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To Test or Not to Test? That is the question.
I was recently asked by a colleague, how she could talk to her client about why she usually doesn’t use instruments in her work. I’ve heard from many practitioners who do not use instruments, especially when doing work with Interaction Styles or Temperament alone. However, organizations have come to expect instruments to be used. It is always a decision that the professional needs to make in the diagnostic and contracting phases. I think instruments are very useful when working with some populations who have little experience with self-reflection. However, as people develop, they become more capable of self-reflection. Since I am usually working with objectives that involve fostering development and developing an understanding of others as much as developing an understanding of self, I tend to not use them.
Personality is so complex, that I use a process of collecting multiple data points, such as participant responses to presentations of different patterns, feedback from others, written materials, activities, cross checking against multiple models, and sometimes including instrument results. In my experience and those of many other professionals with years of client work, an instrument usually proves to be one of the weakest data points for the following reasons:
- There seems to be a natural human tendency to believe in ‘tests.’ When the instrument results differ from their self-discovery experiences, people often discount their own experiences with far more data points than the instrument itself. Many abandon the experiences they’ve just had and blindly accept the instrument results. Then they wind up creating a story about themselves that doesn’t match who they are and may even make life-changing decisions that are not in line with their natures.
- All assessment methods have error and all instruments have an error rate. This error rate depends on a variety of factors including item construction, scoring, and other technical aspects of instrument development as well as how the instrument is set up in administration. It also depends on what reference points the individual takes when completing it. If at work, then the work self may be what is reported even though that may not be the individual’s natural self. Other known factors include extreme stress, group pressure, stages of development and many more.
- Instruments often don’t get the results we want because clients try to game the questions. It seems that instruments feel like ‘tests’ that can be used to put people in a box, so the clients can become guarded in their responses. Of course this happens most often when the instrument is required for participation in a mandatory program and that’s another topic altogether.
Most importantly, in my work, I am teaching the skills of self-awareness, self-reflection, self-regulation—all important aspects of emotional intelligence and social intelligence. These skills are better taught through self-discovery than through instruments. The self-discovery process leads to more ownership of the results, therefore more self-authoring. Additionally, if people mentally “try on” all the patterns presented, they are more likely to develop a deeper understanding and appreciation for those who are different from themselves. This leads to perspective taking, which is one of the key skills needed in today’s world.
So to ‘test or not to test’ is an important question. How do you resolve it?
MBTI® and Other Instruments and Second Order Change
If you are a coach or organization change professional you may be wondering if you can use the MBTI® instrument or other typology instruments to get second order change? My answer is yes, IF you know type theory beyond the instrument results and beyond simple dichotomies. You cannot get transformative change by depending solely on the results of the instruments or reports based on simple dichotomies.
The very way type is introduced can lead to limited first order change or to more transformational second order change. (Note: this blog uses a lot of short-cut terms that are explained in my article, The Five Lenses of Coaching.)
What are First- and Second-Order Change? I found the following simple explanation.
- First-order change is doing more – or less – of something we are already doing. First-order change is always reversible.
- Second-order change is deciding – or being forced – to do something significantly or fundamentally different from what we have done before. The process is irreversible: once you begin, it is impossible to return to the way you were doing before.
I also found the following useful, brief explanation by Michael Perez
First order change: Remedial change. This is a more functionally optimal change in a specific behaviour in context. The change occurs at the same logical level as the 'problematic' behaviour.
Second order change: Generative change. This is a more functionally optimal change in an entire category of behaviours in context. The change occurs a logical level above the 'problematic' behaviour.
Third order change: Evolutionary change. This is a more functionally optimal change across multiple categories of behaviour, usually in a number of contexts. The change occurs two logical levels above the 'problematic' behaviour.
My simple explanation of ‘logical level’ would be that first order is ‘inside the box’ thinking. Second order and third order are ‘outside the box.’ Third order change usually refers to changes in larger systems, like families, organizations, government, and so on.
First order change is doing more or less of the same kinds of things. It is a change that stays within the operating system of the individual and is change in behavior. For example, a first order change with the type framework is to get someone with preferences for INFP to engage in extraverted Thinking (Te) activities—to segment and systematize, making decisions based on logical order and consequences in the external world rather than their natural introverted Feeling (Fi) tendency to judge against a holistic sense of internal values. The client can be in need this kind of change. He or she may need to do less of introverted Feeling and more of Extraverted Thinking behaviors in order to fulfill a role or achieve a goal. When the coach suggests these kinds of activities, the client can try them out and get skilled at them. But will it stick? Not easily unless other things are considered.
Even within the framework of type dynamics this change looks like it is within the natural type pattern, but it may not lead to solving the problem the client is concerned with. We have to keep in mind that first order change works when people only need to learn some new behaviors. However, when those behaviors go counter to some other closely held belief or years of practice, the ‘problem’ won’t be fixed.
First order change can even make a problem worse. For example, this fictional INFP client might have had an interpretation that emphasized the preferences, so this person decides he can’t do Thinking kinds of things and avoids them or resists them, and the problem becomes worse.
Second order change transforms the internal operating system so the client can not only maintain the behavior, but also be generative and selective in its use. Such change is usually accomplished through emotional impact, action, or a major change in how clients view themselves or the world.
Incorporating a simple explanation of type dynamics in a session with the client can facilitate second order change. In most type literature, a preference for Thinking is explained as opposite to Feeling and for an INFP and that is where it ends. If type dynamics is even mentioned, Thinking is described as the ‘inferior’ and we all know what inferior means! Based on my studies of the work of John Beebe and my experience, I’ve found the mental process opposite to the dominant to be more integral to the whole type pattern and more powerful than was previously believed. I use a stick figure to show how the dominant and the ‘inferior’ form the spine of the personality. (Scroll down in the article to see the stick figure.)
For example, once this INFP client realizes that Te is part of his natural pattern, he can reclaim it. He has a framework for shifting his behavior at will and is likely to consciously seek out Te experiences. If type dynamics is not included in the session and the client is given only his preferences and the dichotomies explained, the desired second order change is not likely to happen.
To make the behavior change stick, the coach will need to start by working within the internal belief systems of the client. Using multiple personality type frameworks can give the coach a way to understand some of these. If you use temperament, you can understand the core needs and tap into deep motivations. In the example above, you can explain type dynamics in relationship to type development. In this way you do not violate the Catalyst (_NF_) temperament’s need to be authentic. Depending on the individual INFP and where they are developmentally, asking them to do the Te kinds of activities may feel inauthentic and even if it makes sense in their heads, it won’t feel right.
A different rationale would be more effective with someone with ISFP preferences, another type with Fi as dominant. The motivations are different. For an ISFP client, the coach can appeal to the need for impact and results. Those with an Improviser (_S_P) temperament want to get tangible results, have an impact, and move on. Extraverted Thinking can help them better organize their work and be more efficient. You can still explain type dynamics and type development to give a clear guide for why this will work, since Te is within their type pattern as something they aspire to.
I think the concepts of first order change and second order change can be very useful in targeting our work with clients. Sometimes first order change is just fine and at other times, it becomes part of the problem. As coaches and change agents, I think we all want to not do things that become part of the problem.
This turned into a long blog with so many threads of thought. What are your questions and thoughts?
Out of a Box and Into Interpersonal Agility™
Set-up or Getting Started
During the Session Watch Your Language and Continue to Clarify Type
Open Closing
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