1. Myers-Briggs Type Indicator
INOV 101
February, 2008

2. Purpose Better self management through heightened self-awareness.
Understand mental diversity and strengthen relationships with others.
Identify preferences and how these preferences are similar and different from others on the team.
Develop and sharpen interpersonal skills that will heighten personal and job effectiveness.
Have some fun.

3. Agenda Review the MBTI dimensions MBTI results, self-validation
Class profile
MBTI and change
MBTI and leadership
MBTI and decision-making

4. Exercise Handwriting Cross arms Clasp hands Describe the differences
Easy Hard
Comfortable Awkward
Effortless Concentrated
Natural Unnatural
Fast Slow
Mature Immature
Competent Incompetent
This is a good ice-breaker and helps define what is meant by preference and the fact that they are not good or bad, just different.
1. Have everyone write their first name on a piece of paper
2. Have them repeat writing, but using their other hand
1. have everyone cross their arms
2. Have everyone repeat this, but with their arms crossed the other way
1. Have everyone clasp their hands together, intermeshing their fingers.
2. Have everyone repeat this, but with the opposite thumb on top and the fingers meshed accordingly
These are all examples of preferences - it's not that someone couldn't do it the other way, it's just that one prefers to do it their own way.

5. Individual Preferences
Part of our “filters” – the way people see the world is different.
No right or wrong type - another form of diversity.
Type has nothing to do with ability or competence.
Meant for normal, healthy, well adjusted adults.
This is a theory - it cannot be proven, but can be supported and/or refuted.
Everyone uses every preference. However, we favor one preference over the other on each of the four scales.
The basis of the MBTI is that different people "prefer" different things and the MBTI is one way of showing this typology. An important concept is that there is no right or wrong type or that any particular type has any negative connotation. Another important ethical aspect is the last point -- participants did not, if they chose, have to divulge their type publicly. All of the MBTI results were given to each person in a sealed envelope.

6. Trait vs. Type Inborn or acquired More or less
Too much or too little is diagnostic
Normally distributed
Inborn preference
Either or
Too much or too little is irrelevant
Bimodal
Most psychological tools determine traits, whereas MBTI determines type. The key concept here is that you are not a slight E or a strong E, you are an E.

7. History C. G. Jung’s theory-(Swiss psychoanalyst) 1875-1968
Psychological Types - translated into English in 1921
Katharine Cook Briggs ( )
Isabel Briggs Myers ( )
type watching and validating Jung’s theory
30 years of development for the indicator - form A in 1942
1962 by ETS for research only, generally available in 1976
Currently over 6000 references
In use world wide – Published by CPP
Relevance
By understanding how you and others see the world differently, you will gain insight into communications and relationships

8. Preference Description
Four scales:
E or I: Extraversion or Introversion is attitude.
How do you direct your energy?
S or N: Sensing or iNtuition is a perceiving function.
How do you input?
T or F: Thinking or Feeling is a judging function.
How do you process?
J or P: Judging or Perceiving is a lifestyle orientation.
How do you relate to the outside?
Description of the four different scales of the MBTI
I asked each to guess at their type after the description of each of the scales and we then compared this to what their surveys had determined.

9. MBTI E ------------------------------------ I
S N
T F
J P
ENERGY FLOW
ATTITUDE
DATA GATHERING
PERCEIVING FUNCTION
DECISION MAKING
JUDGING FUNCTION
ORIENTATION TO THE
OUTER WORLD
ATTITUDE

10. E or I (Attitude)
It’s where you get your energy and where you direct your energy: outside or inside
Extra (not extro)
Act and (maybe) reflect “talk it out”
Lots of “friends”
Breadth
Like working in groups
Intra
Reflect and (maybe) act “think it through”
A few close friends
Depth
Prefer solitary activities
People prefer to be extraverted or introverted and it where they derive their energy.

