what personality is this forum?

[incarcerated]

Jiminy Christmas! There are five of you INTJs here on this topic.

Originally Posted by GratefulCitizen

http://intjcentral.com/manual1

....only about 1% or 2% of the general population are INTJs....

Same numbers as INTPs, of which there are two on this thread.

While the average for each of the 16 types would be 6.25% of the overall population per type,
< 4% of all people are INTs.

[Buffalobob]

Curious what the INTJ's think.

Behind the humor is a lot of truth. In fact, most of it is true.

[JJ_BPK]

Originally Posted by Buffalobob

Behind the humor is a lot of truth. In fact, most of it is true.

I can't remember ever taking the test,, probably have..
I just run thru two different versions, both came up INTJ..
Why did I expect that??

One of the test had percentages, but no explaination??
Does the % have significance,, or just a scale?

Another Brick in the Wall...

Originally Posted by JJ_BPK

I can't remember ever taking the test,, probably have..
I just run thru two different versions, both came up INTJ..
Why did I expect that??

Another Brick in the Wall...

Took that test a month back. INTJ, after reading 'mastermind' it doesn't surprise me. I have always prefered to be the power behind the throne and manipulate things to my advantage rather than forcing the issue. Being alone never bothered me.

I would suspect that pretty much most QP's would come out INTJ.

Bob? you do know the difference between eccentric and crazy is money right? I am too poor at the moment to qualify for eccentric. I will just stick with merely being crazy.

I have simply always defined myself as not being a 'herd' animal. I see things a bit differently, have an off sense of humor. Follow my own set of rules in life. It has always worked for me. YMMV.

[Utah Bob]

Perhaps some of us should be designated IPs.

[Dozer523]

Originally Posted by GratefulCitizen

Now this is just downright funny.
Maybe it's just a warped sense of humor.
Curious what the INTJ's think.

[insert evil mastermind laugh here].

[Dozer523]

From http://www.xeromag.com/fun/personality.html

INTJ: The outside contractor

INTJs are solid, competent personalities who may seem aloof and even arrogant, but who are typically highly skilled in any field which interests them. INTJs are confident in their skills and knowledge, self-assured, and imaginitive; their exceptional problem-solving skills make them ideal architects, auto mechanics, and tools of the evil empire. While it requires the driving will to conquer of an ENTJ to imagine the Death Star and the evil genius of an ENTP to invent its devastating weapons systems, the skill and technical prowess of the INTJ is what makes the whole thing work.

The INTJ sees life as a problem to be solved. For that reason, the INTJ is the person a company brings in from the outside to streamline production processes and identify redundant assets for termination. The INTJ's combination of analyticial problem-solving skills and complete and utter disregard for the morality or consequences of his actions also make him ideal for the job of hatchet man, CIA operative, and helpdesk operator.

RECREATION: INTJs are often baffled by the strange and incomprehensible recreational rituals of other people, such as going to parties, watching television, and having sex. Instead, they prefer to spend their leisure time installing twin missile launchers in their cars to deter tailgaters and playing chess with megalomaniac CEOs of the Tyrell corporation.

COMPATIBILITY: Silly person, INTJs don't have relationships! They may, however build their own friends.

Famous INTJs include J. F. Sebastian and Sgt. Apone.

[Marina]

A plea for leadership from the INTJs in the military

http://www.nytimes.com/2009/12/20/op...0moyar.html?em

. . .

The American corporals and privates who traverse the Afghan countryside today are not at issue. They risk life and limb every day, with little self-pity. Despite the strains of successive combat deployments, they keep re-enlisting at high rates.

The problems lie, rather, in the leadership ranks. Although many Army and Marine officers in Afghanistan are performing well, a significant portion are not demonstrating the vital leadership attributes of creativity, flexibility and initiative. In 2008, to better pinpoint these deficits, I surveyed 131 Army and Marine officers who had served in counterinsurgency operations in Iraq or Afghanistan or both, asking them each 42 questions about leadership in their services.

The results were striking. Many respondents said that field commanders relied too much on methods that worked in another place at another time but often did not work well now. Officers at higher levels are stifling the initiative of junior officers through micromanagement and policies to reduce risk. Onerous requirements for armored vehicles on patrols, for instance, are preventing the quick action needed for effective counterinsurgency. Of the Army veterans I surveyed, only 28 percent said that their service encouraged them to take risks, while a shocking 41 percent said that the Army discouraged it.

The climate of risk aversion begins in American society at large, which puts a higher premium on minimizing casualties than on defeating the enemy. It continues with American politicians and other elites who focus on the abuses at Abu Ghraib and Haditha in Iraq, but rarely point out the far more numerous instances of American valor.

It doesn’t need to be this way in the Army. After all, the Marine Corps has succeeded in inducing its officers to operate independently. More than twice as many Marine survey respondents as Army respondents — 58 percent — said that their service encouraged risk-taking. Marine culture is different because the career Marine officers who shape it are, on average, less risk-averse than career Army officers.

Researchers have found that the leadership ranks of big organizations are dominated by either “sensing-judging” or “intuitive thinking” personality types. Those in the former category rely primarily on the five senses to tell them about the world; they prefer structure and standardization, doing things by the book and maintaining tight control.

In the late 20th century, the Army gravitated toward standardization, as peacetime militaries often do, and consequently rewarded the sensing-judging officers who are now the Army’s generals and colonels. But this personality type functions less well in activities that change frequently or demand regular risk-taking, like technological development or counterinsurgency. Organizations that thrive under such conditions are most often led by people with intuitive-thinking personalities. These people are quick to identify the need for change and to solve problems by venturing outside the box.

