##Character and Personality in Psychology
##From a psychological point of view, character is completely different from personality. Although psychologists have many different views on the psychological meaning of personality, in the usual sense It refers to a person’s relatively stable psychological characteristics and behavioral tendencies. The meaning of personality we talk about in daily communication actually refers to the concept of personality in psychology. Personality is what Chinese people usually understand. Because of this, some researchers advocate translating Personality in psychology into “character” in order to avoid confusion in understanding gravity. Therefore, personality test is a personality test, or personality measurement. This article will give a brief introduction to commonly used professional personality tests, and includes a free online assessment address.
##1. Cattell 16 Personality Factors Scale
##Cattell 16 Personality Factors Scale (Catell) tell 16 Personality Factor Questionnaire), Referred to as 16PF. Prepared by Professor RB Catell from the Institute of Personality and Ability at Illinois State University. Cattell used factor analysis to develop the test, which is a self-report scale based on his theory of personality traits. Cattell believes that the reason why human behavior is consistent and regular is because everyone has root traits. In human resource management, 16PF can predict the candidate’s job stability, work efficiency and stress tolerance. It can be widely used in all aspects of psychological consultation, personnel selection and career guidance, providing a reference for personal psychological quality for personnel decision-making and human resources diagnosis. Cattell used systematic observation method, scientific experiment method and factor analysis method. After 20 to 30 years of research, he identified 16 personality traits and compiled a test scale accordingly. The 16 personality factors are independent, and each factor has minimal correlation with other factors. Different combinations of these factors make up a person’s unique personality that differs from others.
The names and symbols of these factors are as follows: - [Factor A gregariousness] High scorers Performance: Outgoing, enthusiastic, and gregarious; low score Those with high scores behave: silent, lonely, introverted - [Factor B Intelligence] High scorers behave: smart and knowledgeable; those with low scores behave: slow and have little knowledge - [Factor C Stability] High scorers behave: emotionally stable and mature ; Low scorers’ performance: emotional instability - [Factor E: Strongness] High scorers’ performance: strong, stubborn, dominant and aggressive; low scorers’ performance: humble and submissive - [Factor F: Excitability] High scorers’ performance: relaxed and excited , carefree and indulgent; low scorers show: seriousness, prudence, taciturn - [Factor G has perseverance] High scorers show: persistent responsibility, conscience; low scorers show: expediency, perfunctory, poor principle - [Factor H dare to act] high The performance of high scorers: adventurous, few scruples, and strong initiative; the performance of low scorers: shy, timid, retreat - [Factor I Sensitivity] The performance of high scorers: careful, sensitive, and emotional; the performance of low scorers: Careless, rational, practical-[Factor L Skepticism] High scorers show: suspicion, stubbornness, stubbornness; Low scorers show: sincerity, cooperation, tolerance, trust and easy-going-[Factor M Fantasy] High scorers show: Imaginative and wild; low scorers: realistic, down-to-earth, conventional - [Factor N Sophistication] High scorers: shrewd, sophisticated, and good at dealing with the world; low scorers: frank, straightforward, naive - [Factor O Anxiety] High scorers show: worry, depression, frustration and pessimism, lack of self-confidence; low scorers show: tranquility, composure, and self-confidence - [Factor Q1 Experimental] High scorers show: free and open, radical criticism; low scorers show: Those with high scores showed: being conservative, following the rules, and respecting tradition - [Factor Q2 Independence] High scorers showed: being independent and making prompt decisions; those with low scores showed: being dependent and following the crowd - [Factor Q3 Self-discipline] High scorers showed: knowing yourself and the enemy , Self-discipline and rigorous; low scorers’ performance: unable to control themselves, undisciplined, slack, and doing whatever they want - [Factor Q4 Tension] High scorers’ performance: frustration, often lack of patience, unsettled, and often tired; low scorers’ performance : Calm, calm and contented**» PsycTest test address: ** ##2. MBTI Personality Type Test
##MBTI(Myers -Briggs Type Indicator) personality theory began with the theory of “Psychological Type” by the famous psychologist Carl Jung, and was developed through in-depth research by American psychologist Katherine Cook Briggs and her daughter Isabel Briggs Myers. Develop and take shape. MBTI is a self-reported personality assessment theoretical model that is used to measure and describe people’s psychological activity patterns and personality types in obtaining information, making decisions, and treating life. Through the MBTI model, the connection between personality and career has been explained more clearly.
