Tag Archives: Research

Visual Identification of Personality Types

The link I share is the type that I am, Ti-ENTp. Here is the other type of ENTP, called a Ne-ENTP. They all look and act the same!!

It’s like I’m discovering a scientific breakthrough, here.

All the Ti-ENTPs have thin faces with dark hair and a skinny complexion. They are all big science / inventor geeks and intellectuals.

All the Ne-ENTPs are mostly comedians or actors, and almost all of them have reddish hair / reddish tinted bodies.

All the Ti-ENTps act and even look similar to me.

This ain’t the zodiac, my friends…

There’s some real science behind this. Who dares continue on the research that was started so long ago? Who dares to answer the question of why we are different / unique and how that we are built to perform different functions in society…

I mean besides me, lol… I need a team!



The ENTP Writing Personality: Energetic Innovation

“Obedience hardly ever begets

– Neil deGrasse Tyson

Can learning about personality type help you make the most of your natural writing / leadership style?

ENTP writers enjoy the pre-writing stage. They may come up with many good ideas quickly.

Often skilled at detecting patterns and envisioning outcomes, they trust their insight and resist prescribed methods. The writing process itself may prove tedious to them, but if they persevere, their work is often thorough and multifaceted.

The ENTP personality type is one of 16 identified by the Myers-Briggs Type Indicator, a popular psychometric instrument used to determine how people prefer to gather information and make decisions. The initials ENTP indicate the following:

E: Extraversion preferred to introversion

ENTPs get their energy from people and activity in their external world. Spending time alone can leave them listless and bored. They enjoy interacting with a large group of friends and acquaintances. They generally act before reflecting.

N: iNtuition preferred to sensation

ENTPs are abstract thinkers, placing more trust in flashes of insight than in experience. They’re less interested in sensory data than in the patterns perceived by the unconscious mind. ENTPs tend to be intellectually restless—they want to change the world.

T: Thinking preferred to feeling

ENTPs prefer to use their thinking function when making decisions. They place more emphasis on the rule of logic than on the effect that actions have on people. They tend to be skeptical in evaluating ideas, whether their own or someone else’s.

P: Perception preferred to judgment

ENTPs like to keep their options open. They enjoy beginning new projects and exploring opportunities as they arise. ENTPs think in terms of possibilities rather than likelihoods.

Are you an ENTP writer or content creator? If so, the following information may give you some insight into how temperament influences your writing style. Use these insights to help you play to your strengths and compensate for your natural blind spots.

Of course these strategies would apply to non-writers as well… really any position that requires you to get a message across, which could include Marketing / Advertising, Leadership / Management in general, and other types of professions. (Such as being a Teacher, Lawyer, or an Entrepreneur).

Writing Process of the ENTP

If you’re an ENTP, you may approach a writing project in the following ways:

– You’re rarely at a loss for ideas. While many people struggle to find a topic, you may have difficulty limiting yourself to just one.

– You may enjoy exploring controversial subjects or devising clever solutions to problems. Have fun playing with different possibilities, and see where they lead you.

– You can benefit from collaborative writing projects. Chances are, you prefer an active, high-energy environment. You may enjoy discussing and debating your ideas with others.

– You will probably assert your individuality even within the group. If someone else is leading the project, be careful that your natural tendency to ignore authority doesn’t undermine the team. If you maintain goodwill, you’ll stand a better chance of convincing someone else to do the actual writing.

– You may do well to compose an article, essay, or story by speaking into a voice recorder. If the thought of transcribing the recording sounds unbearably tedious to you, consider paying (or persuading) someone else to do it.

– To sustain your enthusiasm, gather visual elements to use in the piece. Devise your own strategies to make the writing process more interesting.

– You are motivated by a desire to innovate.

– You tend to seek a unique approach even to ordinary topics. Conversely, you tend to be good at making complex subjects clear and interesting. Stay focused, and let your desire to prove your competence and ingenuity drive you forward until the project is complete.

Potential Blind Spots of the ENTP

As an ENTP, you may experience the following pitfalls:

– You generally enjoy brainstorming but may not feel motivated to write until you feel the pressure of a deadline. To avoid a time crunch at the end of the project, set milestones along the way. Make your best guess of how long each step should take, then double it. Schedule enough time to take breaks so you can consider new possibilities.

– To stay energized, try working in a variety of settings.

– You may excel at satire, and humor can liven up your work. Make sure your tone is appropriate for the piece and for the audience.

– You may find it helpful to include a personal story or two, rather than relying on cold logic alone to make your point.

– You tend to grasp the big picture and to focus on the future. Ensure that your work contains enough background material and concrete detail. To avoid tangents or a cursory treatment of the subject, keep the central thesis or purpose of the project in mind while writing. Solicit feedback from someone whose competence you trust.

Remember, there’s no right or wrong approach to writing. Each individual is unique, so don’t let generalities limit you. Do what works best for you.

Highly Intelligent and Gifted Employees – The Key to Innovation?


Do people in the highest region of the IQ spectrum function better than others?Or worse?

Or does it depend on certain factors? Little has been published on this subject. We present our own, wide-ranging experiences with gifted individuals. Giftedness is often accompanied by specific types of behavior or characteristics. The gifted think in a critical way, ‘out of the box’. They do not allow themselves to be put under social pressure, and they dare to engage in debate with authorities. They see problems as challenges and are eager to solve them. We argue that most gifted people are capable of playing an important role in innovation.

How can gifted people perform better and what can organizations do to create a favorable environment for them?

