Ganit, Cheryl Joy C.

BSA-3

Multiple Intelligences Profile

Logical/Mathem
atical

85%

Verbal/Linguisti
c

85%

Intrapersonal

80%

MBTI type
Your Type
INTJ
Introvert(9%) iNtuitive(12%) Thinking(1%) Judging(16%)
You have slight preference of Introversion over Extraversion (9%)
You have slight preference of Intuition over Sensing (12%)
You have marginal or no preference of Thinking over Feeling (1%)
You have slight preference of Judging over Perceiving (16%)
INTJ
Introverted intuitive Thinking Judging
To outsiders, INTJs may appear to project an aura of "definiteness", of self-confidence.
This self-confidence, sometimes mistaken for simple arrogance by the less decisive, is actually
of a very specific rather than a general nature; its source lies in the specialized knowledge
systems that most INTJs start building at an early age. When it comes to their own areas of
expertise -- and INTJs can have several -- they will be able to tell you almost immediately
whether or not they can help you, and if so, how. INTJs know what they know, and perhaps still
more importantly, they know what they don't know.
INTJs are perfectionists, with a seemingly endless capacity for improving upon anything that
takes their interest. What prevents them from becoming chronically bogged down in this pursuit
of perfection is the pragmatism so characteristic of the type: INTJs apply (often ruthlessly) the
criterion "Does it work?" to everything from their own research efforts to the prevailing social
norms. This in turn produces an unusual independence of mind, freeing the INTJ from the
constraints of authority, convention, or sentiment for its own sake.
INTJs are known as the "Systems Builders" of the types, perhaps in part because they possess the
unusual trait combination of imagination and reliability. Whatever system an INTJ happens to be
working on is for them the equivalent of a moral cause to an INFJ; both perfectionism and
disregard for authority may come into play, as INTJs can be unsparing of both themselves and
the others on the project. Anyone considered to be "slacking," including superiors, will lose their
respect -- and will generally be made aware of this; INTJs have also been known to take it upon
themselves to implement critical decisions without consulting their supervisors or co-workers.

On the other hand, they do tend to be scrupulous and even-handed about recognizing the
individual contributions that have gone into a project, and have a gift for seizing opportunities
which others might not even notice.
In the broadest terms, what INTJs "do" tends to be what they "know". Typical INTJ career
choices are in the sciences and engineering, but they can be found wherever a combination of
intellect and incisiveness are required (e.g., law, some areas of academia). INTJs can rise to
management positions when they are willing to invest time in marketing their abilities as well as
enhancing them, and (whether for the sake of ambition or the desire for privacy) many also find
it useful to learn to simulate some degree of surface conformism in order to mask their inherent
unconventionality.
Personal relationships, particularly romantic ones, can be the INTJ's Achilles heel. While they
are capable of caring deeply for others (usually a select few), and are willing to spend a great
deal of time and effort on a relationship, the knowledge and self-confidence that make them so
successful in other areas can suddenly abandon or mislead them in interpersonal situations.
This happens in part because many INTJs do not readily grasp the social rituals; for instance,
they tend to have little patience and less understanding of such things as small talk and flirtation
(which most types consider half the fun of a relationship). To complicate matters, INTJs are
usually extremely private people, and can often be naturally impassive as well, which makes
them easy to misread and misunderstand. Perhaps the most fundamental problem, however, is
that INTJs really want people to make sense. :-) This sometimes results in a peculiar naivete',
paralleling that of many Fs -- only instead of expecting inexhaustible affection and empathy from
a romantic relationship, the INTJ will expect inexhaustible reasonability and directness.
Probably the strongest INTJ assets in the interpersonal area are their intuitive abilities and their
willingness to "work at" a relationship. Although as Ts they do not always have the kind of
natural empathy that many Fs do, the Intuitive function can often act as a good substitute by
synthesizing the probable meanings behind such things as tone of voice, turn of phrase, and
facial expression. This ability can then be honed and directed by consistent, repeated efforts to
understand and support those they care about, and those relationships which ultimately do
become established with an INTJ tend to be characterized by their robustness, stability, and good
communications.
Your Type Preferences
Introvert(9%) iNtuitive(12%) Thinking(1%) Judging(16%)
Because you appear to have marginal or no (1%) preference of Thinking over Feeling,
characteristics of more than one personality type may apply to you:
INTJ and INFJ.
Emotional Intelligence Quotient

