Big Five Notes
Five personality factors—1) extraversion or surgency (talkative, assertive, energetic); 2)
agreeableness or likeability (good-natured, cooperative, trustful); 3) conscientiousness
(orderly, responsible, dependable); 4) emotional stability versus neuroticism (calm, not
neurotic, not easily upset); and 5) originality or openness (intellectual, polished,
independent-minded)—became known as the “Big Five.” This title was chosen not to
reflect their intrinsic greatness but to emphasize that each of these factors is extremely
broad. The Big Five structure does not imply that personality differences can be reduced
to five traits. Rather, these five dimensions represent personality at the broadest level of
abstraction. Each dimension summarizes a large number of distinct, more specific
personality characteristics.
1) Extraversion (surgency or dominance):
Six Facets of Extraversion with Anchors for the Two Extremes of the Continuum
Six Facets of
Extraversion :
Enthusiasm
Sociability
Energy Mode
INTROVERT (E-)
AMBIVERT (E=)
EXTRAVERT (E+)
Holds down positive
feelings
Prefers working
alone
Prefers being still in
one place
Demonstrates some
positive feelings
Occasionally seeks
out others
Maintains a
moderate activity
level
Accepts some
responsibility for
others
Shows a lot of
positive feelings
Prefers working with
others
Prefers to be
physically active
Is somewhat
trusting
Exerts moderate
care in selecting
words
Readily trusts
others
Carefully selects the
right words
Taking Charge
Prefers being
independent of
others
Trust of Others
Skeptical of others
Tact
Speaks without
regard for
consequences
Enjoys responsibility
of leading others
Extraversion refers to the degree to which a person can tolerate sensory stimulation from
people and situations. Those who score high on extraversion are characterized by their
preference of being around other people and involved in many activities. Low
extraversion is characterized by one’s preference to work alone and is typically described
as serious, skeptical, quiet, and a private person. Six main facets of extraversion are
described in table above.
On the one hand, the Extravert tends to exert more leadership, to be more physically and
verbally active, and to be more friendly and outgoing around others than most people
tend to be. This extraverted profile is the foundation of many important social roles,
from sales, to politics, to the arts and the softer social sciences.
On the other hand, the Introverts tend to be more independent, reserved, steady, and more
comfortable with being alone than most people are. This introverted profile is the basis
of such varied and important social roles as production managers and the harder physical
and natural sciences.
In between these two extremes are the Ambiverts, who are able to move comfortably
from outgoing social situations to the isolation of working alone. The stereotypical
ambivert is the player-coach, who moves upon demand from the leadership demands of
coach to the personal production demands of the player.
2) Accommodation (Agreeableness, Attitudinal) (A)
Accommodation refers to the degree to which we defer to others. High
accommodation describes a person who tends to relate to others by being tolerant,
agreeable and accepting of others. Low accommodation describes one who tends to relate
to others by being expressive, tough, guarded, persistent, competitive or aggressive. Low
accommodating people may not accept information without checking and may come
across to others as hostile, rude, self-centered, and not a team player. Five facets of
accommodation are presented in the following table.
Five Facets of Accommodation with Anchors for the Two Extremes of the Continuum
Five Facets of
Agreeableness:
Service
Agreement
Deference
Reserve
Reticence
CHALLENGER (A-)
NEGOTIATOR (A=)
ADAPTER (A+)
More interested in self
needs
Welcomes engagement
Interested in needs of
others and self
Seeks resolution
More interested in others’
needs
Seeks harmony
Wants
acknowledgement
Usually expresses
opinions
Enjoys being out front
Likes some
acknowledgement
Expresses opinions
somewhat
Wants some visibility
Uncomfortable with
acknowledgement
Keeps opinions to self
Prefers the background
Levels of Accommodation: At the one end of the continuum, the Adapter is prone to
subordinate personal needs to those of the group, to accept the group's norms rather than
insisting on his or her personal norms. Harmony is more important to the Adapter than,
for example, broadcasting one's personal notion of truth. Galileo, in recanting his
Copernican views before the Roman Inquisition, behaved like an adapter (or, like a
challenger with some common sense!). The adapter profile is the core of such important
social roles as teaching, social work, and psychology.
At the other end of the continuum, the Challenger is more focused on his or her personal
norms and needs rather than on those of the group. The challenger is more concerned
with acquiring and exercising power. Challengers follow the beat of their own drum,
rather than getting in step with the group. The challenger profile is the foundation of
such important social roles as advertising, managing, and military leadership.
In the middle of the continuum is the Negotiator, who is able to move from leadership to
followership as the situation demands. The two extremes of this trait might be described
as "moving toward people" (adapter) and "moving against people" (challenger). The
former, known as tender-minded, in the extreme become dependent personalities who
have lost their sense of self. The latter, known as tough-minded, in the extreme become
narcissistic, antisocial, authoritarian, or paranoid personalities who have lost their sense
of fellow-feeling. In one sense, this trait is about the dependence (or altruism) of the
adapter, the independence (or egocentrism) of the challenger, and the interdependence (or
situationalism) of the negotiator.