The style of leadership and the prevailing culture within an organization are important factors here. We propose to conduct carefully constructed plots. We believe that gifted people hold the key to innovation.


Stimulating the talents of gifted people can be beneficial for the knowledge economy. Especially where new, smart solutions are required for major problems, where courage is needed to conduct experiments. We have to stop seeing the gifted as irritating know-it-alls, but start taking advantage of what they can offer by encouraging them.


This statement refers on the one hand to the need for a knowledge economy and innovation, and on the other hand to the image of the gifted as irritating know-it-alls. The prevailing notions about giftedness are not very positive. We have heard stories about the IQ club Mensa (people with an IQ higher than 180). It is rare for such people to do well in society, because their brilliant brains also demonstrate a high degree of inappropriateness, sometimes expressed in a high level of social disability.



There is no generally accepted definition of giftedness. Giftedness can be formally defined using a valid IQ test, but the limit of 2% that is generally used is an arbitrary one. Although some very intelligent people with, for example, dyslexia or an extreme fear of failure do not score well on tests, they do have the same cognitive ability as gifted people who do score well on an IQ test.

Behaviors and pitfalls

Jacobsen (1999) identifies three principal ‘umbrella traits’ through which the gifted can be distinguished from the averagely endowed: observing, thinking / combining and responding /acting. These three areas are in line with a physiological basis of high intelligence.

Giftedness can be described in physiological terms as:

  1. Stimuli from the senses are transmitted to the brain quickly and are quickly transferred onward
  2. The thinking processes occur in parallel combined with imagery;
  3. Large amounts of data are efficiently associated and processed.

Depending on one’s attitude to life, the social strategy adopted, and the skills developed, the ‘collapsed’ form (so-called ‘diving behavior’), the ‘exaggerated’ form, or the ‘balanced’ form of behavior can manifest themselves in the three areas specified above. A gifted individual that is in balance often displays the following characteristics:

  • Picks concepts up quickly, thinks and talks quickly.
  • Questioning, intrinsically motivated, keen to solve problems.
  • Creative, many new ideas, opinionated, averse to authorities.
  • Extremely sensitive to all kinds of stimuli.
  • Perfectionism.

A gifted individual that is in balance can therefore be an original, creative, energetic, and constructive employee. However, if that gifted individual dive into his or her pitfall, this leads to dysfunctional behavior. The telltale signs of this include under-performing, becoming depressed, being over-sensitive, communication problems both at work and in relationships. In principle, all gifted individuals are capable of making high-quality contributions to innovation in organizations.

What the working environment notices =  What the employee states:

  1. Many conflicts with management and authorities = I have a great sense of justice
  2. Cannot listen to what others say = My ideas are not understood, but I’m usually right
  3. Difficult to place motives. What’s behind it all? = Apparently I was a threat to my colleagues
  4. Bad timekeeping, for example in meetings = I’m being held back all the time, it all goes so slowly
  5. Strongly fluctuating performance, without any clear cause= I have no idea what I want, I find almost everything interesting
  6. Not clear where the employee’s optimal work position is; concerns him/herself with all kinds of things = I get too little appreciation, people don’t see what  I’m capable of
  7. 7 Lack of perseverance and discipline = I’m easily distracted 
  8. Is difficult to approach, not social = I dislike social talk
  9. Makes all kinds of demands concerning work environment factors = I can’t understand how other people can work in that noise

Gifted individuals who are not functioning properly are often unaware of their own intelligence, which results in them interpreting the other persons’ lack of knowledge as unwillingness. They then become irritated and often start to rush ahead. Additionally, there is a tendency to focus on the content, rather than on issues such as enthusiasm and motivation. They are also often unaware of the effects of their giftedness on their environment. Sometimes, they try to adapt too much, which can result in them becoming dissatisfied generally, and the job profiling is not presented clearly enough to allow them suitable to take on tasks.

The above table makes it clear that if giftedness is not recognized as such (not even by the gifted individual in question), the pitfalls in the functioning of the gifted individual become more dominant, confirming the stereotypical image outlined by professor Vinke. However, it is precisely this creativity and the ability to think ‘out of the box’ that is required for innovation.


Strong points

  • Very high IQ
  • Dominant
  • Introverted
  • Original ideas
  • Original
  • Powerful imagination
  • Independent opinions
  • Provides new solutions to old problems
  • Major source of innovations and ideas in a team
  • Constant source of inspiration

Weak points

  •  Lacking a sense of reality
  • Tendency to be impractical
  • Occasional ‘head in the clouds’ behavior
  • Does not accept criticism easily
  • Feels easily under-valued
  • Vulnerable
  • Withdraws
  • Not very diplomatic or tactful
  • Communicates ineffectively with others


Contributions made to innovations by the gifted individual

  • The gifted individual can easily identify the relationships between goals, missions and assignments
  • The gifted individual has the ability to focus intensely on the content.
  • Arguments based on content are key. Habits, traditions and social pressure are quickly spotted. If these seem to be in conflict with the content, they are discarded as being irrelevant.
  • Thinking ‘out of the box’ is second nature to them.
  • Switching between one’s own professional area and other disciplines is no problem at all.
  • The opinion of a formal authority does not weigh any heavier than the opinion of another party.
  • Information from others is checked against one’s own experience or against other information.
  • The gifted individual has a high degree of commitment and passion.
  • Existing protocols, structures and approaches are only followed if they appear to be effective and are well-founded.
  • A customized solution is sought for each individual situation, often when this has not been requested. ‘Standard problems’ are also approached in this way.