# data[].attributes.body
22

Woman (she/her)

Hispanic

Puerto Rican

Pansexual

Catholic

Middle Class
Urban
Full time student
Work study in a lab

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Manager provides lack of instruction, lack of rules, which causes anxiety from not having goals

Low self-esteem because she doesn’t feel like she’s doing a good job due to not knowing what to do

This has now caused concerned about her career choice, especially being a woman and a minority

Length of Time/Duration: 9 months

Frequency: 3 days/every time she goes to lab

Intensity: Moderate intensity

History: Her presenting problems have accumulated from the start of her senior year (starting in this lab) through now; issues with anxiety about her sexuality and potentially coming out to her parents.

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1) Her cousin, who is three years older than her. They’re related and have similar childhoods. He cousin is an amazing teacher. Difference is that she is in STEM and her cousin is in education. Her cousin was first to go to college, and she followed in her footsteps.
2) Mother was the main "breadwinner" in a male dominated field.
3) AOC, she is a strong, successful Puerto Rican woman who stands up for herself, which Natalie wishes she was better at.

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Grandparents from Puerto Rico, parents were born state side, family is very close, she is second generation. Grandparents worked at Don Qu rum distillery in PR, moved to the US and became factory workers. Mother was an electrician, Dad is a musician.

Is there intergenerational trauma?

Racism and poverty

What are coping mechanisms of previous generation?

Pull yourself up by the bootstraps, rely on family and Jesus Christ

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Specific barriers faced in career process

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Specific barriers faced in career process

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Woman in STEM

A minority

She's the first to go into academia as a career

She doesn’t stand up for herself

She is not confident

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INTJ (introverted, intuitive, thinking, and judging) - referred to "Architect" or "Strategist"

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INTJ (introverted, intuitive, thinking, and judging) - referred to "Architect" or "Strategist"

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Key INTJ Characteristics:

Tend to be introverted and prefer to work alone.

Look at the big picture and like to focus on abstract information rather than concrete details.

Place greater emphasis on logic and objective information rather than subjective emotions.

Like their world to feel controlled and ordered so they prefer to make plans well in advance.

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MBTI would be useful because it helps Natalie foster self-awareness in terms of her finding out her is a J- she desires structure in her environment as well as her being an I- not standing up for herself and being confident in expressing needs.
MBTI would not be useful because it does not tell her whole story in the sense that she is pansexual and not out to her family, a first generation in college, and dealing with culture clash in being a Puerto Rican-American. All of this contributes to her presenting problems of anxiety and low self-esteem as well.

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What she likes to do with her free time?

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What she likes to do with her free time?

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Learn the BTS dances with friends, likes to cook, enjoys horror movies.

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Introversion because she struggles to stand up for herself.
Judging because her lab manager does not provide structure.

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Go through each letter and see if she feels she fits with each category, and unpack whatever comes up.

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No, but she listens to "True Crime" and "BTS" podcasts.

# data[].attributes.body
Two cultures merging

Being a woman and minority in STEM

Pansexuality with religion and family

# data[].attributes.body
Biking through the neighborhood and falling and scraping her knee

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Do personality tests like the Myers-Briggs help managers learn their team's working styles, or just encourage them to hire and promote people like them?

Credit... Jay Daniel Wright

My first experience taking the Myers-Briggs Type Indicator (M.B.T.I.) was at a job where it was mandatory. The company's chief executive announced that all employees would take the test as part of a quarterly staff retreat.

The assessment concluded that I was an I.N.T.J. (Introversion, Intuition, Thinking, Judgment.) At the retreat, we were all encouraged to share our results with one another as we participated in various team-building activities. I reluctantly revealed mine, as I wondered how this detailed profile of my personality traits and communication style would translate to my colleagues. Not only was I the sole black woman in the organization, a demographic notoriously misunderstood in the workplace, I now had the additional strike of being outed as an introvert, in the company of extroverts.

