careful • accurate • analytical • detail-oriented • objective On a bad day: • overly critical • indecisive • suspicious • cold • distant General: Prefers structure, organization, and a formal way of working. Works in a thoughtful and objective manner. Strong in organizing and planning, with a clear focus on tasks and results. Primary driver: Perfection How to work effectively with Blue: • Take a calm and measured approach, avoid being too direct • Communicate in a formal and structured way • Be well prepared • Do not overlook details, facts, numbers, or pricing • Make sure your statements are well supported • Demonstrate strong product knowledge • Ask thoughtful, probing questions to uncover concerns • Offer logical and well-reasoned alternatives Personality Colour: blue Causes of stress: • Lack of information, structure, and logic • Poor-quality work • Wasted time or rushed work Signs of stress: • Becomes questioning and cautious • Overly critical about details • Distant, withdrawn, and easily irritated Stress remedy: • Ask for their feedback on how to move forward • Provide both practical information and emotio- nal support • Go back to the beginning and analyze the situa- tion more carefully Personality Colour: red Confident and comfortable with confrontation, strongly results-driven, and quick to make decisi- ons. A strong negotiator who is assertive, some- times impatient, and focused on getting straight to the point. Willing to take risks. On a good day: • decisive • demanding • determined • strong-willed • goal-oriented On a bad day: • aggressive • controlling • pushy • dominant • intolerant General: • Prefers to stay busy and works in a structured, efficient, and formal way. Acts based on logic and facts • Highly focused on results and responds quickly and effectively • Primary driver: Success How to work effectively with Red: • Be direct and confident • Avoid unnecessary talk or hesitation • Focus on facts, not emotions • Present clear options and their likelihood of success • Be well organized and fact-based • Stay alert to impatience • Match their pace • Respond to resistance with thoughtful, reflec- tive questions • Provide clear alternatives Causes of stress: • Lack of focus • Indecisiveness • Loss of control Signs of stress: • Becomes aggressive • Impatient • Irritated and demanding Stress remedy: • Ensure quick action • Make decisions or take a time-out • Give them control and ownership Personality Colour: yellow Enthusiastic, prefers talking over listening, sensi- tive to trends and image, makes decisions based on feelings, trusting by nature, usually positive and optimistic, works at a high pace, open to new ideas, and focused on experiences. On a good day: • dynamic • enthusiastic • persuasive • expressive • visionary On a bad day: • overexcited • chaotic • indiscreet • showy • impulsive General: • Likes to come across as motivating, warm, in- novative, and friendly. Enjoys combining this with action and entertainment • Has a wide range of interests and is good at motivating and persuading others • Drive: Enjoyment Working with Yellow: • Be friendly and sociable, even if it takes effort • Talk about them • Show genuine interest in them • Be clear and direct • Focus on the future • Focus on future opportunities • Tell anecdotes and stories • Avoid too many details • Give them the opportunity to express themsel- ves through your questions • Use sales triggers and make special offers Causes of stress: • Restrictions on flexibility • Lack of interaction or enjoyment • Personal rejection Signs of stress: • Oversensitivity • Comes across as stubborn • Easily offended Remedies for stress: • Provide room for freedom and movement • Help them save face • Redirect attention to something else Personality Colour: green Has a friendly presence, is a good listener, service- oriented, tends to postpone decision-making, mo- dest, attentive, cooperative, sensitive to the feelings of others, observant, and reflective. On a good day: • caring • relationship-oriented • harmonious • relaxed • patient On a bad day: • compliant • passive • slow • dependent General: • Likes to come across as warm, approachable, relaxed, friendly, and informal. Values depth and harmony • Norms and values are very important. Is a good listener • Drive: Harmony How to communicate with Green • Speak slowly • Be open • Take it easy • Show that you genuinely care • Show personal interest • Ask for them opinion • Listen carefully • Ask for feedback • Do not push, carefully explore any concerns • Explain what they personally will gain from it • Ask kindly and carefully for their commitment Causes of stress: • Unfriendly or impersonal treatment • Violation of norms and values • Interruptions or time pressure Signs of stress: • Becomes quiet, withdrawn, or appears hurt • Critical, distant, or resistant • Stubborn and overly cautious Remedy for stress: • Personal contact to rebuild trust • Show understanding and sincerity • Put the task aside for a moment Team Report The Bridge Personality team report uses the Jung Types and colour preferences of team members. How do you create a team report for your team? Step 1: Have all team members complete The Bridge Personality. Step 2: Generate the Bridge Personality Big Five + 16 Jung Type + 4-colour report for each team member. Step 3: Create the team in your Bridge Assessment account or ask a TestGroup employee to do this for you. Creating the team report takes approximately 5 minutes. Step 4: The Bridge Personality team report is ready to use. Make sure that all team members have access to their individual Big Five + 16 Jung Type + 4-colour report so they can properly understand their own Jung Type and colour preferences. The team report applies information from The Bridge Personality to teams. The Bridge Persona- lity team report was developed by TestGroup and is based on Carl Jung’s theory of psychological types. The results of this report help each team member better understand how their team works. Understan- ding personality types can also improve the quality of interaction between team members. The purpose of the team report is to use The Bridge Personality to help all team members identify the team’s strengths, possible challenges, and ways to improve performance. The Bridge Personality team report describes teams in two ways. Based on the 16 Jung Types, the over- all team type is calculated. The Jung Team Type helps you understand the level of similarity within the team, the strengths and weaknesses of the entire team, the