Other Contemporary Authors on Type
Written by Donwilliams
Many authors from psychology to wellness to business have discovered that typology is more important than most of us ever dreamed. Some of these authors can be found below. We invite you to explore them.
For those wanting to learn more about C.G. Jung, the web site, The C. G. Jung Page at www.cgjungpage.org is the most complete web site available. Information presented includes: articles, papers and interviews, workshop schedules, links to Jungian institutes and related websites, book reviews as well as a glossary of Jung's terminology.
For those interested specifically in falsification of type, one of the most interesting new books is Now Discover Your Strengths. The book, written by a team of Gallup researchers-consultants, Marcus Buckingham and Donald O. Clifton, with the Gallup International Research and Education Center, reveals that Gallup Consulting did a 25-year retrospective study of their global consulting practice in order to understand why the had not been more successful in helping clients achieve their goals. Their discovery and the most significant point in made in the book is that they were not more successful because throughout the world in businesses of all sizes 80 percent of the employees were being encouraged to develop and use their weaknesses rather than their strengths. In other words, they discovered that 80 percent of their clients' employees around the world were falsifying type, and concluded that it was impossible for any business to be highly effective when 80 percent of its workers are falsifying type. The Gallup Findings confirm Dr. Benziger's findings in her book, Falsification of Type, that falsification of type is a tremendous global problem affecting production, individual and corporate effectiveness, health and mental health so dramatically that it can be understood to be as serious as AIDS.
Elaine N. Aron's book, The Highly Sensitive Person: How to Thrive When the World Overwhelms You, reporting the experiences of introverted people living in the United States, continues to attract attention from introverts seeking to understand why they are so overwhelmed. Again, not surprisingly, Aron's work confirms Dr. Benziger's observations in Overcoming Depression, that the American culture tends to have a predictably negative effect on introverted persons such that they report suffering from depression more than the average person. The point that Dr. Benziger has added to the discussion is that the depression is the natural result of these people feeling overwhelmed, the natural result of our 2nd crisis response, conserve withdraw trying to help these people stay alive and survive when they are living continuously in an impossible world.
Robert Fritz's book, The Path of Least Resistance, continues to be a top seller among the self-help books. Fritz's insight that people can make change more often when they are set up and keep the tension between what they want and their current reality. Benziger's use of The path of least resistance includes honoring Fritz's work, and at the same time pointing out that when people falsify type to survive they generally do so using the brain's path of least resistance, across the corpus callosum. For this reason, when people have been wounded early in life their home base is often not their true preference, but the type of thinking across their brain's corpus callosum from their preference - because this is indeed the path of least resistance they take unconsciously in life to try to survive.
Natural Health September-October 1997 Issue contains an article on "Danger: Men At Work" in which the author quotes the president of the American Holistic Medical Association as saying that many people actually get sick and die from holding jobs they dislike. Although the author does not know about Benziger's work with Jung's Falsification of Type, he has observed what Jung referred to as the "serious Costs of Falsification" for the individual and society.
When people do jobs which suit their natural lead function and natural level of extraversion/introversion, they feel happy and internally energized. The dislike here identified as a health risk is generally a powerful inner message that the person is outside their area of natural effectiveness.
The Harvard Business Review July-August 1997 Issue contains an article on "Putting Your Company's Whole Brain to Work" in which the authors suggest that contemporary neuroscience is validating Jung's model; and that businesses are well served to seek to apply at least three key features of Jung's model to assure their success: the four functions or functionally specialized regions of the cortex, the tendency for each person to have only one natural lead, and introversion/extraversion. That the authors are recommending business leaders look to Jung's work is important. For, as they say, less sophisticated models lack a full appreciation of features such as extraversion and introversion. That the authors suggest business look into and apply Jung's model by looking at and using the MBTI assessment indicates only that the authors are unaware personally of the BTSA, which is a solid and important next step beyond the MBTI.
12/13/2006
Dr. Benziger's introductory article
Leveraging Your Brain's Natural Lead
to Achieve and Sustain Inner Balance
By Katherine Benziger, Ph.D.
