Author: Lisi Mallinson
Building on part one, where we explored the Enneagram’s scientific limitations and ethical considerations, this article turns to the MBTI itself.
The MBTI is a tool with decades of refinement, extensive research, and clear psychometric evidence, making it a secure and responsible choice for ethical practice. Common critiques of the MBTI often stem from a misunderstanding of its intended purpose, the methodology that underpins its utility or from confusion with unverified "free" online copies.
Misconception | MBTI's evidence-based reality |
"It's too simplistic and puts people in a box." | The MBTI is based on Jungian theory of psychological type preferences (like left- or right-handedness), not fixed, restrictive categories. It is a developmental tool that encourages flexibility and using preferences when needed. |
"It's outdated." | The MBTI has been continually refined for over 75 years, with regular updates to items, scoring, translations, and is supported by ongoing independent research that consistently shows its reliability and relevance in today's diverse workplaces. |
"I can do MBTI online for free." | Free online versions are NOT the copyrighted, research-backed MBTI. They lack scientific reliability and validity, often providing stereotypical or horoscope-like descriptions. The true value of the MBTI lies in the scientifically validated instrument and the subsequent guided feedback process facilitated by a trained professional. |
"It doesn't predict job performance, so it's useless." | MBTI was never designed to predict job performance or be used for selection. This critique is unwarranted and its use for selection is prohibited by ethical guidelines. Its purpose is purely developmental: enhancing self-awareness, communication, teamwork, and leadership growth, areas where it has demonstrably shown predictive value (e.g. career choice, decision-making style, and leadership ratings). |
"It's unreliable and invalid." | The MBTI has strong test–retest reliability (correlations over six months ranging from 0.89 to 0.93) and excellent construct validity (its preferences correlate logically with the Big Five dimensions). The vast majority of respondents get consistent results. |
Let’s recap some of the basics: The methodology
The MBTI, as mentioned, is based on Jungian trait theory of preferences. The items in the MBTI are forced choice or ipsative in nature. The significance of using ipsative data in a personality instrument like the MBTI lies in this forced-choice format, which compels a respondent to prioritise preferences. However, this format introduces specific limitations and dictates how the assessment should be interpreted and applied.
What is ipsative data?
Ipsative data (from the Latin ipse, meaning "self") refers to measurements that compare traits within the same individual (intra-individual). In a personality assessment, the respondent is typically presented with two or more statements and must choose the one that is most or least characteristic of them.
Why is this significant? This format forces a trade off or prioritisation. It measures the relative strength of one preference (e.g. Introversion) against another (e.g. Extraversion) within the person, directly revealing the individual's "best-fit" type or dominant preference. For the MBTI, this is crucial as it focuses on psychological preferences (like being right- or left-handed) rather than the amount of a trait.
Proper use and interpretation
The distinct nature of ipsative data requires specific rules for proper use:
Focus on development, not selection: Ipsative data is primarily for developmental feedback, self-awareness, and understanding team dynamics. Because the scores only reflect internal comparisons, they are unsuitable for selection decisions (i.e. comparing one candidate to another or to a job profile). The MBTI itself is explicitly designed and sold as a developmental tool.
Highlight relative strengths: Scores should be interpreted as indicating a person’s preferred way of operating, thinking, or making decisions (e.g. Introversion preference over Extraversion). The data shows how a person manages their own psychological resources, not how much of a trait they possess compared to the general population.
Use guided feedback: The score is a starting point. Proper use of an ipsative tool like the MBTI requires a guided feedback process with a trained practitioner. This helps the respondent clarify their "best-fit type", acknowledges the natural use of their non-preferred options, and mitigates the risk of "putting people in a box".
Limitations of ipsative data
While powerful for internal insight, ipsative data has crucial limitations related to comparison and statistical analysis:
Cannot compare across individuals: Ipsative scores are not normative. If Person A and Person B both score a high preference for Trait X, we only know that Trait X is their relative preference. We cannot say that Person A has more of Trait X than Person B, or even that their preference for X is stronger.
Cannot compare across scales: Because the total score across all scales is often a constant (or nearly so), the scores are interdependent. An increase in one scale must result in a decrease in another. This interdependence limits the utility of standard statistical techniques, such as factor analysis and correlating scores with external criteria (like job performance), making it difficult to establish certain types of validity.
Best applications for ipsative data (the MBTI context)
Ipsative data is best applied in contexts where the goal is understanding internal priorities and facilitating growth:
Application area | Rationale (why ipsative is ideal) |
Self-awareness | Directly reveals a person's ingrained preferences, clarifying their natural approach to the world. |
Team building | Clarifies differences in communication, conflict, and problem-solving styles within a team, promoting mutual understanding and appreciation of diversity. |
Leadership development | Helps leaders understand their natural bias in decision-making and communication, encouraging them to flex their style when interacting with team members of different types. |
Conflict resolution | Explains why two individuals approach an issue differently (due to preference differences) rather than assigning a measure of 'good' or 'bad' to their personality. |
In conclusion, the MBTI's transparent, well-documented, and consistent scientific properties allow us to meet our ethical and legal obligations as registered professionals.
To learn more about the MBTI’s psychometric properties and other relevant studies pertaining to the MBTI, see MBTI reliability and validity info.
References
Brown, Anna. (2015). Personality assessment, forced-choice. In J. D. Wright (Ed.), International encyclopedia of social and behavioural sciences (2nd ed.). Elsevier. DOI:10.1016/B978-0-08-097086-8.25084-8
Department of Health. (2006). Rules of conduct pertaining specifically to the profession of psychology (Form 223, Annexure 12 of the Ethical Rules of Conduct for Practitioners Registered under the Health Professions Act, 1974). Government Notice No. R. 717. Government Printers.
Hook, J. N., Hall, T. W., Davis, D. E., Van Tongeren, D. R., & Conner, M. (2020). The Enneagram: A systematic review of the literature and directions for future research. Journal of Clinical Psychology, 77(4), 865–883. https://doi.org/10.1002/jclp.23097
McLean, James & Chissom, Brad. (1986). Multivariate analysis of ipsative data: Problems and solutions. https://www.researchgate.net/publication/234705458_Multivariate_ Analysis_of_Ipsative_Data_Problems_and_Solutions
Neuroscience News. (2025, August 24). Personality tests like Myers-Briggs can mislead more than reveal. Neuroscience News. https://neurosciencenews.com/personality-tests-unreliable-29609/
Riso, D. R., & Hudson, R. (1999). The wisdom of the Enneagram: The complete guide to psychological and spiritual growth for the nine personality types. Bantam Books Inc.
South African Government. (1998). Employment Equity Act, No. 55 of 1998. Government Printers.
Van Eijnatten, F. M., Van Der Ark, L. A., & Holloway, S. S. (2014). Ipsative measurement and the analysis of organizational values: an alternative approach for data analysis. Quality & Quantity, 49(2), 559–579. https://doi.org/10.1007/s11135-014-0009-8
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