Conquest of the Horde

3) Creating: Personality Types and Characters


Different people are different. Albert Einstein's brain
was wired differently from Al Gore's. Both of them are
wired differently from you. And all three of you are
wired differently from the characters in your novel.

And yet people are alike in a lot of ways. One very
useful way to classify people is by their "personality
types." Certain personality types behave in
characteristic ways. If you know the personality types
of your characters, you know very roughly how they'll
behave.

For several years, I've been using the "Myers-Briggs"
personality types as a convenient way to think about my
characters. This is not a way of type-casting
characters. It's a way of making sure that I've thought
of all aspects of my characters before I turn them
loose in my Storyworld.

In the Myers-Briggs terminology, there are four basic
questions you ask of each character.

* Are you an "introvert" or an "extravert?" (Myers and
Briggs spell "extravert" that way, so I'll follow their
lead.)

* Are you an "intuitive" or a "sensor?"

* Are you a "thinker" or a "feeler?"

* Are you a "judger" or a "perceiver?"

We'll define each of these shortly, but first let's
make one thing clear. Each of these questions is about
a tendency or a preference. "Thinkers" are perfectly
well able to feel, and "feelers" are perfectly capable
of thinking. But each group has a preferred pattern of
behavior.

Now let's look at each of these questions in turn.


An "introvert" draws energy from time spent alone. An
"extravert" draws energy from being with people. This
does not mean that introverts never hang out with
people or that extraverts are never alone. Introverts
can often be quite warm and friendly, and extraverts
can be harsh and critical. The key question is where
you draw your energy from.

Extraverts do well in people-oriented careers. The
great majority of used car salesmen are flaming
extraverts. That's a tough job, and it takes someone
with a real talent for exuding warmth. Cops are often
extraverts. So are nurses.

Introverts do well in jobs where they have to work
alone for long periods of time. They don't mind this;
they thrive on it. Accountants are often introverts. A
lot of writers are introverts, because both writing and
reading are solitary activities.


An "intuitive" likes to get the big picture before
getting the details. A "sensor" prefers to get the
details first and then work up to the big picture.
Sensors are much more common than intuitives -- about
75 percent of the population are sensors.

Intuitives tend to be theoretical types who think in
abstractions. Many scientists are intuitives. Al
Einstein was a quintessential intuitive. People often
think of intuitives as "having their heads in the
clouds." This can be either good or bad. If you want
somebody to solve the world economic crisis, an
intuitive is a good person to have on your side.

Sensors are practical and detail-oriented. They are
able to understand the big picture, of course, but they
want to start with the facts and work up to
abstractions. Sensors can be annoying because they want
to "get the facts all straight." But if you want
somebody to do your taxes done right the first time,
you want a strong sensor.


A "thinker" prefers to solve problems rationally. A
"feeler" prefers to solve them emotionally. Let's
emphasize again that "thinkers" do have hearts and
"feelers" do have brains. It's not a question of
ability, it's a question of preference.

Feelers do well in jobs that require somebody who can
connect emotively. Oprah Winfrey excels at her job
because she's a feeler. Psychologists and social
workers are often feelers. Bill Clinton is a
quintessential feeler -- "I feel your pain" was
practically a mantra for him.

Thinkers gravitate to jobs where they need to use their
heads. Science and engineering are obvious thinker
occupations, but a mechanic needs to be a thinker too.

Certain occupations require people who are equally
adept as thinkers and feelers. A doctor needs to be
good at diagnosis (a thinker) but also have a good
bedside manner (a feeler). Likewise, an attorney in
court needs to make a great case (as a thinker) and yet
connect well with the jury (as a feeler).

About two thirds of men are thinkers and two thirds of
women are feelers.


A "judger" reaches decisions rapidly and decisively. A
"perceiver" delays making decisions as long as
possible, constantly looking for new evidence.

Judgers are often criticized as being too quick to make
decisions before all the evidence is in. The fact is
that sometimes making a quick decision (even if it's
"wrong") is better than no decision. Soldiers on the
battlefield can't afford the luxury of waiting for all
the data to come in. They have to make tough decisions
with limited information.

Perceivers are likewise criticized for dithering. Yet
there's a time for withholding judgment until all the
evidence is in. When you're trying to decide if a new
drug is safe for human use, you want to make sure
you've taken every scrap of data into account.


When I create characters for my fiction, I always ask
each one all four questions. Since a character can give
two possible answers to each question, there are
sixteen possible sets of answers. Once I know how a
character answers the four questions, I know quite a
lot about him or her.

If my character is a CSI investigator and he's an
introvert, a sensor, a thinker, and a perceiver, I'm
confident that he'll do a good job. As an introvert, he
won't mind pulling long hours in the lab alone. As a
sensor, he'll look at every detail on the scene. As a
thinker, he'll use his brain to come up with the
answer. And as a perceiver, he won't jump to
conclusions, he'll wait until he's got a complete
picture.

