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Are The PI, DISC and MBTI All Just B.S.?

Lots of debate has ensued about the validity, accuracy, and subjectivity of commonly used standardized testing/profiling tools like the Predictive Index (PI), DISC, and Myers-Briggs Type Indicator (MBTI), and their relevance and validity as personality tests in organizational settings. Let’s explore a comprehensive overview of these tests, their potential pitfalls, and their real-world application.

1. Validity of the PI Test: Can You Get Different Results Every Time?

The Predictive Index (PI) is generally considered a valid and reliable personality test, especially for understanding how people behave in work-related settings. However, like any personality test, its validity can be influenced by several factors:

• Consistency Over Time: The PI test measures stable personality traits (e.g., dominance, extraversion, patience, formality). As such, it’s unlikely that someone will get radically different results each time they take it unless they’re undergoing significant changes in mood, stress levels, or mental state. That said, small variations in results could occur if the person’s emotional or psychological state changes day to day.
• Mood and Context: As with most self-reported assessments, people can be influenced by their mood, context, and focus when taking the test. A person answering the questions while thinking about a particular job role (e.g., management) might skew their answers to reflect what they believe the role requires.
• Inconsistent Results: While the PI is generally reliable, it’s not immune to fluctuations. That said, reputable tests, including PI, aim to minimize inconsistencies by using cross-validation techniques and analyzing patterns in the responses.

2. Self-Selection Bias: Can People Manipulate the Test?

Yes, self-selection bias can occur with any self-reported personality test, including the PI, DISC, and MBTI. People can indeed tailor their answers based on how they want to be perceived, or based on a specific goal (e.g., impressing an employer or appearing more suitable for a particular role). This is commonly referred to as “faking” or answering through a “lens”.

• Social Desirability Bias: Individuals may select answers that seem more socially acceptable or that match cultural expectations (e.g., showing higher extroversion or leadership traits in certain contexts). People might also adjust their answers based on how they think the organization would prefer them to behave (e.g., answering more assertively for a leadership role).
• Cross-checking Mechanisms: To counteract this, many personality tests, including the PI, are designed with cross-validation questions and validity checks to identify when respondents are not answering consistently. For example, if someone answers in ways that don’t align with their other responses, the test might flag these results as potentially unreliable.

3. Typical Range of Findings and Personality Types in the PI Test

The Predictive Index categorizes individuals based on their answers to four key behavioral drives:

• Dominance (D): How assertive or independent a person is.
• Extraversion (E): How outgoing, energetic, and social a person is.
• Patience (P): How steady and consistent a person is under pressure.
• Formality (F): How structured, rule-abiding, and detail-oriented a person is.

Based on these traits, the PI test identifies different personality profiles. Some of the most common profiles include:

1. Analyzer: High Formality and low Extraversion—analytical, precise, and reserved.
2. Persuader: High Extraversion and Dominance—outgoing, assertive, and influential.
3. Controller: High Dominance and low Extraversion—competitive, independent, and prefers control.
4. Supporter: High Patience and low Dominance—calm, steady, and supportive.
5. Implementer: High Patience and Formality—methodical and consistent.
6. Promoter: High Extraversion and low Formality—energetic, spontaneous, and socially driven.

The distribution of these types can vary based on the population being assessed (e.g., employees in a company, candidates applying for specific roles). Generally, personality profiles are distributed fairly evenly, with balancedpersonalities (those who fall in the middle of the scales) being more common than extreme types.

4. Comparison to DISC and Myers-Briggs

Here’s how the PI, DISC, and MBTI compare:

PI vs. DISC:

• DISC focuses primarily on four behavioral styles: Dominance, Influence, Steadiness, and Conscientiousness. While PI and DISC share similarities (e.g., both assess dominance and extraversion), DISC is more focused on observable behaviors and communication styles in specific situations, while PI also includes cognitive abilitiesand more nuanced traits relevant to workplace behavior.
• DISC is generally simpler and focuses on immediate behavioral preferences, while PI provides a more detailed and comprehensive view of a person’s workplace tendencies and potential.