Breakthroughs in brain research in the past 10 years have shocked neuroscientists. Learning to live an energy efficient lifestyle has taken on a new meaning, as the neurological foundations of human thinking are better understood. Just as we find ourselves selecting more energy efficient cars, cars which cost less to run and pollute less; so too, we are learning that by selecting jobs and activities which use our brain’s most fuel-efficient component (i.e. functionally specialized area), we can naturally increase our own inner well-being and balance, as well as our own mental, physical and emotional health.
Here’s what we’ve learned. Our brain is made of four highly specialized areas which are responsible for performing very different tasks. Their specialized capabilities make us think they are the physiological bases for Jung’s four functions: thinking, sensing, feeling and intuition.
CORTICAL REGION FUNCTIONALLY SPECIALIZED ABILITIES JUNG'S FUNCTION OR TYPE
Left Frontal Logical Analysis, Decision Making Thinking
Left Posterior Convexity
Left Basal
Sequencing, Performing Routines Sensing
Right Posterior Convexity
Right Basal
Harmonizing, Connecting Feeling
Right Frontal Pattern Analysis, Inventing Intuition
The two discoveries that have surprised scientists are:
1. that we are each born with one efficient and three inefficient areas; and
2. that the one efficient area is so tremendously efficient, it naturally uses only one one-hundredth the energy second per second.
Moreover, although we can and do develop competencies in all four areas, as we study different subjects and master different types of tasks, the relative efficiency of the one mode is never altered. We continue, throughout our life, when learning or using a skill managed by our brain’s preferred area to enjoy more efficiency, a faster learning curve and a tendency to make fewer errors.
These discoveries have surprised neuro-researchers and educators alike. Both had assumed that those who appear to be more intelligent on IQ tests could learn and do just about anything well, given a good teacher, proper training and practice; and those who performed less well on such tests would do virtually everything less well. The breakthrough discoveries say in no uncertain terms: everyone is gifted – in one area of their brain. Everyone can be smart – concentrate easily, learn rapidly, feel energized, be highly effective. The trick is to make the choice to use and leverage skills managed by area of our brain that is naturally highly efficient.
And that’s not all. It turns out the context in which we do something matters, as well. Additional research has established that each of us has a stable level of inner wakefulness (e.g. how awake we are inside when we wake up). About 15% of the us are very awake. About 15% of us are barely awake. And about 70% of us fall along a continuum between these two very different inner realities. Why does this matter? Because, those of us who are in the first group, who are barely awake, need lots of external stimulation (noise, activity, competition, crowds, a crisis, literal or metaphoric fire-fighting) to wake us up so that we can perceive and think clearly. And, unfortunately, the very stimulation which makes it possible for women in this first group to achieve peak performance, creates discomfort and anxiety in the second group, causing them to shut down or leave. In other words, what facilitates the first group improve performance actually hinders the performance of those in the second group. A quick example: a woman in the first group, who needs the additional stimulation will elect to read in a noisy office or kitchen or cafeteria, where the noise around her keeps her awake so she can read. Put in the same environment, a woman in the second group would find reading very difficult, if not impossible.
As such, it is easy to understand how and why a woman gets out of balance when she goes to work.
1) She gets out of balance, because she is regularly using mental skills which are not managed by her natural lead function – a life and work habit which demands and consumes one hundred times the oxygen second per second – leading to: irritability, headaches, fatigue and a wide range of other problems (e.g. digestive disorders, inability to sleep, anxiety, and depression) from overworking her brain in a way that robs the rest of her body of the oxygen it needs to operate properly.
And or,
2) She gets out of balance because she is pushing herself to compete, close deals and or function in noisy, crowded environments, more than is suited to her natural level of introversion-extraversion, generating inside her a chronic low grade anxiety, as well as forcing her to need significant downtime after work to re-balance.
To achieve balance in the first instance, she needs to identify, develop and leverage skills in her natural lead function so that her work is naturally energizing and meaningful, rather than exhausting, and meaningless. Indeed, when her brain is being so very efficient she finds her work easy, even fun.
When we invest our minds in activities and tasks that our brain can manage from its area of superior efficiency, we receive an abundance of energy, mental alertness and inner balance. It is the wisest investment we can make. And, in choosing to make it, we are honoring and empowering ourselves. The result is that we live and work in balance. We do not need to do anything else to achieve or reclaim our balance, because we no longer lose it.