If, however, that same CSI investigator is an
extravert, an intuitive, a feeler, and a judger, I'd be
worried. As an extravert, he's going to get restless
alone in the lab. As an intuitive, he'll form a theory
early and fit the facts to that theory, whether they
work or not. As a feeler, he may be swayed by the fact
that he doesn't like the main suspect. And as a judger,
he may jump to a decision before all the evidence is in.

How well do you know your characters? Can you answer
the four basic questions for each of them? If not,
spend some time getting to know them better. You may
want to interview your character or just have a long
imaginary conversation.

When you've assigned personality types to each one, do
some research online. You can find general descriptions
of each of the sixteen Myers-Briggs personality types.
You may be surprised to find that these descriptions
fit your characters surprisingly well. Or you may find
that your characters are a bit muddled in your mind and
you need to rethink them.

In any event, I strongly suspect you'll find the
exercise very much worth your time. There are online
Myers-Briggs personality tests you can take to learn
your own personality type. You may find that the reason
you click so well with one of your characters is that
he or she is your type.

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, say, one 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.

Rational Portrait of the Mastermind (INTJ)
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, say, one 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.

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.

Extraverted Feeling

Extraverted Feeling rules the ENFJ's psyche. In the sway of this rational function, these folks are predisposed to closure in matters pertaining to people, and especially on behalf of their beloved. As extraverts, their contacts are wide ranging. Face-to-face relationships are intense, personable and warm, though they may be so infrequently achieved that intimate friendships are rare.
Introverted iNtuition

Like their INFJ cousins, ENFJs are blessed through introverted intuition with clarity of perception in the inner, unconscious world. Dominant Feeling prefers to find the silver lining in even the most beggarly perceptions of those in their expanding circle of friends and, of course, in themselves. In less balanced individuals, such mitigation of the unseemly eventually undermines the ENFJ's integrity and frequently their good name. In healthier individuals, deft use of this awareness of the inner needs and desires of others enables this astute type to win friends, influence people, and avoid compromising entanglements.

The dynamic nature of their intuition moves ENFJs from one project to another with the assurance that the next one will be perfect, or much more nearly so than the last. ENFJs are continually looking for newer and better solutions to benefit their extensive family, staff, or organization.
Extraverted Sensing

Sensing is extraverted. ENFJs can manage details, particularly those necessary to implement the prevailing vision. These data have, however, a magical flexible quality. Something to be bought can be had for a song; the same something is invaluable when it's time to sell. (We are not certain, but we suspect that such is the influence of the primary function.) This wavering of sensory perception is made possible by the weaker and less mature status with which the tertiary is endowed.
Introverted Thinking

Introverted Thinking is least apparent and most enigmatic in this type. In fact, it often appears only when summoned by Feeling. At times only in jest, but in earnest if need be, Thinking entertains as logical only those conclusions which support Feeling's values. Other scenarios can be shown invalid or at best significantly inferior. Such "Thinking in the service of Feeling" has the appearance of logic, but somehow it never quite adds up.

Introverted Thinking is frequently the focus of the spiritual quest of ENFJs. David's lengthiest psalm, 119, pays it homage. "Law," "precept," "commandment," "statute:" these essences of inner thinking are the mysteries of Deity for which this great Feeler's soul searched.

Idealist Portrait of the Counselor (INFJ)
Counselors have an exceptionally strong desire to contribute to the welfare of others, and find great personal fulfillment interacting with people, nurturing their personal development, guiding them to realize their human potential. Although they are happy working at jobs (such as writing) that require solitude and close attention, Counselors do quite well with individuals or groups of people, provided that the personal interactions are not superficial, and that they find some quiet, private time every now and then to recharge their batteries. Counselors are both kind and positive in their handling of others; they are great listeners and seem naturally interested in helping people with their personal problems. Not usually visible leaders, Counselors prefer to work intensely with those close to them, especially on a one-to-one basis, quietly exerting their influence behind the scenes.

Counselors are scarce, little more than one percent of the population, and can be hard to get to know, since they tend not to share their innermost thoughts or their powerful emotional reactions except with their loved ones. They are highly private people, with an unusually rich, complicated inner life. Friends or colleagues who have known them for years may find sides emerging which come as a surprise. Not that Counselors are flighty or scattered; they value their integrity a great deal, but they have mysterious, intricately woven personalities which sometimes puzzle even them.

Counselors tend to work effectively in organizations. They value staff harmony and make every effort to help an organization run smoothly and pleasantly. They understand and use human systems creatively, and are good at consulting and cooperating with others. As employees or employers, Counselors are concerned with people's feelings and are able to act as a barometer of the feelings within the organization.