MBTI theory believes that a person’s personality can be analyzed from 4 angles, represented by letters. As follows: 1. Driving force Source: Introversion I—Extroversion E, Introversion-Extroversion 2. The way of receiving information: Feeling S—Intuition N, Sensing-Intuition 3. The way of decision-making: Thinking T—Emotion F, Thinking-Feeling 4 . Attitude towards uncertainty: Judging J—Perceiving P, Judging - Perceiving. Pairs of them can be combined into 16 personality types, namely: - ISTJ, INTJ, ESTJ, ENTJ - ISTP, INTP, ESTP, ENTP - ISFJ, INFJ, ESFJ, ENFJ - ISFP, INFP, ESFP, ENFP Extraversion-E: Energetic when dealing with others, acts before thinking, likes to think aloud, easy to “read” ” and understanding; shares personal situations freely, talks more than listens, socializes with high enthusiasm, responds quickly, likes fast pace. Introversion-I: Energetic when alone, thinking before acting, thinking about problems in the mind, more closed, more willing to share personal situations in small, selected groups, listening more than talking, not taking things seriously Speak out excitedly, think carefully before reacting. Sensing Type-S: Believe in certain and tangible things, have little interest in concepts and theories unless they have practical utility, value reality and common sense, like to use and ponder known skills, pay attention to specific, Specific things; describe in detail, tell the relevant situation step by step, focusing on reality. Intuitive-N: Believe in inspiration or reasoning, are interested in concepts and theories, value possibilities and originality, like to learn new skills, but get bored easily after mastering them, pay attention to the overall overview and general laws of things ; Use generalizations and metaphors to express facts, jump to the facts, focus on the future, pay attention to the changing trends of things, and look at things from a long-term perspective. Thinking Type-T: Take a step back and think, analyze the problem objectively and impersonally, value logic, fairness, and fairness, treat everyone equally, are considered cold, insensitive, and indifferent, and believe that frankness is better than tact. More importantly, emotions are only considered desirable when they are logical. Motivated by “achievement”, it is natural to see shortcomings and tend to criticize. Emotional type-F: Thinking ahead, considering the impact of actions on others, emphasizing sympathy and harmony, emphasizing exceptions to norms, considered to be overly emotional, lacking logic, weak, believing that tact is more important than frankness, regardless of Is it meaningful? I think any relationship is desirable. I am motivated by “gaining appreciation”. I am accustomed to catering to others and focus on maintaining network resources. Judgment type-J: happiest after making a decision, “work principle” - work first, play second (if there is time), establish goals, complete on time, willing to know what they will face , focus on results (the focus is on completing tasks), satisfaction comes from completing plans, treat time as a limited resource, and take deadlines seriously. Perceptual-P: Feeling happy when various options are available, “play principle” - enjoy now, complete the work later (if there is time), constantly changing as new information is acquired Goals, like to adapt to new situations, focus on the process (the focus is on how to complete the work), satisfaction comes from the beginning of the plan, believe that time is a renewable resource, and deadlines are also shrinkable. After more than 70 years of practice and development, MBTI has now been widely used in many fields such as corporate recruitment and selection, psychological measurement, internal talent inventory, career planning, and career testing. In recent years, more than 2 million people around the world have taken the MBTI test every year. According to statistics from , 89% of the world’s top 100 companies have introduced the use of MBTI as an important method for employees and management to develop themselves, improve communication, and enhance organizational performance. » PsycTest assessment address: If you want to have a deeper understanding of MBTI personality types, you must not miss PsycTest’s ! Here, you can test your MBTI type for free, and there are also various exciting articles waiting for you to explore. PsycTest’s MBTI section will help you better understand yourself and others, master more interpersonal communication skills, and better move towards success and happiness. Let’s discover more exciting content together! ##3. Hollander’s Hexagonal Theory