You got: Average Emotional Intelligence

People with an average score on emotional intelligence tend to be pretty good at interpreting,
understanding, and acting upon emotions. They are usually quite good at dealing with social or
emotional conflicts, expressing their feelings, and dealing with emotional situations.
While you have some solid emotional skills, sometimes you might find yourself feeling
overwhelmed by conflict or emotionally charged situations

 Adversity Quotient Test

C = Control
To what extent can you influence the situation?
How much control do you perceive you have?
Those with higher AQs perceive they have significantly more control and influence in adverse
situations than do those with lower AQs. Even in situations that appear overwhelming or out of
their hands, those with higher AQs find some facet of the situation they can influence. Those
with lower AQs respond as if they have little or no control and often give up.
O = Ownership
To what extent do you hold yourself responsible for improving this situation?
To what extent are you accountable to play some role in making it better?
Accountability is the backbone of action. Those with higher AQs hold themselves accountable
for dealing with situations regardless of their cause. Those with lower AQs deflect
accountability and most often feel victimized and helpless.
R = Reach
How far does the fallout of this situation reach into other areas of your work or life?
To what extent does the adversity extend beyond the situation at hand?
Keeping the fallout under control and limiting the reach of adversity is essential for efficient and
effective problem solving. Those with higher AQs keep setbacks and challenges in their place,
not letting them infest the healthy areas of their work and lives. Those with lower AQs tend to
catastrophize, allowing a setback in one area to bleed into other, unrelated areas and become
destructive.
E = Endurance
How long will the adversity endure?
Seeing beyond even enormous difficulties is an essential skill for maintaining hope. Those with
higher AQs have the uncanny ability to see past the most interminable difficulties and maintain
hope and optimism. Those with lower AQs see adversity as dragging on indefinitely, if not
permanently.

C
O
R
E
1. 4_ 2. 4 3. _3__4. _4__
7. _4_6. 4_ 5. _3__8. __3_
13. 5_11. 5_9. _3__10._4__
15._3_16. 4_12._4__14._3__
17._5_18. 3_20._3__19._4__
Total C =_21__ Total O =_20__ Total R =_16__ Total E =__18_
Total C+O+R+E x 2 = ARP Score =____150____
The average ARP score is 147.5. Whats your score? The higher the better.
Now, look at your CORE breakdown and determine which aspects of the AQ you need to
improve.
C = Control
To what extent can you influence the situation?
How much control do you perceive you have?
Those with higher AQs perceive they have significantly more control and influence in adverse
situations than do those with lower AQs. Even in situations that appear overwhelming or out of
their hands, those with higher AQs find some facet of the situation they can influence. Those
with lower AQs respond as if they have little or no control and often give up.
O = Ownership
To what extent do you hold yourself responsible for improving this situation?
To what extent are you accountable to play some role in making it better?
Accountability is the backbone of action. Those with higher AQs hold themselves accountable
for dealing with situations regardless of their cause. Those with lower AQs deflect
accountability and most often feel victimized and helpless.
R = Reach
How far does the fallout of this situation reach into other areas of your work or life?
To what extent does the adversity extend beyond the situation at hand?
Keeping the fallout under control and limiting the reach of adversity is essential for efficient and
effective problem solving. Those with higher AQs keep setbacks and challenges in their place,
not letting them infest the healthy areas of their work and lives. Those with lower AQs tend to
catastrophize, allowing a setback in one area to bleed into other, unrelated areas and become
destructive.
E = Endurance
How long will the adversity endure?
Seeing beyond even enormous difficulties is an essential skill for maintaining hope. Those with
higher AQs have the uncanny ability to see past the most interminable difficulties and maintain
hope and optimism. Those with lower AQs see adversity as dragging on indefinitely, if not
permanently.

Brain Dominance Graphic:

11
10
9

8
7
6
5
4
3
2
1
left
hemisphere
You are left brain dominant

right
hemisphere

The left dominant type:

argues logically and always has an answer for everything

is future oriented
never has time and races towards a heart attack
any body awareness is foreign
ignores any physical symptoms
is nervous, restless, hectic, wound up, sometimes euphoric
but learns quickly under direction to improve the condition
has a tendency towards hypochondria
doesn't know what to do with inner visions and feelings
The left dominant type likes to be in leadership roles and high management positions.
They are task oriented, result oriented, like to work with a list of things to be done. In
order to be happy, they need success and recognition, but also order and structure. They
have a very rigid vision of their own identity and their goals.
problem solving approach: the left dominant type solves problems logically, analytically,
step by step. Prefers numbers and facts in a logical sequence. Is interested in technology,
finances and accounting, learns from dealing with facts. Easy to be hypnotized.