Blessed with vivid imaginations, Counselors are often seen as the most poetical of all the types, and in fact they use a lot of poetic imagery in their everyday language. Their great talent for language-both written and spoken-is usually directed toward communicating with people in a personalized way. Counselors are highly intuitive and can recognize another's emotions or intentions - good or evil - even before that person is aware of them. Counselors themselves can seldom tell how they came to read others' feelings so keenly. This extreme sensitivity to others could very well be the basis of the Counselor's remarkable ability to experience a whole array of psychic phenomena.

Mohandas Gandhi, Sidney Poitier, Eleanor Roosevelt, Jane Goodall, Emily Bronte, Sir Alec Guiness, Carl Jung, Mary Baker Eddy, Queen Noor are examples of the Counselor Idealist (INFJ).

Rational Portrait of the Mastermind (INTJ)
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, say, one 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.

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.

Artisan™ Portrait of the Performer (ESFP)

Performers have the special ability, even among the Artisans, to delight those around them with their warmth, their good humor, and with their often extraordinary skills in music, comedy, and drama. Whether on the job, with friends, or with their families, Performers are exciting and full of fun, and their great social interest lies in stimulating those around them to take a break from work and worry, to lighten up and enjoy life.

Performers are plentiful, something over ten percent of the population, and this is fortunate, because they bring pleasure to so many of us. Performers are the people for whom it can truly be said "all the world's a stage." Born entertainers, they love the excitement of playing to an audience, and will quickly become the center of attention wherever they are. Performers aren't comfortable being alone, and seek the company of others whenever possible-which they usually find, for they make wonderful playmates. Performers are smooth, talkative, and witty; they always seem to know the latest jokes and stories, and are quick with wisecracks and wordplay-nothing is so serious or sacred that it can't be made fun of. Performers also like to live in the fast lane, and seem up on the latest fashions of dress, food, drink, and music. Lively and uninhibited, Performers are the life of the party, always trying to create in those around them a mood of eat, drink, and be merry.

The Performers' talent for enjoying life is healthy for the most part, though it also makes them more subject to temptations than the other types. Pleasure seems to be an end in itself for them, and variety is the spice of life. And so Performers are open to trying almost anything that promises them a good time, not always giving enough thought to the consequences.

Like the other Artisans, Performers are incurably optimistic - "Always look on the bright side," is their motto - and they will avoid worries and troubles by ignoring them as long as possible. They are also the most generous of all the types, and second only to the Composer Artisans [ISFPs] in kindness. Performers haven't a mean or stingy bone in their body-what's theirs is yours-and they seem to have little idea of saving or conserving. They give what they have to one and all without expectation of reward, just as they love freely, and without expecting anything in return. In so many ways, Performers view life as an eternal cornucopia from which flows an endless supply of pleasures.

Elizabeth Taylor, John Goodman, Marylin Monroe, Judy Garland, Magic Johnson, Pablo Picasso, Bill Clinton, Ronald Reagan, Elvis, and Leonard Bernstein are examples of Performer Artisans.

Guardian™ Portrait of the Inspector (ISTJ)
The one word that best describes Inspectors is superdependable. Whether at home or at work, Inspectors are extraordinarily persevering and dutiful, particularly when it comes to keeping an eye on the people and products they are responsible for. In their quiet way, Inspectors see to it that rules are followed, laws are respected, and standards are upheld.

Inspectors (as much as ten percent of the general population) are the true guardians of institutions. They are patient with their work and with the procedures within an institution, although not always with the unauthorized behavior of some people in that institution. Responsible to the core, Inspectors like it when people know their duties, follow the guidelines, and operate within the rules. For their part, Inspectors will see to it that goods are examined and schedules are kept, that resources will be up to standards and delivered when and where they are supposed to be. And they would prefer that everyone be this dependable. Inspectors can be hard-nosed about the need for following the rules in the workplace, and do not hesitate to report irregularities to the proper authorities. Because of this they are often misjudged as being hard-hearted, or as having ice in their veins, for people fail to see their good intentions and their vulnerability to criticism. Also, because Inspectors usually make their inspections without much flourish or fanfare, the dedication they bring to their work can go unnoticed and unappreciated.

While not as talkative as Supervisor Guardians [ESTJs], Inspectors are still highly sociable, and are likely to be involved in community service organizations, such as Sunday School, Little League, or Boy and Girl Scouting, that transmit traditional values to the young. Like all Guardians, Inspectors hold dear their family social ceremonies-weddings, birthdays, and anniversaries - although they tend to be shy if the occasion becomes too large or too public. Generally speaking, Inspectors are not comfortable with anything that gets too fancy. Their words tend to be plain and down-to-earth, not showy or high-flown; their clothes are often simple and conservative rather than of the latest fashion; and their home and work environments are usually neat, orderly, and traditional, rather than trendy or ostentatious. As for personal property, they usually choose standard items over models loaded with features, and they often try to find classics and antiques - Inspectors prefer the old-fashioned to the newfangled every time.