In other words, living a balanced inner life is the natural pay back or ROI we get for choosing to invest our time, energy and attention in activities which use our natural lead function in the environment or context which suits our arousal needs.
Article taken from www.benziger.org
to Achieve and Sustain Inner Balance
By Katherine Benziger, Ph.D.
Breakthroughs in brain research in the past 10 years have shocked neuroscientists. Learning to live an energy efficient lifestyle has taken on a new meaning, as the neurological foundations of human thinking are better understood. Just as we find ourselves selecting more energy efficient cars, cars which cost less to run and pollute less; so too, we are learning that by selecting jobs and activities which use our brain’s most fuel-efficient component (i.e. functionally specialized area), we can naturally increase our own inner well-being and balance, as well as our own mental, physical and emotional health.
Here’s what we’ve learned. Our brain is made of four highly specialized areas which are responsible for performing very different tasks. Their specialized capabilities make us think they are the physiological bases for Jung’s four functions: thinking, sensing, feeling and intuition.
CORTICAL REGION FUNCTIONALLY SPECIALIZED ABILITIES JUNG'S FUNCTION OR TYPE
Left Frontal Logical Analysis, Decision Making Thinking
Left Posterior Convexity
Left Basal
Sequencing, Performing Routines Sensing
Right Posterior Convexity
Right Basal
Harmonizing, Connecting Feeling
Right Frontal Pattern Analysis, Inventing Intuition
The two discoveries that have surprised scientists are:
1. that we are each born with one efficient and three inefficient areas; and
2. that the one efficient area is so tremendously efficient, it naturally uses only one one-hundredth the energy second per second.
Moreover, although we can and do develop competencies in all four areas, as we study different subjects and master different types of tasks, the relative efficiency of the one mode is never altered. We continue, throughout our life, when learning or using a skill managed by our brain’s preferred area to enjoy more efficiency, a faster learning curve and a tendency to make fewer errors.
These discoveries have surprised neuro-researchers and educators alike. Both had assumed that those who appear to be more intelligent on IQ tests could learn and do just about anything well, given a good teacher, proper training and practice; and those who performed less well on such tests would do virtually everything less well. The breakthrough discoveries say in no uncertain terms: everyone is gifted – in one area of their brain. Everyone can be smart – concentrate easily, learn rapidly, feel energized, be highly effective. The trick is to make the choice to use and leverage skills managed by area of our brain that is naturally highly efficient.
And that’s not all. It turns out the context in which we do something matters, as well. Additional research has established that each of us has a stable level of inner wakefulness (e.g. how awake we are inside when we wake up). About 15% of the us are very awake. About 15% of us are barely awake. And about 70% of us fall along a continuum between these two very different inner realities. Why does this matter? Because, those of us who are in the first group, who are barely awake, need lots of external stimulation (noise, activity, competition, crowds, a crisis, literal or metaphoric fire-fighting) to wake us up so that we can perceive and think clearly. And, unfortunately, the very stimulation which makes it possible for women in this first group to achieve peak performance, creates discomfort and anxiety in the second group, causing them to shut down or leave. In other words, what facilitates the first group improve performance actually hinders the performance of those in the second group. A quick example: a woman in the first group, who needs the additional stimulation will elect to read in a noisy office or kitchen or cafeteria, where the noise around her keeps her awake so she can read. Put in the same environment, a woman in the second group would find reading very difficult, if not impossible.
As such, it is easy to understand how and why a woman gets out of balance when she goes to work.
1) She gets out of balance, because she is regularly using mental skills which are not managed by her natural lead function – a life and work habit which demands and consumes one hundred times the oxygen second per second – leading to: irritability, headaches, fatigue and a wide range of other problems (e.g. digestive disorders, inability to sleep, anxiety, and depression) from overworking her brain in a way that robs the rest of her body of the oxygen it needs to operate properly.
And or,
2) She gets out of balance because she is pushing herself to compete, close deals and or function in noisy, crowded environments, more than is suited to her natural level of introversion-extraversion, generating inside her a chronic low grade anxiety, as well as forcing her to need significant downtime after work to re-balance.
