Discovery, difference, careers and change. Part 1: an approach to self‐discovery

Abstract

Purpose

The purpose of part 1 of this paper is to provide the reader with the definition of the preferences on the four Jungian dimensions and the nature of suppressions and repressions so that they can determine their true preferences and hence psychological profile.

Design/methodology/approach

The paper defines each of the preferences in the four dimensions “obtaining energy and focus”, “gathering and using information”, “taking decisions”, “ operating in the outside world”. It details each preference in each dimension: extrovert and introvert, practical and concept, logical and harmony, structured and flexible, and set out the beliefs and behaviors flowing from each preference. It is indicated that suppressions occur with the Extrovert/Introvert and Logical/Harmony preferences and result in the individual believing in and behaving as the opposite preference. The paper provides case studies to assist the reader in identifying any suppressions they may have. Advise that repressions occur with the Practical/Concept and Structure/Flexible preferences and result in abilities not being developed, but no migration to the opposite preference. The paper sets out the profiles that summarize key characteristics and the profiles detailing strengths and weaknesses. It details the benefits to the individual and the organization that result from employees knowing what their real psychological profiles are.

Findings

Unrecognized suppressions and repressions result in individuals following job choices that do not play to their natural strengths, causing stress and demotivation, as well as having a negative impact on relationships and career management. The process of self‐discovery is superior to the use of questionnaires, as they do not determine suppressions until they have become dominant in the consciousness of the individual.

Originality/value

The paper introduces the concepts of suppression and repression, enabling the reader to determine where their natural preferences and strengths lie, thus helping them make better choices for careers and improve their relationship and career management.

Citation

Eales‐White, R. (2007), "Discovery, difference, careers and change. Part 1: an approach to self‐discovery", Industrial and Commercial Training, Vol. 39 No. 3, pp. 150-163. https://doi.org/10.1108/00197850710742252