##Hollander’s Hexagonal Theory is also called People-Career Mutual Selection Theory or Career Planning Theory. John Holland proposed the vocational interest theory in 1959, which has broad social influence. Holland’s vocational interest theory mainly explores the issue of career guidance from the perspective of interest. He clearly put forward the personality view of professional interests, which brought about a qualitative change in people’s understanding of professional interests. It has compiled two career interest scales (Vocational Preference Inventory) and Self-directed Search (Self-directed Search). The combination of interest test and ability test has played an important role in the actual operation of career guidance and career counseling. enhancement. Holland proposed four basic assumptions, and based on these assumptions, the hexagonal model was proposed. - First, human personality can be roughly divided into 6 types: realistic, research, artistic, social, entrepreneurial and conventional; - Second, occupations can be divided into corresponding The 6 major types: Realistic, Investigative, Artistic, Social, Enterprising, Conventional - The third, people generally tend to look for career types that are consistent with their personality types, fully display their abilities and values, and take on enjoyable work and roles; - Fourth, an individual’s behavior depends on his personality and the type of occupation he is in, and his behavior can be predicted based on relevant knowledge, including career choice, job transition, work performance, and educational and social behavior wait.
###Introduction to Hollander’s personality type
###**1. Realistic ** - [Label]: frankness, integrity, Honesty and humility - [Character Analysis]: Practical, usually capable of mechanical operation, with the spirit of a doer. Frank, so easy to accept setbacks in reality, and humbly correct shortcomings. He is good at operating tools and completing physical work, and gets great inspiration and energy from it. - [Typical occupations]: technicians, electricians, miners, carpenters, installers, fishermen, etc. 2. Research-oriented Investigative - [Label]: Cautious, strict, serious, introverted, humble, independent - [Character Analysis]: Good at thinking and asking questions; usually can discover mysteries from various things such as changes in nature , and must get to the bottom of things; usually like to do statistical analysis, and have the ability to engage in activities such as investigation, observation, evaluation, and reasoning. - [Typical occupations]: Researchers and experts in natural sciences/social sciences; engineers in chemistry, electronics, aircraft, etc.; aircraft pilots, computer operators, etc. 3. Artistic - [Label]: romantic, sensitive, sensual, emotional, imaginative - [Character analysis]: usually the inner activities are more complex, good at expressing and imaginative, but relatively lacking in practicality . Possess artistic, original expression and intuitive abilities. They don’t like highly structured activities, but they are full of emotions and emotions. - [Typical occupations]: Music/dance/drama actor; host, editor, author; painting, calligraphy, photographer; furniture/jewelry/house decoration designer, etc. 4. Social - [Label]: Kind, enthusiastic, flexible, patient, generous, good at persuasion - [Character Analysis]: Having an active heart, through the social relationships lubricated by oneself, one can get along well with others and become a success for others The best listener to talk to about troubles, provide psychological comfort to others; integrate emotion and reason into one, and provide subtle and meaningful suggestions to others. - [Typical occupations]: teachers, childcare workers, administrators, medical staff, service industry managers, service personnel, etc. 5. Enterprising - [Label]: Optimistic, confident, extroverted, ambitious, adventurous, active thinking - [Character analysis]: Confident and courageous to express, has a certain centralizing tendency, and has the ability to persuade and manage , supervision, organization and leadership abilities. He is good at managing chaotic social order or personnel affairs in enterprises, and has the wisdom to take charge of the overall situation. - [Typical Occupations]: Enterprise level, professional managers, government officials, leaders and managers of industry departments, etc., businessmen. 