To achieve balance in the first instance, she needs to identify, develop and leverage skills in her natural lead function so that her work is naturally energizing and meaningful, rather than exhausting, and meaningless. Indeed, when her brain is being so very efficient she finds her work easy, even fun.
When we invest our minds in activities and tasks that our brain can manage from its area of superior efficiency, we receive an abundance of energy, mental alertness and inner balance. It is the wisest investment we can make. And, in choosing to make it, we are honoring and empowering ourselves. The result is that we live and work in balance. We do not need to do anything else to achieve or reclaim our balance, because we no longer lose it.
In other words, living a balanced inner life is the natural pay back or ROI we get for choosing to invest our time, energy and attention in activities which use our natural lead function in the environment or context which suits our arousal needs.
Article taken from www.benziger.org
11/30/2006
Using whole brain (taken from Herrmann Brain Dominance)
YOUR “WHOLE BRAIN” IS THE SUM OF ITS PARTS
The most widely recognized thinking styles are illustrated as left-brained and
right-brained approaches to problem solving. The left-brained preference is described
as analytical, logical and sequential, while the right-brained preference is described as
intuitive, values-based and nonlinear.
The awareness of one’s own thinking style and the
thinking styles of others combined with the ability to act
outside of one’s preferred thinking style is known as
“Whole Brain Thinking.” This methodology has been
scientifically proven to help individuals at all levels to
become more cooperative and productive, and can lead
to heightened levels of employee and team performance.
By taking advantage of Whole Brain Thinking and
its many applications, companies have addressed issues
including leadership, creative problem solving,
communication, productivity, and more. Companies
who’ve applied the principles of Whole Brain Thinking
have found that once employees are aware of their own
and others’ thinking preferences, they’re much more
likely to want to improve their skills in less preferred
quadrants or to make sure they use other resources to
“bridge the gaps.”
While individual performance improvement is
certainly important, companies are finding that the richest
rewards come from the long-term business results they
WHOLE BRAIN THINKING
The highly validated Whole
Brain Model is scientifically
designed to help people learn
to think better. Training that
utilizes Whole Brain
Technology™ focuses on
showing people how to use
their whole brain – not just the
parts with which they feel most
comfortable.
The Herrmann Brain
Dominance Instrument™
(HBDI™) evaluates and
depicts the degree of
preference individuals have for
thinking in each of four brain
quadrants:
Rational —Blue / A / upper left
Practical —Green / B / lower
left
Feeling —Red / C / lower right
Experimental —Yellow / D /
upper right
Research has shown that
everyone is capable of flexing
to less preferred thinking styles
and learning the necessary
skills to diagnose and adapt to
the thinking preferences of
others. Presenting information
in a way that recognizes,
respects, and is compatible
with different preferences is
crucial to meeting co-worker,
customer, and client needs and
expectations.
The Brains Behind Your Organization’s Success 3
get when they apply this “technology” across their organization and to their customer
relationships.
The most natural place to start applying this “technology” is to diagnose the brains in
your organization. Although a number of different diagnostic tools and assessment
instruments exist for measuring brain dominance, their proponents agree about these basic
points:
• Preferences cannot be labeled inherently good or bad
• People can learn how to act outside their preferred styles
• Understanding others’ preferences supports good communication and promotes
collaboration
Scientific studies have shown that instruments
that classify and describe how people perceive and
interact with the world around them can be powerful
tools in developing employees and achieving
business objectives.
The Hermann Brain Dominance Instrument™
(HBDI™) and the Myers-Briggs Type Indicator™
(MBTI™) are two of a number of assessment
systems that have earned scientific and experiential
credibility. The profiles they reveal build selfawareness,
self-esteem and performance. By
helping individuals understand why they “get” some
people and not others, the profiles encourage
individuals to communicate and collaborate more
effectively.
The MBTI is a psychological profile tool to
assess personality type, while the HBDI specifically
measures not only a person’s preference for rightbrained
(intuitive) or left-brained (realistic) thinking,
but also for (cognitive) upper or (visceral) lower
thinking. The HBDI model is more complex because
it is based on scientific research conducted specifically on thinking styles, and thus has
applicability beyond individual profiling. But because it is based on the way our brains are
organized, it is also intuitive and easy to remember. In the HBDI, the different thinking
preferences are categorized into four distinct quadrants, and a person who uses the HBDI
process can easily learn which quadrant(s) for which he or she has a preference and how
those preferences may differ from others they work with.