11. Key Words Active Outward Sociable People Many Expressive Breadth
Live it, then understand it
Reflective
Inward
Reserved
Privacy
Few
Quiet
Depth
Understand it, before live it
These are some key words that describe the bi-modal nature of attitude. The words have been carefully chosen not to show that one side or the other is better. For example, I wouldn't use Active vs.. Passive because "passive" can be misinterpreted as being not as good as "active". Similarly for "sociable". Using "reserved" is better than "unsociable".
Self-Assess

12. E’s View Admire about I’s Baffled by Do things on their own
Nice not to be center of attention
Not feeling like you have to speak up
Think things through
Baffled by
Why they take so long to answer

13. I’s View Admire about E’s Baffled by High energy Too many words Verbal
Doers
Risk takers
Comfortable with self and others
Confidence
Baffled by
Too many words
Don’t shut up
Too Impulsive
Opinionated
Changeable

14. S or N Function
It’s how you prefer to input - the perceiving mental function
It is irrational (we have no control)
Input - S
Directly via the senses - specific parts - present - practical
Step by step
Structured
Input - N
6th sense or hunch - relationships - future - imagine
Jump in anywhere
Skip steps
The next two letters of the MBTI are the perceiving (S or N) and the judgment (T or F) mental functions. I often use the computer analogy - S or N are how you chose to input and T or F are how you chose to process

15. Key Words S N Details Present Practical Facts Sequential Directions
Repetition
Enjoyment
Perspiration
Conserve
Literal
Patterns
Future
Imaginative
Innovations
Random
Hunches
Variety
Anticipation
Inspiration
Change
Figurative
Again, a concerted effort to make these pairs both denote good things.
Self - Assess

16. S’s on “leaf” fall tree rake flowers salad pile compost mulch
4 leaf clover
burning smell
autumn

17. N’s on “leaf” floating new fur crust art blower table mulch symbol
raking
rain
play
art
leaf
dried
spring
gold
thru a book
burning oak
sun
new
crispy
slippery
dead
red
change
bare
sunlight through
lettuce
salad
acorns
shade
gutters
floating
new
fur
crust
art
blower
table
mulch
symbol
tumbling
light
autumn
leaf me alone
Erickson
Pot
MINT JULEPS
decay

18. T or F Function It’s how you prefer to process information Process - T
Rational, judging mental function
Process - T
Objective
Head
Principles (truth, justice)
Process - F
Subjective
Heart
Value (relationship, harmony)
T's use their heads, F's use their hearts

19. Key Words T F Head Objective Justice Cool Impersonal Critique Analyze
Precise
Principles
Heart
Subjective
Harmony
Caring
Personal
Appreciate
Empathize
Persuasive
Values
Again - careful words pairs. Justice and Injustice would not be good.
Self-Assess

20. J or P The Lifestyle What does the outside world see? J P Ordered
Planned
Decisive P
Spontaneous
Flexible
Curious
The last letter was something that Myers and Briggs added to Jung's theory and it denotes what the outside world sees, based on our preferences.

21. Key Words Organized Flexible Structure Flow Control ExperienceJ P
Organized
Structure
Control
Decisive
Deliberate
Closure
Plan
Deadlines
Productive
Flexible
Flow
Experience
Curious
Spontaneous
Openness
Wait
Discoveries
Receptive
In decision making, the J's want to come to closure whereas the P's are always in search of more data before making a decision.
Self-Assess

22. Contributions of Preferences
Extraverted types
Remain aware of the environment, maintain their networks, and take action.
Introverted types
Pay attention to the infrastructure, conceptualize the problem, and look deeply into issues.

23. Contributions of Preferences
Sensing types
Know the facts, understand the planning stages, and work out implementation details.
Intuitive types
See the big picture, forge into new areas, and develop new possibilities.

24. Contributions of Preferences
Thinking types
Discuss the issues in a logical way, consider the pros and cons of various alternatives, and spot the inconsistencies in a plan.
Feeling types
Understand what is important to people, acknowledge the human side of decision making, and help others accept decisions.