Introverts have long been marginalized in professional environments. In American office culture, where break room small talk, brainstorming meetings and open office layouts are all commonplace, there seems to be little tolerance for the solitary nature of the typical introvert.

Female introverts in the workplace seem to be at an even greater disadvantage. The percentage of female chief executives at S&P 500 companies is only 5 percent, according to Catalyst, a research firm that studies women in the workplace. On top of this, the image most people have - including hiring managers- of a successful leader is that of a charasmatic extrovert. Add in the fact that there are only three black C.E.O.s at Fortune 500 companies, and if you are an introverted black woman like myself, you face a laborious climb up the corporate ladder.

In my case, I wanted to believe the mantra from senior leadership that there was no "wrong" personality and the assessment was simply being used as a team-building tool. Still, thoughts of the results lingered in my mind. I was the only I.N.T.J. among my co-workers and I began to question if I was a good fit for the organization.

Before the Myers-Briggs team-building event, a few minor office conflicts had revealed that my reserved and independent work style didn't mesh well with my manager's, who preferred frequent updates and over-communication about projects. As the months passed, it became clear that I wouldn't progress in a way that fit my career goals - or personality. Whether it was a self-fulfilling prophecy or a true ripple effect of the M.B.T.I., I left the job shortly after.

The whole experience got me wondering: What is the significance of a personality assessment such as the M.B.T.I. in the workplace? Are such assessments helpful or harmful to organizations that want to promote a truly inclusive workplace culture? Do they fulfill their intended purpose of helping managers get to know their team's working styles, or simply reinforce stereotypes that encourage managers to seek out people like themselves?

My departure from the organization was an all-too-common scenario that seems to occur with underrepresented individuals who do not "fit" in company culture. As diversity in the workplace becomes an increasingly urgent priority for employers, personality assessments may be one of many practices that unintentionally isolate or penalize those who prefer to work in isolation or silence, for example, outside of popular office cultures that encourage open floor plans and lots of collaboration.

My manager's insistence that I over-communicate often left me with the sense that it was the only acceptable way of communicating at work. While I had previously expressed my tendency to simply get work done without frequent check-ins, I felt pressured to tailor my working style in a way more befitting of an extrovert.

In a separate encounter, after my manager quite literally dumped work at my desk without telling me what to do with it, I directly and sternly requested - in true I.N.T.J. style - that he refrain from doing this in the future. I was promptly told that my approach was "unprofessional" and that it would be noted in an upcoming performance review.

Of course, too many negative remarks on performance reviews certainly wouldn't lead to advancement, and if deemed serious enough, could have resulted in further disciplinary action. While the M.B.T.I., and the organizations that use the assessment, promote the idea that there's no "wrong" personality, real-life workplace conflicts do not always play out so objectively.

When asked about diverse personality types and how they fit into company culture, Tamara Rasberry, a human resources manager in Washington, D.C., explains that a specific set of desired traits often lead to hiring and promotion biases.

"I wouldn't say wrong personality, but more so one that is less desired," Ms. Rasberry said. "For example, a hiring manager may believe they should hire someone who is outgoing and assertive for a sales position. While it's not a given that someone who isn't outgoing or assertive would be unsuccessful in the role, the hiring manager may believe that to be the case and decline to hire anyone without those traits."

There are personality traits that can negatively impact a person in the workplace, Ms. Rasberry added, such as the way our culture socializes women to not speak up or to avoid being assertive. This socialization can cost women growth opportunities, particularly in male-dominated workplaces.

Similarly, Kristin Wong, an author and journalist, has discussed the challenges immigrants face in the workplace when their culturally influenced behaviors make them vulnerable on the job. While it's looked upon favorably in some cultures to be polite, quiet and nonconfrontational, those same traits can often be exploited in American culture, where assertiveness and competitiveness are more frequently rewarded. With this in mind, it's likely that an immigrant, woman or another minority employee can easily be passed up for a promotion or raise in the typical American work environment.