6. Conventional - [Label]: Traditional, precise, detail-oriented, perseverant, efficient, obeying organizational arrangements - [Character Analysis]: Practical, steady, peaceful, but somewhat lacking in competitiveness. Able to complete tasks assigned by superiors, strictly observe discipline, and work quietly. She is an indispensable virtuous house helper. - [Typical occupations]: Human resources, accounting cashiers, statisticians; office staff, secretaries/clerical staff; librarians; tourism, foreign trade staff, custodians, postmen, auditors, etc. Holland applied his occupational personality type theory to the occupational entry dictionary developed by the U.S. Department of Labor, and assisted with the relevant content of occupational analysis, and assigned Holland personality type codes to 12,099 occupations. The Dictionary of Holland occupational Codes has been compiled, providing a wide range of application prospects for all types of people to search for suitable occupations according to their occupational interests. » Assessment address: ##4. DISC Personality Test
##DISC theory was developed by American psychologist William Moulton Ma Dr. William Moulton Marston proposed it in his 1921 book Emotion of Normal People. The DISC personality test mainly consists of four main dimensional traits: Dominance, Influence, Steadiness, and Conscientiousness Describe individuals and reveal their motivational factors, communication methods, decision-making styles, abilities and specialties, stress resistance and other characteristics.
Currently, DISC theory is widely used in corporate recruitment, selection, training, team building, Management communication, etc. and individuals are used to enhance potential, resolve interpersonal conflicts, Enhance happiness and more. Behavioral tendencies shown by different types of DISC - Dominance: Strong self-confidence, bravery, emphasis on results, desire to lead, competitive, proposing changes, straightforward and frank. - Influence: interpersonally oriented, emotional, eloquent, playful, optimistic, spontaneous, and expected to be accepted and recognized. - Steadiness: Stable and loyal, team spirit, preferring familiar environments, helpful, humble, sincere, and pragmatic. - Conscientiousness (cautious): adhere to high standards, pay attention to details, self-control, vigilance, good at analysis, high intuition, and method-oriented. Dominance (Dominance) performance in interviews: Good at and eager to express one’s abilities and strong ambition; quick to respond, able to respond quickly without thinking; able to think constantly, such as: Why did the interviewer mention this? What kind of answers do they want to get? When the interviewer asks them if they have any other questions, they can’t wait to ask the interviewer questions; During the interview, if they are asked about something they are very good at, they will A confident performance; if the interviewer’s opinion on something is not consistent with your own, you will work hard to convince the interviewer. Interview strategy: The interview questions should be as concise as possible and get to the point; understand their impatience and anxiety, but do not help them relieve their emotions, they will not admit their nervousness; let them know that the position being interviewed has a certain degree of challenge; if To “sell” another more suitable position to them, you can use “terms of reference” to attract them; try not to deny them during the interview, avoid direct conflict, and use softness to overcome toughness; you can let them talk more about past failure cases and what they can learn from them. experience in order to restrain their egotistical emotions.
How to motivate: Let them make up for their shortcomings at work instead of blaming them; don’t let any indecisive person hold you back Hold them back; arrange their work cleverly so that they feel they are arranging their own work; don’t try to tell them what to do; support them when they complain that others can’t do it. Performance of Influence (influence type) in the interview: Strong language expression ability, good at communication, and strong affinity; if asked a question that is familiar or particularly good at, you may say no without stopping; ability to adapt to changes in circumstances Very strong, able to justify themselves even if their shortcomings are pointed out; may be informal and not pay attention to details during the interview; believe most of what the interviewer describes. Interview strategy: Suitable for placement in sales, public relations and other positions that deal with people; at the beginning of the interview, no greetings are needed, and you can go directly to the topic; understand how they formulate plans and plans, and test them on the spot; when they answer questions that go off topic , you can interrupt them appropriately; you must have a clear goal orientation during the questioning process to avoid being led by them; focus on examining their stability, and you can ask about the reasons for leaving their jobs and career plans.