Today, the Army has more intuitive-thinking people among its lieutenants and captains than at the upper levels. Too many of these junior officers continue to leave the service out of disillusionment with its rigidity and risk aversion. To their credit, Secretary of Defense Robert Gates and the Army chief of staff, Gen. George Casey, have been trying to fix this problem, directing promotion boards to value creativity and initiative. But more drastic treatment is required.

The military should incorporate personality test results into military personnel files, and promotion boards should be required to select higher percentages of those who fall into the intuitive-thinking group. Many highly successful businesses factor personality testing into promotion decisions; the military, with far more at stake, should be no less savvy.

More immediately, our generals should repeatedly visit the colonels who command brigades and battalions to see if they are encouraging subordinates to innovate and take risks. Commanders who refuse to stop micromanaging should be relieved. The change may be disruptive and painful, but in the long run it will save lives and shorten wars.

Mark Moyar is a professor of national security affairs at Marine Corps University and the author of “A Question of Command: Counterinsurgency From the Civil War to Iraq.”

[Richard]

Although many Army and Marine officers in Afghanistan are performing well, a significant portion are not demonstrating the vital leadership attributes of creativity, flexibility and initiative.

They're out there - here's one.

http://www.dallasnews.com/sharedcont...1.4be2ed1.html

I would think the likes of GENs Petraeus and McChrystal (as well as those they choose to staff their HQs and groom for senior leadership under their commands) fit the category, too.

And so it goes...

Richard's $.02

[Dozer523]

i think I had my first significant INTJ experience as a young officer on a division free maneuver (well . . . as free maneuver as you get in FRG) with the 3ID in about 1982. I was the HHC XO (who DID i piss off?). The S-4 (who is a member of this forum!) 'splained Trains operations to me. "LT D, We run (not command and barely lead) the Trains. Everything the Bn will accomplish will be because the Trains make it so. The Trains are a diverse group of perceived slackers who are disgruntled because they know they work harder to support the "pointy end" then the "pointy end" does. It is a little like herding cats. Consider it as a city. I am the Mayor, you are the City Manager. You run it, I'm responsible for it." CPT P then disappeared and I hardly ever saw him again -- He was mostly hanging out with the CSC commander because he was going to be changing Command soon. And the HHC Commander, where was he? With the TOC.

"Everything the Bn will accomplish will be because the Trains make it so" was in the hands of the S-1, the Support Platoon Leader and moi! We were, and still are, best friends. (Be afraid, be very afraid.)

It snowed like hell. I think it was officially called Marne Magic, we called it "Marne-freeze-you-ass-off". The first Trains laager was set for the woods behind a hill, over-looking a quintessential German village. The snow was two feet deep, more on the way. I was pretty sure I could get all my vehicles and people in but getting them out . . . ? (And getting the jobs done? the Mess SGT was already bitching.)
I went all INTJ.
And we rolled down to the village. My driver spoke jerman. We found the Mayor and the translation went sort of like this.
"Ask him if we can park our 35 vehicles in the town for a day or so."
"Guten Tag, miena Herr. Canst vee here parken ein a kuchen?"
"Yes, but what of the other 34 vehicles."
"Go sit in the jeep you goober."
I told my wonderfully fluent new friend what we had and he gave us access to the local gas station for the Support Platoon
a farm Court yard for the Mess Kitchens
a school for the S-1 and we set up the S-4 track next to the church steeple.
a hay filled barn for the Medics (headed by an 18D he was very supportive of this idea). It was the only time I ever tasted milk still warm from the cow.
and one free room in the gasthaus.

The Bn XO came by and noticed this was not exactly according to plan. He was not an INTJ. (Maybe an ISPT. Or whatever the opposite was. Anyway not a pretty combination.) At least he let me walk him through what we had -- after he made me come out the the original site with the 5 ton wrecker to pull him out of the snow.
("I thought you told 'em."
'I didn't tell 'em, I thought you told 'em."
"If we'd told 'em them never would have let us."
"What do you mean 'we'?"
"Yeah, You're the city manager, I just went where you told me."
"Yeah, me too"
"So. . . . that's how it's gonna be, on my own?
In smiling unison "YUP! Good luck.")
Anyway, MAJ was at least happy to see me or the wrecker and did let me show him how "the tactical situation had changed". But . . . there WAS lots of scowling. UNTIL ,we finished the tour (BTW it looked great in a Tony Tiger sort of way) in front of the Gasthaus.
"Sir, the Mayor gave us one room, obviously none of us can use it but, since you're here it would be a shame to let it go to waste."
The results: hot chow on time to the troops ACA and very happy 1SGs
No problem with Class 3, down vehicles returned to action way faster then anyone else
No cold weather injuries
Didn't see too much of the XO
And the Bc Cdr paid me the highest possible compliment. He never said a word to me about it.

INTJ's ROCK!!!

[Richard]

Dozer,

There should've been an English-German speaking LNO with your BN to help coordinate just such activities - they were called CMOs (Civil-Mil Ops) and were TO&E slots in the regional Territorial Commands (TK-Sud and Nord) and BN-level support units (UKdos) from the local AOs; Theater-level coord came through the TrashCom (21st TAACOM).

Based on your sordid tale of typical INTJ behavior, I suspect your BN XO was quiet because he realized that he should've ensured the S-3 had made the request as noted on his check-list to help with such a contingency.

And so it goes...

Richard's $.02

[Dozer523]

Originally Posted by Richard

Dozer,

Based on your sordid tale of typical INTJ behavior, I suspect your BN XO was quiet because he realized that he should've ensured the S-3 had made the request as noted on his check-list to help with such a contingency.

OHHHHHHHHHHHHh hell, I thought he was like almost everyone else. . . . . . . . . . . . . Just didn't like ME.
The XO was SF, too.