These dynamics, along with experiences similar to the one at my previous job, are all things that broad personality assessments like the M.B.T.I. don't take into account. Most of us are aware that specific personality traits do not directly correlate with work capabilities. A person who is extroverted is not guaranteed to be a great salesperson, nor does it mean they will be an asset to the organization. That being said, it makes little sense that personality assessments are still used in the name of team-building. When trying to gauge an employee's work style and how they will fit in and work with others, a personality assessment offers little more insight than a "Which Game of Thrones Character Are You?" Facebook quiz.

Several experts have questioned the validity of assessments like the M.B.T.I. in the workplace, including Sarah Gaither, an assistant professor of psychology and neuroscience at Duke University. Dr. Gaither maintains there is little evidence a personality assessment actually predicts job-related performance.

"When thinking about different assessments, race/ethnicity, gender, region, socioeconomic status and disability can all impact not only how someone interprets a question when taking a given assessment, but it can also color how someone interprets a score," Dr. Gaither said.

"It is also highly possible for personality scores to be weaponized within an organization and used to justify either progress or lack of progress at a company level," Dr. Gaither explained. "This is problematic as it sends the message that employees are static and unchangeable, going against messages of improvement and growth that other research highlights are necessary to encourage productive, positive and inclusive work spaces."

What then, should be the alternative to methods like the Myers-Briggs? While not intentionally discriminatory, these assessments tend to box individuals into a narrow stereotype, which can have a negative professional impact on those with less desired personality traits. And we live in a world where it's obvious that an introvert is just as capable of professional success as an extrovert. (For proof, look no further than famous I.N.T.J.s such as Michelle Obama, Susan B. Anthony and Ayn Rand.)

The first step is to recognize inclusivity in the workplace as more than an "initiative," according to Ms. Rasberry. Many employers use this terminology, not realizing it insinuates that diversity in staff is merely a passing trend.

"Diversity and inclusion should be ongoing and integrated into overall business and culture, versus a short-term priority," Ms. Rasberry said.

Ms. Rasberry recommends practices such as giving all staff members opportunities to speak during meetings and developing employee resource groups. These are employer-recognized groups of employees who share a common characteristic such as race, gender or sexual orientation. The groups already exist in dozens of Fortune 500 companies, like American Express and Ford Motor Company, and they can be vital for employers looking to welcome and learn to engage diverse employees.

These practices are just a few ways to allow the voices of all employees to be heard, and address cultural issues too complex to fit into the generic model of a personality assessment.

"Inclusion is demonstrated by behaviors," Ms. Rasberry said. "Implementing these behaviors across the board is the best way to build a truly inclusive workplace."

Quinisha Jackson-Wright is a freelance journalist who covers finance and the dynamics of workplace culture. She has been featured in The Muse and The Financial Diet, and you can follow her work on Twitter and on her website.

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To Promote Inclusivity, Stay Away from Personality Assessments (Published 2019)

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Do personality tests like the Myers-Briggs help managers learn their team's working styles, or just encourage them to hire and promote people like them? My first experience taking the Myers-Briggs Type Indicator (M.B.T.I.) was at a job where it was mandatory.

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I am stressed at work? How will I find a job I like and will be successful in?

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Liked everything except her drama class

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Using a problem saturated story to work through how all of her problems interconnect and look at the issues from an objective viewpoint and not with her own personal bias.

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The Personality Testing industry was expected to exceed $3 billion in 2019. It is often considered part of corporate training, which has become a $50 billion industry. According to Psychology Today, approximately 80% of Fortune 500 companies use personality tests to assess employees. A recent Washington Post article estimated that 200 federal agencies pay for personality testing (specifically the Myers-Briggs Type Indicator) as part of their training programs.