How to motivate: Show interest in their private life and make them feel respected; talk to them When doing this, pay attention to communication skills to make them feel respected ; Give them opportunities to share their feelings with others; don’t let them feel rejected, which will make them uneasy; build relationships as a group benefit, and they will be welcomed by them; when arranging work, emphasize the importance of the work and indicate that the work will not be completed The impact on others will cause them to work hard and fight for relationships. Steadiness (stable type) performance in interviews: Treat people with sincerity, pay attention to appearance, and be humble; no matter whether you are satisfied with the position and the company or not, you will not show disappointment or complaints on the surface. If the interviewer makes suggestions and Will not refute criticism on the spot; respond slowly and need a long time to think to answer a question; ask and answer questions, speak few words and be good at listening; tend to appear nervous. Interview strategy: At the beginning of the interview, talk about things unrelated to the interview to help them relieve their tension; understand their silence, communicate with them patiently, and start with simple questions first; examine how they handle things in an environment that changes rapidly; Give them more multiple-choice questions during the interview to guide them to make quick decisions; use the STAR interview method to ask questions, and ask more process questions rather than result questions in order to dig out more information; give them more encouragement and encouragement during the interview affim.
How to motivate: Support their work because they are meticulous Be serious and you won’t make any serious mistakes; give them a fair reward, Reward them for their diligence; give them more praise and more affirmation; don’t criticize them directly, but give them an idea and make them feel that they have discovered the mistake. Performance of Conscientiousness (cautiousness) in interviews: Cautious and professional when answering questions; good at classifying, defining, summarizing and planning work; good at talking about the details of specific operations, not good at talking about strategic ideas, lacking the overall picture Perspective; good at discovering, analyzing and solving problems; if the interviewer denies a certain aspect of them on the spot, they will argue for themselves; weak adaptability. Interview strategy: Try to create a relaxed and pleasant interview atmosphere; focus on unstructured interviews and ask more open-ended questions; it is best to use role-playing, scenario simulation and other interactive interview methods; for this type of candidates, Do not ask sensitive questions, and it is not advisable to use pressure interviews; you can use the leaderless group interview method, and then ask them individually for their evaluation of other candidates; be sure to give them the opportunity to ask questions and ask them about their requirements for the working environment.
How to motivate: Affirm their thinking ability and express interest in their analysis; Remind them to accomplish their work goals and not to strive for perfection; Don’t bother them with surprises, they don’t like surprises; they like facts, and you have to know as much as they do; don’t expect to convince them unless they think like you do. Dominance managers VS four types of employees’ management models: 👉 Management model for Dominance employees: Advantages - consistent goals, harmony and tacit understanding; Challenges - power struggle, no compromise; Don’t use force; set boundaries and allow areas of autonomy; give room for choice, don’t preach and be concise; let employees participate in the formulation of rules. 👉 Management model for Influence (influence) employees: Advantages - self-confidence, employees are willing to obey; Challenges - employees’ randomness makes you angry; accept goals and feelings that are different from yours; expectations are specific and easy to follow; give affirmation and Appreciate, listen; help him not give up. 👉 Management model for Steadiness employees: Advantages - employees feel safe under correct leadership; Challenges - accept employees as friendly and easy-going; provide clear behavioral guidance; use soft language to avoid criticism and anger; do not take advantage of them Compare others and avoid fierce competition; give time and attention to build acceptance and appreciation. 