The Portait of the Inspector (ISTJ)
Inspector Guardians look carefully and thoroughly at the people and institutions around them. Making up perhaps as much as ten percent of the general population, Inspectors are characterized by decisiveness in practical affairs, are the guardians of institutions, and if only one adjective could be selected, "superdependable" would best describe them. Whether at home or at work, Inspectors are nothing if not dependable, particularly when it comes to examining the people and products they are responsible for-quietly seeing to it that uniform quality is maintained, and that those around them uphold certain standards of attitude and conduct.
These quiet, no-nonsense Guardians have a distaste for and distrust of fanciness in speech, dress, and living space. Their words tend to be simple and down-to-earth, not showy or high-flown; their clothes are often homespun and conservative rather than of the latest fashion; and their home and work environments are usually neat, orderly, and traditional, rather than up-to-date or luxurious. In their choice of personal property (cars, furnishings, jewelry, and so on) price and durability are just as important as comfort or appearance. Classics, antiques, and heirlooms are especially valued, having achieved a certain time-honored status-Inspectors prefer the old-fashioned to the newfangled every time. Even on vacation, Inspectors tend not to be attracted by exotic foods, beverages, or locales.
Their thoroughness and orderliness, combined with their interest in legality and standardization, leads Inspectors to a number of occupations that call for the careful administration of goods and services. Inspectors feel right at home with difficult, detailed forms and columns of figures, and thus they make excellent bank examiners, auditors, accountants, and tax attorneys. Managing investments in securities is likely to interest this type, particularly investments in municipal bonds and blue-chip securities. Inspectors are not likely to take chances either with their own or others' money, and the thought of a bankrupt nation, state, institution, or family gives them more than a little uneasiness. The idea of dishonoring a contract also bothers an Inspector -their word is their bond-and they naturally communicate a message of trustworthiness and stability, which can make them successful in business. With their eye for detail, Inspectors make good business men and women, librarians, dentists, optometrists, legal secretaries, and law researchers. High school and college teachers of business administration, home economics, physical education, civics, and history tend to be Inspectors, as do quartermaster officers in the military.
Queen Elizabeth II, Harry S. Truman, Warren Buffet, Queen Victoria, James K. Polk,
and J.D. Rockefeller are examples of Inspector Guardians.
It's a little crazy that one letter can make such a big difference, but I feel like I'm not strongly either, but may have made the shift. Either way, I'm just plain crazy. There's no if's, and's or but's about it. I've highlighted in each what I'm most like. If you think I'm wrong, have at it! Sometimes, I scare myself.The Portait of the Mastermind (INTJ)
Of the four aspects of strategic analysis and definition, it is the contingency planning or entailment organizing role that reaches the highest development in Masterminds. Entailing or contingency planning is not an informative activity, rather it is a directive one in which the planner tells others what to do and in what order to do it. As the organizing capabilities the Masterminds increase so does their inclination to take charge of whatever is going on.
It is in their abilities that Masterminds differ from the other Rationals, while in most of their attitudes they are just like the others. However there is one attitude that sets them apart from other Rationals: they tend to be much more self-confident than the rest, having, for obscure reasons, developed a very strong will. They are rather rare, comprising no more than, say, one percent of the population. Being very judicious, decisions come naturally to them; indeed, they can hardly rest until they have things settled, decided, and set. They are the people who are able to formulate coherent and comprehensive contingency plans, hence contingency organizers or "entailers."
Masterminds will adopt ideas only if they are useful, which is to say if they work efficiently toward accomplishing the Mastermind's well-defined goals. Natural leaders, Masterminds are not at all eager to take command of projects or groups, preferring to stay in the background until others demonstrate their inability to lead. Once in charge, however, Masterminds are the supreme pragmatists, seeing reality as a crucible for refining their strategies for goal-directed action. In a sense, Masterminds approach reality as they would a giant chess board, always seeking strategies that have a high payoff, and always devising contingency plans in case of error or adversity. To the Mastermind, organizational structure and operational procedures are never arbitrary, never set in concrete, but are quite malleable and can be changed, improved, streamlined. In their drive for efficient action, Masterminds are the most open-minded of all the types. No idea is too far-fetched to be entertained-if it is useful. Masterminds are natural brainstormers, always open to new concepts and, in fact, aggressively seeking them. They are also alert to the consequences of applying new ideas or positions. Theories which cannot be made to work are quickly discarded by the Masterminds. On the other hand, Masterminds can be quite ruthless in implementing effective ideas, seldom counting personal cost in terms of time and energy.
Alan Greenspan, Ben Bernanke, Dwight D. Eisenhower, General Ulysses S. Grant, Frideriche Nietsche, Niels Bohr, Peter the Great, Stephen Hawking, John Maynard Keynes, Lise Meitner", Ayn Rand and Sir Isaac Newton are examples of Rational Masterminds.
(Both descriptions can be found at www.Keirsey.com)