When administered to current team members, personality tests can allow organizations to predict how different types of people will interact. They can also identify employee strengths and workplace challenges. Still, there are enough disadvantages of personality testing that it is not recommended for making hiring decisions.

Trait tests dominate

Many people associate personality testing with the Myers-Briggs Type Indicator (MBTI), which an estimated 50 million people have taken since its inception in 1962. Sort of the grandmother of personality tests, it labels test takers as one of 16 personality types based on a combination of four categories: Environment - Extraversion (E) or Introversion (I); Information - Sensing (S) or Intuition (I); Decisions - Thinking (T) or Feeling (F); and, Structure - Judging (J) or Perceiving (P).

Oher notable personality tests include DISC and the Five-Factor. DISC Personality Testing measures your Dominance (direct, strong-willed, and forceful), Influence (sociable, talkative, and lively), Steadiness (gentle, accommodating, and soft-hearted), and Consciousness (private, analytical, and logical). The Five-Factor Model of Personality (FFM) measures a set of five dominant traits: Openness to Experience (also referred to as Intellect); Conscientiousness; Extraversion; Agreeableness; and, Neuroticism (also known as Emotional Stability).

Personality tests may aid in defining an individual's traits; however, they are subjective in evaluating those traits. What qualities are "better" than others? What are "good" personality types? There is no scoring system or rubric. The tests also fail to measure the potential of an individual. Because one type may have been successful in a workplace setting does not mean that others of the same type will be as well. Behavior can be influenced by outside circumstances. Alternative factors to consider when assessing candidates include an individual's career motivation, cultural fit, emotional intelligence, previous experience, and training. Past behavior is also a key predictor of performance, and that can be gleaned via conversations with a candidate and thorough reference checks.

Test development is not regulated

While widely adopted, MBTI developers did not have a formal background in psychiatry. Katherine Cook Briggs and Isabel Briggs Myers based the test on an interpretation of a theory by Swiss psychiatrist Carl Jung. Nearly 60 years later, personality testing is still not federally regulated. Developers need not have studied nor be licensed to design and market a test. Tests do not have to pass validity checks. Select questions could even be a violation of employment laws. The website of the U.S. Office of Personnel Management explains that some personality tests are designed to diagnose psychiatric conditions. Considered medical examinations, those tests are a violation of the Americans with Disabilities Act (ADA). The act specifies that medical examinations may only be administered after an offer of employment has been made.

If a test can predict candidates' gender, race, ethnicity, or whether they have any disabilities, it is also in violation of Equal Employment Opportunity practices. As for the MBTI, studies have shown one prominent testing pattern: 70-75% of women fall into an "S" category of "sensing" over "intuition (I)." Regardless of any statistics, the Myers & Briggs Foundation cautions on its website that there are ethical and legal concerns in using the MBTI for hiring purposes.

Human emotion and societal bias influence responses

Personality Tests do not take into consideration what is happening in one's personal or professional life or what may be occupying his or her thoughts at the time. Mood, nerves, the amount of sleep or caffeine someone has had, and thier desire to be hired could influence how someone responds.

Questions written with biased language may affect test outcomes. I was once asked to take an online personality assessment during the application stage of the employment process. Questions about inclusion, diversity, and cooperation in the workplace were written in a very leading manner. They were also repeated in various sections further emphasizing their importance to the organization. I valued those ideals; however, if someone did not, it would be easy to see that the hiring company did and was looking for candidates who did as well.

In social science research, social desirability bias is a type of response bias in which survey respondents tend to answer questions in a manner that will be viewed favorably by others. It can skew results as personality test takers may have a pre-conceived notion of the values of the organization, the qualities that make a good leader, or favorable traits of an executive.

Not for hiring decisions

While some believe that screening applicants using a personality assessment may prevent an unconscious bias by a hiring manager, type biases do exist. The U.S. population is known to favor extraversion in the workplace over introversion whereas the nature of someone's work sometimes limits the amount of social interaction they can have. As the employee of a tech conglomerate noted, "Our company spent a lot of money to find out that computer programmers were introverts and personnel people were extroverts."

