KNOWN TO SELF KNOWN TO OTHERS

BEHAVIORS ABILITIES
KNOWN
Frequently noticed Observable by others;
TO
by others; sometimes
OTHERS Taken for granted by self. unknown to self

UNKNOWN
VALUES CORE NEEDS
TO
OTHERS Often consciously Often invisible to
known to self & self & others
sometimes inferred
by others

CORE NEEDS: Targeting the core needs of an individual provides keys to motivation, increased productivity and
personal satisfaction. When a person’s core needs are not met, the person often reports dissatisfaction or severe stress.
VALUES: Indicates what one considers worthwhile. They tell us what is likely to draw an individual’s attention and
capture their energy. Values indicate those things which are of vital importance in getting core needs met.
ABILITIES: Evidenced in a cluster of favored roles and skills. No one person is likely to be expert in all abilities stated in
the abilities circle. Propensity, opportunity and practice vary among individuals. When the environment provides a person
with opportunities to engage in one’s favorite roles and skills, the person is energized and experiences high self-esteem.
BEHAVIORS: This presents a cluster of behaviors frequently engaged in by persons of this temperment. Again, no one
person is likely to manifest all behaviors listed, but a person of this temperament will be likely to show most of them.
Keirseyan BEHAVIORS
Temperaments Relationship Centered IDEALIST - NF

Creating Global
Harmony ABILITIES - Roles Language

Mentor or Advocate or
Proponent
Spiritual Foreseer VALUES Metaphors

Romantic
Catalyst
Idealist
Personal NEEDS Ethics &
Relationships Morality
Meaning &
Diplomacy Significance Facilitate
Warm- Credulous
Hearted Unity Unique Identity Authenticity

Reveal
Interpretation Idealized &
Cooperative
Interaction Meaningful Words
Involved Self-Actualization Imagining
Integrative
Counsel
Thinker
Praising ABILITIES - Skills Emphatic

Impressionistic Inspiring

Future Orientation
Words that fit Rational
• Justice
• Concentrating
• Hair-splitting
• Self-organizing
• Seek ultimate truth
• Hate redundancy
• Unimpressed with titles
• Escalate own standards
• Nothing is ever perfect enough
• Work at “play” and live in work
 IDEALIST – (NF) GUARDIANS – (SJ)

iNtuitive Feeling Temperaments Sensing Judging

Empathic Relationships Duty

Useful
Human Potential
Meaning & Significance Service
iNtuitive Thinking Sensing Perceiving
Security
Becoming One’s True Self
Knowledge Now!
Conserve
Ethics
Understanding Impulse
Stabilizer
Catalyst
Insight Aesthetics
Membership
Unity
Competence Action
Preservation
Imagine
Concepts Variation
Responsibility
Authenticity
Ideas Impact
Integrity Roles
Strategy Skillful Performance
Tradition
Growth
Logic Spontaneity
Design What’s next?
Categorize Tactics
Why? Troubleshoot

RATIONAL – (NT) ARTISAN – (SP)

Communication Clues
Talk About

IDEALISTS GUARDIANS RATIONALS ARTISANS

Relationships Duties Ideas/Theories Actions/Activities
Ideals What they have Strategies Tools
done
Making the Possibilities Luck, chance,
world a better A concern or odds
How things or
place worry
systems work How things work
Meaning of life Operating
Rationales, Risk/Excitement
procedures
Significance of laws, principles
What’s
events Real events
Things outside happening now
The future The past of a time frame or in the near
future
 Temperament and Time
GUARDIAN- SJ’s
ISTJ, ISFJ, ESTJ, ESFJ

ASSETS LIABILITIES
Find organization easy May be rigid about
schedules
Are grounded in what is
real May dislike waiting for
others
Provide realistic time
frames May find it hard to relax
Communication through the Temperament Lens

NF SJ
IS IT GOOD IS IT
ECONOMICAL &
FOR
CUSTOMARY?
PEOPLE?

NT SP
WHAT ARE THE WILL IT
LONG RANGE WORK?
CONSEQUENCES?
Cited Works
Data contained in this presentation is revised from
the works of:
• Linda V. Berens, Ph.D. & Alice M. Fairhurst, M.S. and The
Teacher Center © 1993
• Linda V. Berens, Ph.D. & Alice M. Fairhurst, M.S. © 1992
• Temperament Research Institute © 1992
• Temperament and Type Dynamics – The Facilitator’s Guide ©
1995 Temperament Research Institute
• Please Understand Me © 1978 (Prometheus Nemesis Book
Company)David Keirsey and Marily Bates
• Using the Myers-Briggs Type Indicator for Organizations © 1985
Sandra Hirsh