👉 Management model for Conscientiousness (cautious) employees: Advantages - successful coordination of command and execution; Challenges - differences in pace, control brings pressure; patience, giving enough time to prepare and make decisions; criticize cautiously; answer questions at any time, Give in-depth answers; accept and acknowledge his feelings; listen to his thoughts. Influence (influence) managers VS four types of employees’ management models: 👉 Management model for Dominance (dominance) employees: Advantages-all have a winning attitude and desire to be recognized; Challenges-laissez-faire, bottom-line If the limits are insufficient, employees will dominate; clarify norms and boundaries; avoid inconsistent words and deeds, or poor execution; give concise instructions and require compliance; do not be afraid of conflict. 👉 Management model for Influence (influence) employees: Advantages - mutual appreciation and tolerance, easy to forgive; Challenges - emotional, competing for focus; learning to listen; focus on the cultivation of responsibility and authority; writing down the responsibilities that employees must bear ; Validation of norms and boundaries. 👉 Management model for Steadiness employees: Advantages - complementation of rationality and sensibility; Challenges - leading to misunderstandings; Listen attentively; Adjust emotional responses; Understand his pursuit of perfection and give him time to be alone; Appreciate and accept him sincerely and specifically His caution; gentleness in offering corrections. 👉 Management model for Conscientiousness (cautious) employees: Advantages - acceptance, complementarity, and harmony; Challenges - employees can’t keep up with the manager’s pace; slow down, accept that he needs time to make a decision; don’t pay too much attention in front of others, Support and encourage in private; express sincere appreciation and accept his slowness; inform possible changes in advance and listen carefully; invite him to help.
Steadiness (stable) manager VS four types of employee management models : 👉 Management of Dominance employees Model: Strengths - Encourage employees and help them achieve their goals; Challenges - Over-indulgence; Avoid being controlled and allow employees space; Hold your position and boundaries; Be decisive and true to your word; Take control of the situation; Accept differences in nature. 👉 Management model for Influence employees: Advantages - mutual appreciation inspires self-confidence; Challenges - catching up with employees; firm attitude and clear boundaries; do not play the role of savior; give him the opportunity to learn behavioral consequences and responsibilities; Help him plan and become organized. 👉 Management model for Steadiness (stable) employees: Advantages - relaxed, harmonious and quiet; Challenges - employees cannot be independent and cannot communicate honestly; encourage employees to assume their own responsibilities; be more proactive and decisive; used to face conflicts and Change; encourage employees to express their inner feelings and face solutions. 👉 Management model for Conscientiousness (cautious) employees: Advantages - no pressure, avoid disputes; Challenges - the characteristics of employees’ logic hurt your feelings; give time to think alone and recover after stress; listen, understand, don’t Force him to get close to you; patiently explain his problems; sincerely and concretely appreciate his achievements; gently guide him to accept his own and other people’s shortcomings. C-type managers VS four types of employees’ management models: 👉 Management model for Dominance employees: Advantages - the same goals can complement each other and increase efficiency; Challenges - ignore the labels required by managers and details; take charge of some things independently; affirm employees’ goals and achievements; accept his risk-taking behavior and set safety standards; accept changes and challenges brought by employees; avoid debates and excessive expectations for perfection. 👉 Management model for Influence (influence) employees: Advantages - helping employees to balance their lives successfully; Challenges - disagreeing with each other; revising expectations effectively; giving enough acceptance and appreciation; spending time with him; listening to his stories ; Don’t pursue perfection. 👉 Management model for Steadiness (stable) employees: Advantages - implicit, low-key, mutual appreciation; Challenges - forcing employees to accept your high standards; understand and pay attention to employees’ feelings; open yourself up and encourage communication; give them time Self-improvement; affirm and appreciate his efforts; criticize cautiously, do not aim too high, and provide specific behavioral guidance. 👉 Management model for Conscientiousness (cautious) employees: Advantages - cultivating a combination of geniuses; Challenges - different definitions of correctness, bringing about a cold war; Accept employees’ suggestions and methods that are different from yours; Be careful when criticizing; Employees raise objections Don’t overreact; express emotions and feelings; don’t set the bar too high. » PsycTest evaluation address:
Link to this article: https://m.psyctest.cn/article/9V5WNGrg/
If the original article is reprinted, please indicate the author and the source in the form of this link.