A 2017 talent acquisition benchmarking survey by SHRM (the Society of Human Resource Management) found that 32% of responding HR professionals used behavioral or personality assessments to evaluate candidates at the executive level. A recent article published by the same organization cautioned that omitting an applicant from the candidate pool for a position that requires detail work, for example, based solely on assessment findings that the person thrives on interacting with others, would be a mistake.

If you choose to use personality testing in your organization, consult with your HR manager or retained representative to ensure that the testing is legal. Allow employees to participate voluntarily, and disclose test results individually rather than in a group setting.

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Personality Testing: Proceed with Caution | Helbling

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The Personality Testing industry was expected to exceed $3 billion in 2019. It is often considered part of corporate training, which has become a $50 billion industry. According to Psychology Today, approximately 80% of Fortune 500 companies use personality tests to assess employees.

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Women make up less than a quarter of STEM professionals in the United States, and numbers are even lower for women of color. But there is a growing group of researchers who are writing a new chapter for women scientists, exposing longstanding discrimination, and leading the way in making science more inclusive. A biologist, a chemist, and a geologist lead viewers on a journey through their own experiences in the sciences, ranging from outright harassment to years of subtle slights. Along the way, from cramped laboratories to spectacular field stations, scientific visionaries, including social scientists, neuroscientists, and psychologists, provide new perspectives on how to make science itself more diverse, equitable, and open to all. (Premiered April 14, 2021)

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Researchers expose longstanding discrimination against women in science.

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ABCT - Association for Behavioral and Cognitive Therapies

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What Is Assertiveness?

Have you ever been to a party and found yourself avoiding someone because you didn't know what to say? Have you ever realized, after the fact, that you had been unfairly criticized or taken advantage of? Are you hesitant to express your thoughts or opinions? Do you find dealing with authority figures difficult?

These are examples of situations that involve assertive behavior. Assertiveness can be defined as communication in which one expresses oneself in a direct and honest manner in interpersonal situations, while simultaneously respecting the rights and dignity of others.

What Is Assertiveness Training?

Assertiveness training can be an effective treatment for certain conditions, such as depression, social anxiety, and problems resulting from unexpressed anger. Assertiveness training can also be useful for those who wish to improve their interpersonal skills and sense of self-respect.

Reasons for Assertiveness Training

Assertiveness training is based on the principle that we all have a right to express our thoughts, feelings, and needs to others, as long as we do so in a respectful way. When we don't feel like we can express ourselves openly, we may become depressed, anxious, or angry, and our sense of self-worth may suffer. Our relationships with other people are also likely to suffer because we may become resentful when they don't read our minds for what we are not assertive enough to be telling them. There are no hard-and-fast rules of what assertive behavior is; rather, it is specific to the particular time and situation. In other words, behavior that is appropriately assertive for one person in one situation may be either excessively passive or too aggressive for someone else in a different situation. Finally, assertiveness training is based on the idea that assertiveness is not inborn, but is a learned behavior. Although some people may seem to be more naturally assertive than others, anyone can learn to be more assertive.

Although these ideas may sound simple and straightforward, behaving assertively can sometimes be difficult for almost anyone, and is often impossible for some people. For this reason, assertiveness training focuses not only on talking about the importance of assertiveness, but also on learning assertive behaviors and practicing these behaviors with the help of a professional therapist.

What Is the Difference Between Assertiveness and Aggression?

People sometimes confuse assertiveness with aggression, believing that assertiveness training might make them pushy or inconsiderate of others. In fact, assertiveness can be thought of as a middle point between passivity and aggression. In interpersonal situations, passive behavior occurs when you focus on the needs and desires of another person, but ignore your own needs and wishes. In contrast, aggressive behavior occurs when you force your own needs on others.

