Personality Type Differences in Change
Personality type differences in change are stable preferences in how people direct their energy, take in information, make decisions and organize their work, which shape how they react to a change. A widely used framework is the Myers-Briggs® Type Indicator (MBTI®), developed by Isabel Briggs Myers and Katharine Cook Briggs from Carl Jung's theory of psychological types.
Quick facts
- Type
- Concept (individual differences in preference)
- Origin
- Carl Jung, Psychological Types (1921); the MBTI® instrument by Katharine Cook Briggs and Isabel Briggs Myers, first forms in the 1940s
- Used when
- Planning communication, involvement and support for a mixed group of people
- Related models
- Learning styles (Kolb, Honey & Mumford) · SCARF · Change curve
- Exam relevance
- APMG CM Foundation, People & Change (PC0201); Practitioner (PC0301)
What are personality type differences?
Carl Jung proposed in 1921 that people differ in a few consistent mental preferences. Isabel Briggs Myers and her mother, Katharine Cook Briggs, turned the idea into a self-report questionnaire, the MBTI®, which reports a preference on four pairs:
- Extraversion (E) or Introversion (I): where a person tends to direct and draw energy, toward people and action or toward reflection.
- Sensing (S) or Intuition (N): whether they prefer concrete, practical facts or patterns and possibilities.
- Thinking (T) or Feeling (F): whether they decide mainly by logic and consistent criteria or by values and the effect on people.
- Judging (J) or Perceiving (P): whether they prefer a planned, settled approach or a flexible, open one.
The four preferences combine into 16 types, such as ISTJ or ENFP. A preference is not an ability: an Introvert can present well, and a Feeling type can analyze.
Personality type differences therefore describe how people prefer to work, not how well they work.
How do personality preferences shape reactions to change?
Typical patterns, derived from the preference definitions, are tendencies, not rules:
| Preference | What the person tends to want during a change |
|---|---|
| Extraversion | To talk the change through, in groups and early |
| Introversion | Time and written material to reflect before responding |
| Sensing | Concrete detail of exactly what will be different in daily work |
| Intuition | The big picture, the rationale and the possibilities |
| Thinking | Logical reasons and consistent, fair criteria |
| Feeling | The impact on people and on shared values |
| Judging | A clear plan, dates and decisions |
| Perceiving | Room to adjust as the change unfolds |
A person with a Sensing preference who keeps asking how their tasks will be done is not resisting; they need specifics. Vision-only communication tends to frustrate them, while detail-heavy briefings can lose people with an Intuition preference.
Personality type differences therefore explain why one message lands well with some people and badly with others.
How can a change manager use personality differences?
At Harbourside Council, a team redesigning the permit process mixes planners who want a full plan up front with officers who prefer to experiment. People with different preferences notice different risks and benefits, so the mix brings more angles. The same mix causes friction over pace, level of detail and how decisions are made.
The change manager uses the differences without testing anyone:
- Pair the big picture with concrete "what changes for you" detail in every briefing.
- Offer both group discussion and written material with time to reply.
- Explain the logic of decisions and their effect on people.
- Publish a plan with milestones, and say where it can still flex.
Type does not decide whether someone supports or resists a change, and it does not fix how fast they adopt it.
Personality type differences are therefore a design input for communication and teamwork, not a way to label or predict individuals.
What are the criticisms of personality type instruments?
Type instruments are widely used for team development because they give people a neutral vocabulary for differences. Researchers raise several concerns.
- Reliability. Pittenger (1993) found insufficient evidence for the test's claims, and critics note that people can receive a different type on retest.
- Types or scales. McCrae and Costa (1989) found that four MBTI® scales relate to four factors of the five-factor model of personality, and argued for reading them as continuous dimensions rather than as distinct types.
- Prediction. Type is not a valid basis for hiring or selection; the Myers & Briggs Foundation's own ethical guidance says so.
Personality type differences are therefore best used as a conversation aid during change, with the person deciding which description fits them.
Personality type differences vs. learning styles: what is the difference?
| Personality type differences | Learning styles | |
|---|---|---|
| What it describes | Broad preferences in energy, information, decisions and lifestyle | Preferences in how people learn from experience |
| Typical framework | Jung's types; the MBTI® instrument | Kolb's learning cycle; Honey & Mumford's four styles |
| Main use in change | Shape communication, involvement and teamwork | Design training and learning activities |
| Evidence caution | Reliability of type categories is debated | Matching teaching to a style has little support |
Both describe preferences rather than abilities; personality type differences inform how a change is communicated, while learning styles inform how people are helped to learn it.
Exam focus
At Foundation level (PC0201) expect recognition of the four preference pairs and comprehension of how they shape reactions to change, for example why someone with a Sensing preference asks for concrete detail. Expect also why mixed teams bring both opportunities and friction. A common trap treats type as a predictor of support or resistance, or of the speed of adoption.
Practise this syllabus area →FAQ
What does MBTI stand for?
MBTI stands for Myers-Briggs Type Indicator, a self-report questionnaire developed by Isabel Briggs Myers and Katharine Cook Briggs from Carl Jung's theory of types. It reports a preference on four pairs (E/I, S/N, T/F, J/P), which combine into one of 16 four-letter types.
Which personality type resists change the most?
No type is inherently resistant. Different preferences resist for different reasons: missing detail, missing rationale, unclear impact on people, or a plan that is too rigid or too vague. Resistance depends on the change and how it is led, not on a four-letter type.
Why does someone keep asking for details about a change?
In type terms, this often reflects a Sensing preference: a focus on concrete, practical, present-day information. The person wants to know what will actually be different in their work. Specific examples, procedures and timelines help more than repeating the vision.
Is the MBTI scientifically valid?
Opinions differ. Supporters value it as a framework for self-awareness and team discussion. Critics point to people getting different types on retest and argue that the preferences are better treated as continuous scales. Most agree it should not be used for selection decisions.
Should everyone take a personality test before a change?
It is not necessary. A change manager can plan for the full range of preferences without knowing anyone's type: pair vision with detail, offer group and written channels, and explain both logic and people impact. Where an instrument is used, it should be voluntary and run by a qualified practitioner.
Sources
- Jung, C. G. (1971). Psychological Types (Collected Works, Vol. 6). Princeton University Press. Original work published 1921.
- Myers, I. B. with Myers, P. B. (1980). Gifts Differing: Understanding Personality Type. Consulting Psychologists Press (reissued Davies-Black, 1995).
- Pittenger, D. J. (1993). The utility of the Myers-Briggs Type Indicator. Review of Educational Research, 63(4), 467–488.
- McCrae, R. R. & Costa, P. T. (1989). Reinterpreting the Myers-Briggs Type Indicator from the perspective of the five-factor model of personality. Journal of Personality, 57(1), 17–40.
- APMG International — Change Management certification (syllabus topic PC0201)
- Last reviewed