3) Consolidation (Conscientiousness, Motivational) (C)
Consolidation or conscientiousness refers to the degree to which we push toward goals at
work. High consolidation refers to a person who tends to work towards goals in an
industrious, disciplined, and dependable fashion. Low consolidation refers to one who
tends to approach goals in a relaxed, spontaneous, and open-ended fashion. Low
consolidation people are usually capable of multi-tasking and being involved in many
projects and goals at the same time. The table below lists the five facets associated with
the consolidation factor.
Levels of Consolidation: On the one hand, the Focused profile exhibits high self-control
resulting in consistent focus on personal and occupational goals. In its normal state, the
focused person is characterized by academic and career achievement, but when
focusedness turns extreme, it results in workaholism. The focused person is difficult to
distract. Such a profile is the basis for such important social roles as leaders, executives,
and, in general, high achievers.
On the other hand, the Flexible person is more easily distracted, is less focused on goals,
is more hedonistic, and is generally more lax with respect to goals. The flexible is easily
seduced from the task at hand by a passing idea, activity, or person; i.e., they have weak
control over their impulses. Flexibles do not necessarily work less than focused people,
but less of their total work effort is goal-directed. Flexibility facilitates creativity,
inasmuch as it remains open to possibilities longer without feeling driven to closure and
moving on. This profile is the core of such important social roles as researchers,
detectives, and consultants.
Five Facets of Consolidation with Anchors for the Two Extremes of the Continuum
Five Facets of
Consolidation:
FLEXIBLE (C-)
BALANCED (C=)
FOCUSED (C+)
Perfectionism
Low need to continually
refine or polish
Occasional need to refine
or polish
Continual need to
refine or polish
Organization
Comfortable with little
formal organization
Maintains some
organization
Keeps everything
organized
Drive
Satisfied with current level
of achievement
Needs some additional
achievement
Craves even more
achievement
Concentration
Shifts easily between ongoing tasks
Can shift between tasks
before completion
Prefers completing
tasks before shifting
Methodicalness
Operates in a more
spontaneous mode
Does some planning
Develops plans for
everything
Towards the middle of this continuum is the Balanced person, who finds it easier to move
from focus to laxity, from production to research. A balanced profile would make an
ideal manager for either a group of flexibles or a group of focuseds, providing just
enough of the opposite quality to keep flexibles reasonably on target without alienating
them, and to help focused people relax periodically to enjoy life a little.
4) Stability: Four facets of need for stability (or neuroticism)
At one extreme of the need for stability continuum, as shown below, is the Reactive
individual, who experiences more negative emotions and reports less satisfaction with life
than most people. That does not place a value judgment on reactives, however, as the
susceptibility to the need for stability in the workplace provides the basis for shaping
important roles in society such as social scientists, customer service professionals, and
academicians. However, extreme reactivity (high need for stability) can interfere with
the performance of many jobs.
At the other end of the need for stability continuum are the Resilients, who tend to be
more rational at work and appear impervious to what's going on around them. Think, for
example, of a choir and band director who doesn’t miss a beat during a dress rehearsal
when the podium on which he is standing collapses suddenly. He simply places his feet
at angles like a snow plow and keeps his baton moving. The singers and instrumentalists
might break out laughing at this classic example of non-reactivity but the director is
unflappable. And that extreme is also the foundation for many valuable social roles-from air traffic controllers and airline pilots to military snipers, finance managers, and
engineers.
Four Facets of Need
for Stability:
RESILIENT (R-)
RESPONSIVE (R=)
REACTIVE (R+)
Sensitiveness
At ease most of the
time
Some concern from
time to time
Worrying
Intensity
Usually calm
Occasionally heated
Quick to feel anger
Interpretation
Optimistic
explanations
Rapid rebound time
Realistic explanations
Pessimistic
explanations
Longer rebound time
Rebound Time
Moderate rebound
time
Along the Need for Stability continuum from reactive to resilient is a vast middle range of
what might be called Responsives. These individuals represent a mixture of qualities
characteristic of both resilients and reactives. Responsives are more able to turn
behaviors from both extremes on and off, calling on what seems appropriate to the
situation. A responsive, however, is not typically able to maintain the calmness of a
resilient for as long a period of time, nor is a responsive typically able to maintain the
nervous edge of alertness of a reactive (as, for example, would be typical of a stock trader
during a session).
5) Originality (openness to experience) (O)
Originality refers to the degree to which we are open to new experiences/new ways of
doing things. Highly original people tend to have a variety of interests and like cutting
edge technology as well as strategic ideas. Those who are low in originality tend to
possess expert knowledge about a job, topic, or subject while possessing a down-to-earth,
here-and-now view of the present. Four main facets of originality are described in the
table below.
Levels of Originality: On the one hand, the Explorer has broader interests, has a
fascination with novelty and innovation, would generally be perceived as liberal, and
reports more introspection and reflection. Explorers are not unprincipled, but they tend
to be open to considering new approaches. The explorer profile forms the basis for such
important social roles as entrepreneurs, architects, change agents, artists, and theoretical
scientists (social and physical).