Assertive behavior involves expressing your own way of seeing things, but in a way that is respectful of the other person. Although no one can guarantee that the other person will like what you do or say, assertive behavior requires that the other person be treated with respect. Assertiveness training can help not only those who tend to be overly passive in interpersonal situations, but also those who tend to be overly aggressive.

How Is Assertiveness Training Done?

Therapists help clients figure out which interpersonal situations are problems for them and which behaviors need the most attention. In addition, therapists help to identify beliefs and attitudes the clients may have developed that lead them to become too passive. Therapists take into account the clients' particular cultural context in this process. Therapists may use a combination of interviews, tests, or role-playing exercises as part of this assessment. Therapists help clients understand what assertiveness is and how behaving assertively may be helpful. Inaccurate or unproductive attitudes and beliefs about assertiveness are discussed. Once clients understand the importance of assertive behavior for their situation, therapists help them develop more assertive behaviors. For example, using a technique called behavioral rehearsal, a specific situation is described and then role played by the client and the therapist. Initially, the therapist may play the role of the client and model assertive behavior. The client and therapist then switch roles, and the client practices the new behavior. The therapist gives supportive, honest feedback after each role-play exercise in order to help the client improve his or her skills. Assertiveness training focuses on both verbal and nonverbal behavior. Verbal behavior is the content of a communication - in other words, what is actually said. This includes expressing requests, feelings, opinions, and limits. Nonverbal behavior refers to the style of com munication: eye contact, posture, tone and volume of speech, interpersonal distance, and listening.

Examples of Assertiveness Techniques

There are several specific strategies that can be useful when trying to develop assertiveness. One, called the broken-record technique, is useful for situations in which another person will not acknowledge or accept your message. For example, suppose a salesperson is attempting to pressure you to buy something you do not want. You respond, "Thank you, but I am not interested in buying anything today." If he or she continues pushing, you simply repeat the same statement, keeping your tone of voice constant, without becoming upset. Eventually, the person will be forced to accept your refusal. Another technique, sometimes called fogging, is a method for denying requests or disagreeing with someone while showing them that you nevertheless recognize and respect that person's position. You begin by summarizing the other person's feelings, and then explain why you cannot, or choose not to, comply with that person's request. For example, your husband is warm and asks you to turn down the heat, but you are cold. You respond, "I'm sorry you feel warm, but I've got on a sweater and long underwear, and I'm still freezing. I don't want to turn down the heat any more. Maybe you could dress more lightly or go for a walk." These are only two of many behavioral techniques that can help develop better assertiveness skills.

In addition to teaching specific assertiveness skills, the therapist can work with clients to help reduce anxiety and worry through systematic desensitization, rational-emotive behavior therapy, or other techniques. As worry and anxiety are reduced, people will be more confident and less worried or afraid.

Can Therapy Help?

All of us can learn to improve our assertiveness skills. Some people are able to improve their skills by reading books on assertiveness training and practicing the exercises outlined in the books. Such books are widely available in libraries and bookstores. For many others, however, professional help is necessary to make real and lasting improvements in assertiveness skills. This is especially true if one's interpersonal problems are associated with strong feelings of anxiety or depression. If you or someone you know might benefit from assertiveness training, it is important to find a therapist or counselor who is an expert with this approach. Ask directly about the professional's training and experience with assertiveness training. Your family doctor may be able to refer you to a competent professional. Another option is to contact the referral office of the Association for Behavioral and Cognitive Therapies at (212) 647-1890 or through ABCT's web site at www.abct.org for a therapist in your area.

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Assertiveness Training - Fact Sheets - ABCT - Association for Behavioral and Cognitive Therapies

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Have you ever been to a party and found yourself avoiding someone because you didn't know what to say? Have you ever realized, after the fact, that you had been unfairly criticized or taken advantage of? Are you hesitant to express your thoughts or opinions? Do you find dealing with authority figures difficult?