In recent years, personality tests have become a topic of heated debate in professional circles. While some see them as invaluable tools for self-discovery and team building, others dismiss them as pseudoscience. While I may be a bit biased because I work in the world of personality tests and all sorts of other assessments, I also believe that there is never a one-size-fits all solution. In the years working in this field, I have seen personality tests used incorrectly or for the wrong reasons, and have advised people not to use them at times.
Personality type theory has a long history, although not as long as many people think. While it was once thought that modern temperament theory had its roots in the work of ancient philosophers like Hippocrates, more recent research has shown that these connections are really just superficial. The true foundations of modern personality assessments can be traced back to the early 20th century, with Carl Jung’s work on psychological types laying the groundwork for many modern personality assessments. His ideas about Introversion, Extraversion, and cognitive functions influenced researchers and theorists that followed, evolving into what we now know as temperament theory.
Personality Dimensions® first hit the market almost 20 years ago, but was several years in the making. This instrument builds on the work of David Keirsey and Linda Berens, offering insights into four temperaments: Inquiring Green, Organized Gold, Authentic Blue, and Resourceful Orange. Each dimension is associated with certain traits, strengths, and potential areas for growth. Importantly, Personality Dimensions® emphasizes that individuals are not confined to a single temperament. Instead, it recognizes that people have a preferred temperament at their core, but are a blend of all four to varying degrees. This approach addresses the common criticism that personality tests label people and confine them to restrictive categories, acknowledging the complexity and outside influences on personality.
While similar in some ways to the well-known Myers-Briggs Type Indicator® (MBTI®), Personality Dimensions® places a stronger emphasis on observable behaviour and practical applications, as well as this concept of blended temperaments.
Despite their popularity, personality tests often face criticism regarding their scientific validity. It’s so important to understand that while these assessments can provide valuable insights, they are not perfect predictors of behaviour or performance. The science behind personality tests is complex, and results should be seen as general tendencies rather than fixed traits. A lot of criticism comes from misuse or overreliance on these tools, instead of flaws in the assessments themselves.
When used properly and ethically, personality tests can be powerful tools for personal and professional development. Many critics will often say that they already know who they are, and don’t need a test to tell them. While that’s partially true, you may think you know yourself, but you are limited by your own experience. Personality assessments can offer fresh perspectives on our strengths, blind spots, and potential areas for growth. They can help individuals understand their natural tendencies and how these might impact their interactions with others.
In the workplace, personality tests can enhance team dynamics by showing an understanding and appreciation of diverse working styles. They can help managers tailor their communication and leadership approaches to individual team members. In career development, these tools can guide people towards roles and environments that align with their natural preferences, leading to greater job satisfaction and performance.
Personality tests are a great starting point for any personal growth. By highlighting our preferences and potential blind spots, these assessments can guide us towards more balanced personal development. For instance, an individual who learns they have a strong preference for structure might consciously work on becoming more flexible in certain situations.
All that being said, I can’t stress enough how important it is to recognize when personality tests should not be used. They should never be the sole basis for hiring decisions or performance evaluations. Using personality tests to screen job candidates or determine promotions can lead to discrimination and overlook valuable diversity in thought and approach.
When I think about improper or unethical use of personality tests, I always go back to a situation that CLSR company director, Denise Hughes came across years ago. An employer who, impressed by the performance of a particular personality type in their department, decided to hire an entire team of individuals with the same profile. The result was disastrous. While the team members had similar thought processes, their opinions often clashed. The lack of diverse perspectives led to significant blind spots in decision-making, and the team struggled with tasks that required skills not typically associated with their shared personality type. It took them a while to recover and get running again with a balanced approach.
This experience just shows how important diversity in teams is, and the danger of over-relying on personality assessments. While understanding personality types can be beneficial, it should never come at the expense of recognizing individual uniqueness and the value of diverse perspectives. Most personality assessments will tell you up front, in their manuals, when they should and should not be used.
Personality tests, when used correctly, and I can’t stress “used correctly” enough, can be powerful tools for self-discovery, team building, and personal growth. They offer a framework for understanding ourselves and others, leading to improved communication and collaboration. However, it’s so important to approach these assessments with a balanced perspective, recognizing their limitations and potential for misuse.
The key lies in using personality tests as one tool among many, rather than just a way to categorize people. They should open doors to self-reflection and discussion, not close off opportunities or pigeonhole people into rigid categories. By keeping this in mind and recognizing the complexity of human personality, we can make use of the benefits personality assessments bring, while avoiding their potential pitfalls, ultimately creating more understanding, effective, and diverse workplaces and communities.
Brad Whitehorn – BA, CCDP is the Associate Director at CLSR Inc. He was thrown into the career development field headfirst after completing a Communications degree in 2005, and hasn’t looked back! Since then, Brad has worked on the development, implementation and certification for various career and personality assessments (including Personality Dimensions®), making sure that Career Development Practitioners get the right tools to best serve their clients.