nced between concentrating on the task, or concentrating on the people. Referring to Berens & Nardi's analysis, 1999, I learned that such close scores, rather than being interpreted as negation, could suggest a sort of relative thinking, one that calls the particular situation into focus. For instance, some leadership challenges call for a focus on the task, while others call for a focus on people (Berens & Nardi, 1999, 4).
Further intrigue from the Berens and Nardi book was the description, which I found particularly apt, was that as an ISTJ, my primary mode of living (and therefore my leadership style) is focused internally, where I take things in via your five senses in a literal, concrete fashion. This is complemented by my secondary mode, specifically "external," which leads me to deal with all things rationally and logically (Berens & Nardi, 1999).
Nothing that I read suggested that there was anything particularly negative or dangerous about being an ISTJ, so rather than concentrate on "improving" it seems that the most beneficial course of development would be to learn more about the MBTI and my own ISTJ-ness, so that I could
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