MBTI® ISTP Personalities and Decision Making

In ISTP, MBTI, Type and Decision-Making by Geeta Aneja

Developing a deeper understanding of your Myers-Briggs Type Indicator® Personality Type (MBTI®) can offer insights into the nuances of decision making. In particular, what factors are considered in the decision itself, how different individuals prefer to approach implementation, and how they tend to evaluate the success of the initiative. Such insights can help you reduce conflict and make more effective, balanced decisions in the workplace.

Introverted-Sensing-Thinking-Perceiving ISTP personalities value practicality over all else. They seek to minimize the resources spent on a given initiative or project, and may even go so far as to under-research possible plans, or dismiss them prematurely. For these reasons, they often benefit from having peers or co-workers who are willing to do more background research. As they begin generating options, ISTPs organize possibilities into logical categories, optimizing responsiveness and utility—they may discount feelings or perceptions that are not based on tangible evidence, as well as choices that seem to limit options in the future. They are complemented by people who are able to consider both long-term as well as short-term utility, as well as those who are able to include interpersonal implications and impacts.

MBTI® ISTP Decision Making Blog

Learn all about Myers-Briggs® ISTP Personalities and their Decision-Making Process

When the time comes to make a decision, Myers-Briggs® ISTP personalities seek logical, straight-forward decisions that are strongly rooted in the current context or reality. They implement the agreed-upon plan relatively linearly, but are also able to improvise depending on the demands of the situation. As in previous stages of decision making, ISTPs economize effort by working as quickly and efficiently as possible. It’s important to note also that ISTPs require a level of flexibility and independence when working – they are stifled if their work environment is too structured or inhibiting. While they often prefer to work independently and may grow impatient with those who need more specific procedures to thrive, ISTPs benefit from the praise and support of others, particularly when this support is not only verbal but is also practical.

When reflecting upon a decision after the fact, MBTI® ISTPs do not “sugar coat” the truth. As Hirsh and Hirsh (2007) observe, they “produce an honest and matter-of-fact appraisal of a decision outcome” (P.15) and consider quickly but effectively how the process could have been streamlined. However, they may neglect to consider deeper significance, particularly interpersonal considerations or the possible emotional reactions of others. In order to grow and continue to strengthen leadership and decision-making attributes, ISTPs should make an effort to evaluate not only the pragmatism of decisions, but also the degree to which they facilitated successful collaboration. Furthermore, ISTPs should make an effort to adhere to the decided-upon plan, rather than unilaterally alter it, regardless of the situation at hand. Last but far from least, MBTI® ISTP personalities should attempt to foster team work and interpersonal relations in the departments and organizations of which they are a part. They can do this by asking others to elaborate on their contributions, considering the impact their decisions will have on others, and even just taking a moment to more deeply consider the situation as a whole.

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References

Introduction to Type and Decision Making. (Hirsh, K., & Hirsh E. CPP. 2007)

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