Valuing different thinking preferences is the key to fewer mixed messages, improved
working relationships, and gaining business advantage. People who understand the nonjudgmental
differences between quadrant preferences can expand the range of their own
behaviors and work productively outside their preferred styles of thinking.
Taken from www.hbdi.com
The most widely recognized thinking styles are illustrated as left-brained and
right-brained approaches to problem solving. The left-brained preference is described
as analytical, logical and sequential, while the right-brained preference is described as
intuitive, values-based and nonlinear.
The awareness of one’s own thinking style and the
thinking styles of others combined with the ability to act
outside of one’s preferred thinking style is known as
“Whole Brain Thinking.” This methodology has been
scientifically proven to help individuals at all levels to
become more cooperative and productive, and can lead
to heightened levels of employee and team performance.
By taking advantage of Whole Brain Thinking and
its many applications, companies have addressed issues
including leadership, creative problem solving,
communication, productivity, and more. Companies
who’ve applied the principles of Whole Brain Thinking
have found that once employees are aware of their own
and others’ thinking preferences, they’re much more
likely to want to improve their skills in less preferred
quadrants or to make sure they use other resources to
“bridge the gaps.”
While individual performance improvement is
certainly important, companies are finding that the richest
rewards come from the long-term business results they
WHOLE BRAIN THINKING
The highly validated Whole
Brain Model is scientifically
designed to help people learn
to think better. Training that
utilizes Whole Brain
Technology™ focuses on
showing people how to use
their whole brain – not just the
parts with which they feel most
comfortable.
The Herrmann Brain
Dominance Instrument™
(HBDI™) evaluates and
depicts the degree of
preference individuals have for
thinking in each of four brain
quadrants:
Rational —Blue / A / upper left
Practical —Green / B / lower
left
Feeling —Red / C / lower right
Experimental —Yellow / D /
upper right
Research has shown that
everyone is capable of flexing
to less preferred thinking styles
and learning the necessary
skills to diagnose and adapt to
the thinking preferences of
others. Presenting information
in a way that recognizes,
respects, and is compatible
with different preferences is
crucial to meeting co-worker,
customer, and client needs and
expectations.
The Brains Behind Your Organization’s Success 3
get when they apply this “technology” across their organization and to their customer
relationships.
The most natural place to start applying this “technology” is to diagnose the brains in
your organization. Although a number of different diagnostic tools and assessment
instruments exist for measuring brain dominance, their proponents agree about these basic
points:
• Preferences cannot be labeled inherently good or bad
• People can learn how to act outside their preferred styles
• Understanding others’ preferences supports good communication and promotes
collaboration
Scientific studies have shown that instruments
that classify and describe how people perceive and
interact with the world around them can be powerful
tools in developing employees and achieving
business objectives.
The Hermann Brain Dominance Instrument™
(HBDI™) and the Myers-Briggs Type Indicator™
(MBTI™) are two of a number of assessment
systems that have earned scientific and experiential
credibility. The profiles they reveal build selfawareness,
self-esteem and performance. By
helping individuals understand why they “get” some
people and not others, the profiles encourage
individuals to communicate and collaborate more
effectively.
The MBTI is a psychological profile tool to
assess personality type, while the HBDI specifically
measures not only a person’s preference for rightbrained
(intuitive) or left-brained (realistic) thinking,
but also for (cognitive) upper or (visceral) lower
thinking. The HBDI model is more complex because
it is based on scientific research conducted specifically on thinking styles, and thus has
applicability beyond individual profiling. But because it is based on the way our brains are
organized, it is also intuitive and easy to remember. In the HBDI, the different thinking
preferences are categorized into four distinct quadrants, and a person who uses the HBDI
process can easily learn which quadrant(s) for which he or she has a preference and how
those preferences may differ from others they work with.
Valuing different thinking preferences is the key to fewer mixed messages, improved
working relationships, and gaining business advantage. People who understand the nonjudgmental
differences between quadrant preferences can expand the range of their own
behaviors and work productively outside their preferred styles of thinking.
Taken from www.hbdi.com
11/29/2006
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