PI vs. Myers-Briggs (MBTI):

• MBTI divides people into 16 personality types based on preferences in four dimensions: Extraversion vs. Introversion, Sensing vs. Intuition, Thinking vs. Feeling, and Judging vs. Perceiving. MBTI is more about preferences for how people interact with the world, process information, and make decisions. It’s less focused on behavior and more focused on personality types.
• PI, in contrast, assesses workplace behaviors more directly and offers a behavioral framework based on dominance, extraversion, patience, and formality, making it more applicable in workplace settings where practical outcomes matter.

5. Tailoring the Results or Skewing the Test Findings

Yes, as with any self-reported test, people can try to tailor their answers based on the mindset they adopt during the test, such as:

• “Lens”: Responding as they believe the test is designed for or as they think others expect (e.g., for a specific role, like leadership).
• Mindset: Taking the test with a specific goal in mind (e.g., trying to appear more extroverted for a sales position).

However, reputable personality tests like the PI typically incorporate cross-validation and validity checks that help identify patterns of behavior that are inconsistent or self-serving. So, while some tailoring is possible, tests that are well-designed will often spot inconsistencies in responses that don’t align with a person’s overall profile.

6. Are These Tests “Fluff” or “B.S.”?

The PI, DISC, and MBTI are not inherently “fluff” or “B.S.” when used correctly. They have some validity in certain contexts, especially in understanding workplace behavior, communication styles, and potential leadership qualities. However, misuse or overreliance on them is problematic. For instance:

• Relying too heavily on one test for hiring decisions without considering other factors (like skills, experience, or cultural fit) can be detrimental.
• If misinterpreted or used in isolation, personality tests can oversimplify complex human behavior.

In general, they should be seen as tools for insight rather than the definitive measure of a person’s potential or fit for a job. The best practice is to use them in combination with other tools, such as interviews, job performance data, and references.

7. Personality Profile Types in PI, DISC, and MBTI

Each of these tools provides a different approach to personality profiling:

PI:

• Focuses on workplace behaviors.
• Profiles include Analyzer, Persuader, Controller, Supporter, and others.
• Best for workplace roles and predicting job fit based on natural tendencies.

DISC:

• Focuses on observable behaviors: Dominance, Influence, Steadiness, and Conscientiousness.
• Best for understanding team dynamics and communication styles.

MBTI:

• Focuses on preferences for interacting with the world and processing information.
• 16 personality types based on four dimensions: Extraversion vs. Introversion, Thinking vs. Feeling, Judging vs. Perceiving, Sensing vs. Intuition.
• Best for understanding personal development and cognitive preferences.

How These Fit into Organizational Structures/Cultures:

• PI: Best for understanding individual work styles and optimizing team composition and leadership potential.
• DISC: Best for team-building and understanding how individuals interact with each other and with tasks.
• MBTI: Best for understanding how people process information and make decisions, useful in personal development, and aligning roles with cognitive preferences.

Conclusion

In summary, while personality tests like PI, DISC, and MBTI are not perfect and can be influenced by self-selection bias, they offer valuable insights into workplace behaviors, communication styles, and cognitive preferences. They are far from “fluff” when used correctly, but they should be treated as tools for understanding and not as definitive measures. The best approach is to use them alongside other data and methods to create a more comprehensive view of an individual’s fit within an organizational structure or culture.

Paul Fioravanti, MBA, MPA, CTP, is the CEO & Managing Partner of QORVAL Partners, LLC, a FL-based advisory firm (founded 1996 by Jim Malone, six-time Fortune 100/500 CEO) Qorval is a US-based turnaround, restructuring, business optimization and interim management firm. Fioravanti is a proven turnaround CEO with experience in more than 90 situations in more than 40 industries. He earned his MBA and MPA from the University of Rhode Island and completed advanced post-master’s research in finance and marketing at Bryant University. He is a Certified Turnaround Professional and member of the Turnaround Management Association, the Private Directors Association, Association for Corporate Growth (ACG), Association of Merger & Acquisition Advisors (AM&MA), the American Bankruptcy Institute, and IMCUSA. Copyright 2025, Qorval Partners LLC and/or Paul Fioravanti, MBA, MPA, CTP. All rights reserved. No reproduction or redistribution without permission.

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