Four Facets of Originality with Anchors for the Two Extremes of the Continuum
Four Facets of
Originality:
Imagination
PRESERVER (O-)
Implements plans
Complexity
Prefers simplicity
Change
Wants to maintain
existing methods
Scope
Attentive to details
MODERATE (O=)
EXPLORER (O+)
Creates and
implements equally
Balance of simplicity
and complexity
Is somewhat accepting
of changes
Creates new plans and
ideas
Seeks complexity
Attends to details if
needed
Readily accepts
changes and
innovations
Prefers a broad view
and resists details
On the other hand, the Preserver has narrower interests, is perceived as more
conventional, and is more comfortable with the familiar. Preservers are perceived as
more conservative, but not necessarily as more authoritarian. The preserver profile is the
basis for such important social roles as financial managers, performers, project managers,
and applied scientists.
In the middle of the continuum lies the Moderate. The moderate can explore the novel
with interest when necessary, but too much would be tiresome; on the other hand, the
moderate can focus on the familiar for extended periods of time, but eventually would
develop a hunger for novelty. This trait is not about intelligence, as explorers and
preservers both score well on traditional measures of intelligence; it is about creativity.
The Big Five Inventory (BFI)
Here are a number of characteristics that may or may not apply to you. For example, do you agree that you
are someone who likes to spend time with others? Please write a number next to each statement to indicate
the extent to which you agree or disagree with that statement.
_____________________________________________________________________________________
Disagree strongly Disagree a little Neither agree nor disagree Agree a little
Agree strongly
1
2
3
4
5
_____________________________________________________________________________________
I see myself as someone who...
___1. Is talkative
___2. Tends to find fault with others
___3. Does a thorough job
___4. Is depressed, blue
___5. Is original, comes up with new ideas
___6. Is reserved
___7. Is helpful and unselfish with others
___8. Can be somewhat careless
___9. Is relaxed, handles stress well
___10. Is curious about many different things
___11. Is full of energy
___12. Starts quarrels with others
___13. Is a reliable worker
___14. Can be tense
___15. Is ingenious, a deep thinker
___16. Generates a lot of enthusiasm
___17. Has a forgiving nature
___18. Tends to be disorganized
___19. Worries a lot
___20. Has an active imagination
___21. Tends to be quiet
___22. Is generally trusting
___23. Tends to be lazy
___24. Is emotionally stable, not easily upset
___25. Is inventive
___26. Has an assertive personality
___27. Can be cold and aloof
___28. Perseveres until the task is finished
___29. Can be moody
___30. Values artistic, aesthetic experiences
___31. Is sometimes shy, inhibited
___32. Is considerate and kind to almost everyone
___33. Does things efficiently
___34. Remains calm in tense situations
___35. Prefers work that is routine
___36. Is outgoing, sociable
___37. Is sometimes rude to others
___38. Makes plans and follows through with them
___39. Gets nervous easily
___40. Likes to reflect, play with ideas
___41. Has few artistic interests
___42. Likes to cooperate with others
___43. Is easily distracted
___44. Is sophisticated in art, music, or literature
Please check: Did you write a number in front of each statement?
BFI scale scoring (“R” denotes reverse-scored items):
Extraversion: 1, 6R, 11, 16, 21R, 26, 31R, 36
Agreeableness: 2R, 7, 12R, 17, 22, 27R, 32, 37R, 42
Conscientiousness: 3, 8R, 13, 18R, 23R, 28, 33, 38, 43R
Neuroticism: 4, 9R, 14, 19, 24R, 29, 34R, 39
Openness: 5, 10, 15, 20, 25, 30, 35R, 40, 41R, 44
Note. Copyright 1991 by Oliver P. John.
Big Five Dimensions, Myers-Briggs, and correlated trait adjectives
Big Five
Myers-Briggs analog
E Extraversion vs. introversion
Gregariousness (sociable)
Assertiveness (forceful)
Activity (energetic)
Excitement-seeking (adventurous)
Positive emotions (enthusiastic)
Warmth (outgoing)
Extraversion/Intraversion
A Agreeableness (accommodation) vs. antagonism
Trust (forgiving)
Straightforwardness (not demanding)
Altruism (warm)
Compliance (not stubborn)
Modesty (not show-off)
Tender-mindedness (sympathetic)
Feeling/Thinking
C Conscientiousness (control) vs. lack of direction
Competence (efficient)
Order (organized)
Dutifulness (not careless)
Achievement striving (thorough)
Self-discipline (not lazy)
Deliberation (not impulsive)
Judging/Perception
N Neuroticism (stability, adjustment) vs. emotional stability
Anxiety (tense)
Angry hostility (irritable)
Depression (not contented)
Self-consciousness (shy)
Impulsiveness (moody)
Vulnerability (not self-confident)
----
O Openness (originality) vs. closedness to experience
Ideas (curious)
Fantasy (imaginative)
Aesthetics (artistic)
Actions (wide interests)
Feelings (excitable)
Values (unconventional)
Intuiting/Sensing
Note: These traits from the Adjective Check List (listed in parentheses following each facet) correlated
substantially with scores on that facet in a study of self-ratings (Costa & McCrae, 1992, p. 49).