An Intuitive Introvert who Thinks and Judges like a Mastermind

I don’t know but I’m on this super-nerdy-weirdo mode and I just want to have this on my blog.




INTJ (introversionintuitionthinkingjudgment


INTJs are one of the rarest of the sixteen personality types, and account for about 1–4% of the population

  • I – Introversion preferred to extraversion: INTJs tend to be quiet and reserved. They generally prefer interacting with a few close friends rather than a wide circle of acquaintances, and theyexpend energy in social situations (whereas extraverts gain energy).[8]
  • N – Intuition preferred to sensing: INTJs tend to be more abstract than concrete. They focus their attention on the big picture rather than the details and on future possibilities rather than immediate realities.[9]
  • T – Thinking preferred to feeling: INTJs tend to value objective criteria above personal preference. When making decisions they generally give more weight to logic than to social considerations.[10]
  • J – Judgment preferred to perception: INTJs tend to plan their activities and make decisions early. They derive a sense of control through predictability, which to perceptive types may seem limiting.[11]

INTJs apply (often ruthlessly) the criterion “Does it work?” to everything from their own research efforts to the prevailing social norms. This in turn produces an unusual independence of mind, freeing the INTJ from the constraints of authority, convention, or sentiment for its own sake … INTJs are known as the “Systems Builders” of the types, perhaps in part because they possess the unusual trait combination of imagination and reliability. -Marina Margaret Heiss

INTJs are analytical. Like INTPs, they are most comfortable working alone and tend to be less sociable than other types. Nevertheless, INTJs are prepared to lead if no one else seems up to the task, or if they see a major weakness in the current leadership. They tend to be pragmaticlogical, and creative. They have a low tolerance for spin or rampant emotionalism. They are not generally susceptible to catchphrases and do not readily accept authority based on tradition, rank, or title.

Hallmarks of the INTJ include independence of thought and a desire for efficiency. They work best when given autonomy and creative freedom. They harbor an innate desire to express themselves by conceptualizing their own intellectual designs. They have a talent for analyzing and formulating complex theories. INTJs are generally well-suited for occupations within academia, research, consulting, management, science, engineering, and law. They are often acutely aware of their own knowledge and abilities—as well as their limitations and what they don’t know (a quality that tends to distinguish them from INTPs). INTJs thus develop a strong confidence in their ability and talents, making them natural leaders.

In forming relationships, INTJs tend to seek out others with similar character traits and ideologies. Agreement on theoretical concepts is an important aspect of their relationships. By nature INTJs can be demanding in their expectations, and approach relationships in a rational manner. As a result, INTJs may not always respond to a spontaneous infatuation but wait for a mate who better fits their set criteria.

The most independent of all types, INTJs trust their intuition when choosing friends and mates—even in spite of contradictory evidence or pressure from others. The emotions of an INTJ are hard to read, and neither male nor female INTJs are apt to express emotional reactions. At times, INTJs seem cold, reserved, and unresponsive, while in fact they are almost hypersensitive to signals of rejection from those they care for. In social situations, INTJs may also be unresponsive and may neglect small rituals designed to put others at ease. For example, INTJs may communicate that idle dialogue such as small talk is a waste of time. This may create the impression that the INTJ is in a hurry—an impression that is not always intended.

Keirsey referred to INTJs as Masterminds, one of the four types belonging to the temperament he called the Rationals.

The Mastermind Rational (directive, coordinator) is one of the 16 role variants of the Keirsey Temperament Sorter, a self-assessed personality questionnaire designed to help people better understand themselves. Strong-willed and very self-assured, they may make this decision quickly, as they tend to make all decisions. But though they are decisive, they are open to new evidence and new ideas, flexible in their planning to accommodate changing situations.

They tend to excel at judging the usefulness of ideas and will apply whatever seems most efficient to them in accomplishing their clearly envisioned goals. To Masterminds, what matters is getting it done—but also learning the principles of how to get it done efficiently and well, that is, at a professional level of quality. As leaders, Masterminds are skilled in contingency planning and entailment organizing, which are directive activities that tell the planner what activities to do and in what order to do them. Once in a position of power, Masterminds are known for their efficiency and willingness to adopt useful ideas.

All Rationals are good at planning operations, but Masterminds are head and shoulders above all the rest in contingency planning. Complex operations involve many steps or stages, one following another in a necessary progression, and Masterminds are naturally able to grasp how each one leads to the next, and to prepare alternatives for difficulties that are likely to arise any step of the way. Trying to anticipate every contingency, Masterminds never set off on their current project without a Plan A firmly in mind, but they are always prepared to switch to Plan B or C or D if need be.

Masterminds are rare, comprising no more than one to two percent of the population, and they are rarely encountered outside their office, factory, school, or laboratory. Although they are highly capable leaders, Masterminds are not at all eager to take command, preferring to stay in the background until others demonstrate their inability to lead. Once they take charge, however, they are thoroughgoing pragmatists. Masterminds are certain that efficiency is indispensable in a well-run organization, and if they encounter inefficiency — any waste of human and material resources — they are quick to realign operations and reassign personnel. Masterminds do not feel bound by established rules and procedures, and traditional authority does not impress them, nor do slogans or catchwords. Only ideas that make sense to them are adopted; those that don’t, aren’t, no matter who thought of them. Remember, their aim is always maximum efficiency.

In their careers, Masterminds usually rise to positions of responsibility, for they work long and hard and are dedicated in their pursuit of goals, sparing neither their own time and effort nor that of their colleagues and employees. Problem-solving is highly stimulating to Masterminds, who love responding to tangled systems that require careful sorting out. Ordinarily, they verbalize the positive and avoid comments of a negative nature; they are more interested in moving an organization forward than dwelling on mistakes of the past.

Masterminds tend to be much more definite and self-confident than other Rationals, having usually developed a very strong will. Decisions come easily to them; in fact, they can hardly rest until they have things settled and decided. But before they decide anything, they must do the research. Masterminds are highly theoretical, but they insist on looking at all available data before they embrace an idea, and they are suspicious of any statement that is based on shoddy research, or that is not checked against reality.


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