I just took the Humanmetrics Jung Typology Test and the result is very interesting. It says that I am INTJ ,which really suits my profile. Here is the detailed description and results:
Introvert(11%) iNtuitive(25%) iNtuitive Thinking(12%) Judging(44%)
You have slight preference of Introversion over Extraversion (11%)
You have moderate preference of Intuition over Sensing (25%)
You have slight preference of Thinking over Feeling (12%)
You have moderate preference of Judging over Perceiving (44%)
Generally, INTJs have successful careers in areas requiring intensive intellectual efforts, presenting intellectual challenge, and creative approach. Due to the characteristics mentioned above, successful INTJs are found in technological companies, particularly in research and development, and also found among corporate lawyers, high- and mid-rank managers in technology companies and financial institutions.
Computer Programming – yes
Natural Science – why not
Teaching Natural Science – why not
Engineering – yes
Management – yes
Entrepreneurship – yes
Law – hm
Librarian – why not
INTJ: Working Effectively Together with Others
Your type INTJ belongs to the NT group. ENTJ, ENTP, and INTP types as well belong to the NT group. You would likely find it easiest to interact with these four personality types belonging to the NT group because these people perceive the world and evaluate happenings in a similar way as you do.
The most likely challenging for you to get along with individuals from the SF group composed of ESFJ, ISFJ, ESFP, and ISFP types. This is because the people in this group are dominated by mental functions of consciousness that are totally opposite to your own. These people perceive the world and evaluate happenings in a starkly different way.
Your iPersonic Type: The Individualistic Doer
Individualistic Doers like you are self-assured and very independent people. You are a quiet and realistic, very rational, extremely matter of fact person. You strongly cultivate your individualism and enjoy applying your abilities to new tasks. But you are also a very spontaneous and impulsive person. Individualistic Doers are good and precise observers who register everything which goes on around them. However, you are not so sensitive as regards interpersonal relations and are surprised when you occasionally rub someone up the wrong way with your direct and blunt manner. You are not particularly fond of obligations; but if you are given space, you are an uncomplicated, sociable and cheerful individual.
Individualistic Doers enjoy challenges – action and the odd kick are simply part of your life. You love tempting fate and many people of your type have risky hobbies such as skydiving or bungee jumping. This also applies to your workday life. You are in top form in critical situations; you can grasp situations, make decisions and take the necessary steps extremely quickly. Hierarchies and authorities impress you very little; if a superior is not competent, you will have little respect for him. You like to take on responsibility. You have a marked sense of reality and always find the most suitable and expedient solution for a problem. You resolve conflicts openly and directly; here, you sometimes lack tact but you are also very good at taking criticism yourself.
If one wanted to characterize you with one word, it would probably be “independent.” Few types are as freedom loving and individualistic as you. You should find a working environment where rules and structures play a secondary role, where the hierarchies are flat and where you won’t be limited to detailed projects and work flows. Your freedom to act cannot be large enough as far as you are concerned. You want to deal with things in the way you think it makes sense; how they relate to your own (high) standards and you don’t need others telling you how things must be done.
Titles and established authorities don’t impress you in the least. If someone is competent in your eyes, you have no problem occasionally listening to him/her. If he/she is not, there is no way that you’ll obey his/her instructions just because he/she has got a sign with “department manager” hanging on their door. Furthermore, you are all for equal rights and would prefer that everybody have the same rights.
You hate deadlines and obligation just as much as you dislike long-term planning. In regulated and hierarchic environments, your direct manner can also get you into trouble. Not all bosses appreciate constructive criticism. Could it be that you already got into trouble in school because you did not feeling like learning something because you believed it to be irrelevant? It is almost impossible for you to silently put up with a dreadful situation in order to avoid conflict. In not too conservative and authoritarian settings, your contribution will probably be more appreciated than in other traditional professional environments.
I recently read the book How to Win Friends and Influence People from Dale Carnegie and decided to post a short summary. The book is about the importance of human communication and discusses many important techniques that people should apply if they want to be successful communicators.
Motivation from the introduction:
“a fact later confirmed by additional studies made at the Carnegie Institute of Technology. These investigations revealed that even in such technical lines as engineering, about 15 percent of one’s financial success is due to one’s technical knowledge and about 85 percent is due to skill in human engineering-to personality and the ability to lead people.”
They came to me because they had finally realized,after years of observation and experience, that the highest-paid personnel in engineering are frequently not those who know the most about engineering. One can for example, hire mere technical ability in engineering, accountancy, architecture or any other profession at nominal salaries. But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people-that person is headed for higher earning power.
In the heyday of his activity, John D. Rockefeller said that “the ability to deal with people is as purchasable a commodity as sugar or coffee.” “And I will pay more for that ability,” said John D., “than for any other under the sun.” “Education,” said Dr. John G. Hibben, former president of Princeton University, “is the ability to meet life’s situations,” For “the great aim of education,” said Herbert Spencer, “is not knowledge but action.”
Fundamental Techniques in Handling People
- Don’t criticize, condemn or complain.
- Give honest and sincere appreciation.
- Arouse in the other person an eager want.
Remember Professor Oversteet’s advice: “First, arouse in the other person the eager want. He who can do this has the whole world with him. He who cannot walks a lonely way.”
Six ways to make people like you
- Become genuinely interested in other people.
- Remember that a person’s name is to that person the sweetest and most important sound in any language.
- Be a good listener. Encourage others to talk about themselves.
- Talk in terms of the other person’s interests.
- Make the other person feel important – and do it sincerely.
Win people to your way of thinking
- The only way to get the best of an argument is to avoid it.