team’s problem-solving style, and the likelihood of conflicts. Based on the colour preferences of the team mem- bers, the Bridge Personality team wheel is created. This team wheel helps team members make even better use of each other’s qualities while also taking individual preferences into account. The team report can help your team and yourself to: ● Identify and minimise possible blind spots; ● Determine the strengths and possible pitfalls of your team; ● Improve problem-solving skills within the team; ● Improve communication and conflict manage- ment within the team; ● Develop a plan to improve the performance of both the team and individual team members. A team that works well together achieves more and delivers better results than a group of people wor- king independently as individuals. Would you like to do an enjoyable exercise with your team? Then order the Bridge Colour cards. These come in a practical box containing 40 cards (10 cards for each colour). These card sets can be ordered from TestGroup. See also the exercise on page 50 of this booklet. Team report - Team Type By gaining insight into the Jung Type of a team, it becomes possible to improve communication and collaboration within the team. This can help the team perform more effectively. The Jung Team Type is calculated by combining the Jung Types of all team members. The table below shows an example of the Jung Types of individuals within a team, as well as the resulting Jung Team Type. The Jung Types that occur most frequently within the team determine the Jung Team Type. By under- standing your own Jung Type and recognizing the Jung Types of your teammates, you can improve teamwork and collaboration. Working successfully as a team requires ongoing attention and effort. You can improve team collaboration and perfor- mance by following the action points outlined in the team report. Understanding your own Jung Type and the Jung Team Type is an important first step in your team’s development. Calculating the Team Type: The Team Type table below shows the Jung Types of 18 team members. When the preferences are ad- ded together, 10 team members show a preference for Introversion, 11 for Sensing, 9 for Feeling, and 14 for Perceiving. Based on these results, the team type is: ISFP - Peace maker. Figure 5: The Team Type Table showing the combined preferences of the 14 team members on the right-hand side. Team Report - Exercise Exercise 1: Determining Your Colour For this exercise, you will need the Bridge Per- sonality Colour Cards. These are supplied in a convenient box containing 40 cards (10 cards of each colour). This allows you to conduct the exer- cise with teams of up to 10 participants. For larger teams, two boxes are required. These card sets can be ordered from TestGroup. Exercise: 1. Take 3 cards from each colour. 2. Keep the cards that describe you well. 3. Give cards to others when you recognize them in the description. 4. Exchange cards with others who have cards that describe you well. 5. Important: Do not give away cards that have already been given to you. Exercise 2: Communication by Colour During this exercise, the team is divided into four colour groups. Team members join the group that matches their dominant colour. Each group discusses: 1. How others can communicate effectively with them. 2. How others should not communicate with them. Write the outcomes on a flip chart and present them to the rest of the team. GREEN Quiet, calm, reassuring, caring, relationship-oriented, harmonious, relaxed, considerate. personality RED Positive, decisive, sharp, assertive, action-oriented, demanding, results-driven, determined, strong-willed. personality YELLOW Cheerful, upbeat, lively, optimistic, dynamic, enthusiastic, visionary, expressive. personality BLUE Unbiased, objective, detached, analytical, accurate, detail-oriented. personality Team Report - Team Wheel ased on the colour preferences measured by The Bridge Personality, the Team Wheel is created. The Team Wheel displays the wheel posi- tions of all individual team members. It shows the unique contribution each colour preference brings to the team and provides a framework for discus- sing team strengths and limitations in a neutral and constructive way. This helps teams better under- stand differences, address challenges, and resolve conflicts more effectively. The information provided by the Team Wheel is a useful first step in analysing a team, but it can be enriched with additional information about the indi- vidual team members. This creates a more nuanced and accurate understanding of the team’s dynamics. An effective team consists of people with different colour preferences, which means that all colours are equally valuable and important. Understanding your own colour and the colours of your colleagues helps explain differences in behaviour, improves mutual un- derstanding, and supports more effective collaboration. Figure 6: The Bridge Colour Team Wheel showing the names of the team members. Teams: Colours Team: Yellow A yellow team has a flexible and social nature. • Works together to find solutions • Engages in open dialogue • Learns and develops as a team • Responds quickly to external input • Implements changes needed to overcome obstacles Team: Blue A blue team has a preference for order, structure, logical thinking, and organization. • Wants clearly defined roles • Values roles that are interconnected and mutually dependent • Seeks the right combination of knowledge and experience • Prefers a clear decision-making process • Uses systems and processes to monitor progress Team: Red A red team is focused on achieving results. • Demonstrates a clear sense of direction • Knows its vision and goals • Maintains focus on desired outcomes • Takes action on the right priorities • Can be held accountable for commitments and results Team: Green A green team values support, appreciation, and con- nection. • Builds a high level of trust • Encourages strong engagement and motivation • Has the willingness and ability to engage in challenging discussions • Maintains cohesion under pressure • Creates a genuine sense of care and support for others GEEL OBJEC TIVE ANALYTICAL STRUC TURE CAUTIOUS ACCURATE DETAILS personality BLUE FORMAL YELLOW CHEERFUL SOCIABLE DYNAMICFLEXBILE ENTHUSIASTIC EXPRESSIVE INSPIRING PERSUASIVE personality COMPETITIVE BOLD ASSERTIVE DETERMINED FOCUS ON GOALS EFFICIENT personality RED PURPOSEFULACTION-ORIENTED CARING SHARING PATIENT ENCOURAGING RELAXED SUPPORTIVE personality GREEN HELPFULLOYAL