- Show respect for the other person’s opinions. Never say, “You’re wrong.”
- “Men must be taught as if you taught them not, And things unknown proposed as things forgot.” – Alexander Pope
- “You cannot teach a man anything: you can only help him to find it within himself.” – Galileo
- “Be wiser than other people if you can; but do not tell them so.” – Lord Chesterfield
- “One thing only I know, and that is that I know nothing.” – Socrates
- If you are wrong, admit it quickly and emphatically.
- Begin in a friendly way.
Remember what Lincoln said: “ A drop of honey catches more flies than a gallon of gall.”
- Get the other person saying “yes, yes” immediately.
- Let the other person do a great deal of the talking.
- Let the other person feel that the idea is his or hers.
- Try honestly to see things from the other person’s point of view.
- Be sympathetic with the other person’s ideas and desires.
- Appeal to the nobler motives.
- Dramatize your ideas.
- Throw down a challenge.
Be a Leader: How to Change People Without Giving Offense or Arousing Resentment
A leader’s job often includes changing your people’s attitudes and behavior. Some suggestions to accomplish this:
- Begin with praise and honest appreciation.
- Call attention to people’s mistakes indirectly.
- Talk about your own mistakes before criticizing the other person.
- Ask questions instead of giving direct orders.
- Let the other person save face.
- Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.”
- Give the other person a fine reputation to live up to.
- Use encouragement. Make the fault seem easy to correct.
- Make the other person happy about doing the thing you suggest.
The effective leader should keep the following guidelines in mind when it is necessary to change attitude or behavior:
- Be sincere. Do not promise anything that your cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person.
- Know exactly what it is you want the other person to do.
- Consider the benefits that person will receive from doing what you suggest.
- Match those benefits to the other person’s wants.
- When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit.
More summaries of his books can be found here!
Richard Phillips Feynman ( May 11, 1918 – February 15, 1988) was an American physicist known for his work in the path integral formulation of quantum mechanics, the theory of quantum electrodynamics, and the physics of the superfluidity of supercooled liquid helium, as well as inparticle physics (he proposed the parton model). For his contributions to the development of quantum electrodynamics, Feynman, jointly with Julian Schwinger and Sin-Itiro Tomonaga, received the Nobel Prize in Physics in 1965. He developed a widely used pictorial representation scheme for the mathematical expressions governing the behavior of subatomic particles, which later became known as Feynman diagrams. During his lifetime, Feynman became one of the best-known scientists in the world. In a 1999 poll of 130 leading physicists worldwide by the British journal Physics World he was ranked as one of the ten greatest physicists of all time.
He assisted in the development of the atomic bomb and was a member of the panel that investigated the Space Shuttle Challenger disaster. In addition to his work in theoretical physics, Feynman has been credited with pioneering the field of quantum computing, and introducing the concept ofnanotechnology. He held the Richard Chace Tolman professorship intheoretical physics at the California Institute of Technology.
Video: Richard Feynman – The Pleasure Of Finding Things Out
Nassim Nicholas Taleb (Arabic: نسيم نيقولا نجيب طالب, alternatively Nessim or Nissim, born 1960) is a Lebanese American essayist whose work focuses on problems of randomness and probability. His 2007 book The Black Swan was described in a review by Sunday Times as one of the twelve most influential books since World War II.
He is a bestselling author, and has been a professor at several universities, currently at Polytechnic Institute of New York University and Oxford University. He is also a practitioner of mathematical finance. Taleb has been a hedge fund manager, a Wall Street trader, and is currently a scientific adviser at Universa Investments and the International Monetary Fund.
He criticized the risk management methods used by the finance industry and warned about financial crises, subsequently making a fortune out of the late-2000s financial crisis. He advocates what he calls a “black swan robust” society, meaning a society that can withstand difficult-to-predict events. He favors “stochastic tinkering” as a method of scientific discovery, by which he means experimentation and fact-collecting instead of top-down directed research.
- The Black Swan
- The Bed of Procrustes: Philosophical and Practical Aphorisms
- Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets
- Dynamic Hedging: Managing Vanilla and Exotic Options
David Cameron in conversation with Nassim Taleb
Nassim Nicholas Taleb at Harvard University on social problems Part 1
18.10.2011 Nassim Taleb: “OWS Second Generation Marxist Class Struggle”
Peter David Schiff (pronounced /ˈʃɪf/; born March 23, 1963) is an American investment broker, author, financial commentator, and was a candidate in the 2010 Republican primary for the United States Senate seat from Connecticut.
Schiff is CEO and chief global strategist of Euro Pacific Capital Inc., a broker-dealer based in Westport, Connecticutand CEO of Euro Pacific Precious Metals, LLC, a gold and silver dealer based in New York City. He frequently appears as a guest on CNBC, Fox News, and Bloomberg Television and is often quoted in major financial publications and is a frequent guest on internet radio as well as the host of the former podcast Wall Street Unspun, which is now broadcast on terrestrial radio and known as The Peter Schiff Show.
Schiff is known for his bearish views on the dollar and dollar denominated assets, while bullish on investment in tangible assets as well as foreign stocks and currencies.
Dirk Müller (* 25. Oktober 1968 in Frankfurt am Main) ist ein deutscher Börsenmakler und Bankkaufmann. Er wurde international als „Mister DAX“ und „Dirk of the DAX“ bekannt, weil sein Arbeitsplatz auf dem Parkett der Frankfurter Wertpapierbörse unter der DAX-Kurstafel lag und die Medien dies nutzten, um seinen Gesichtsausdruck zusammen mit dem Kursverlauf des Index als Symbol des aktuellen Börsengeschehens darzustellen. Mehr info.