25. Contributions of Preferences
Judging types
Generate systems, provide organization, and act with decisiveness.
Perceiving types
Are open to new ideas, provide insight, and react with flexibility if the system breaks down.

26. MBTI Results This is a hypothesis until it is verified by you
Reasons for differences between survey and self-assessment:
Feeling torn between demands of work and self preferences
Questions were answered in terms of what you thought was expected
Terms used were misunderstood
Confusion due to perceived social pressure
Currently in a growth period developing new processes
Suffering illness or sleep deprivation

27. Team Type Lens ISTJ 7 ISFJ 2 INFJ 3 INTJ 3 ISTP 2 ISFP 1 INFP 2 INTP 3
ESTP 2
ESFP 1
ENFP 2
ENTP 2
ESTJ 2
ESFJ 3
ENFJ 3
ENTJ 3

28. Using Different “Lenses”
Quadrants Lens: Change
Temperament Lens: Leadership
Dynamics Lens: Problem-solving or decision-making

29. Quadrants Lens IS (12) IN (11) ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
ES (8)
EN (10)

30. Quadrants and Change IS IN ES EN Thoughtful Realists
Like to test their ideas to see whether they are supported by the facts; they want to deal with practical, concrete information in a careful and unhurried way.
“Let’s keep it!” IN
Thoughtful and Innovative
Introspective and do their best work in theoretical fields where ideas and depth of understanding are important. They value knowledge for its own sake.
“Let’s think about it differently!” ES
Action-oriented Realists
Want to see that practical tasks are carried out. They prefer a work environment where realistic, down-to-earth tasks and problems are managed. Prefer a culture that focuses on results relating to people, data, or things.
“Let’s do it!” EN
Action-oriented and Innovative
Value change, see possibilities as a key aspect of their work, and like to be challenged and to challenge others. They tend to have a wide range of interests and are willing to work with systems or relationships.
“Let’s change it!”

31. Introducing Change to the QuadrantsIS
Relate it to what I know.
Make practical sense to me.
Change at a steady pace, step by step.
Be careful and mindful of details.
Give me time to think about it. IN
Relate it to new theories and concepts.
Let me work on change that has impact.
Don’t burden me with routines; let me set my own pace.
Let me set my own quality control and standards. ES
Relate it to the work I do.
Show me the practical results change will bring.
Offer a steady progression, step by step.
Let me “hash it over” with others.
Show me that my work will be more effective if I make the change. EN
Relate it to changing things in my world.
Challenge my imagination.
Minimize the routine; maximize the variety.
Let me work on the broad focus and overview of the change.
Let me try to change the world.

32. Temperaments Lens NF (10) NT (11) ISTJ ISFJ INFJ INTJ SJ (14) ISTP
ISFP
INFP
INTP
SP (6)
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ

33. SJ – Asks “What?” ISFJ, ESFJ, ISTJ, ESTJ
Loyal to system
Duty
Super-dependable
Resists change
Preserves traditions
Precise
“Don’t fix what isn’t broken”
Authority dependent
Procedures
Decisive
Stability
“Should”, “Should not”
Social responsibility
Structure
Orderly

34. SJ Leader Traditionalist/Administrator
Work hard/keep busy
Facts before action
Briefed to last detail
Results oriented
Impatient with schedule/agenda changes
Organize for stability
Prefer written communications
Discovered Murphy’s law
Difficulty expressing appreciation
Tendency to overkill

35. SP – Asks “When?” ISTP, ISFP, ESTP, ESFP
Free spirit
Action-oriented
Fun-loving
Good in crisis situations
“When all else fails, read directions”
Impulsive
Needs freedom and space
Flexible/Adaptable
Realistic
Uninhibited
Enjoys the moment
Practical
Spontaneous
Likes hands-on experience
Most joyful
Seeks change and variety

36. SP Leader Promoter/Troubleshooter
Work smart
No wasted motion
Opportunistic
Everything is negotiable
Focus is right now
Little interest in tradition
Impatient with theory/abstraction
Express appreciation easily
Can be unpredictable
Can be too impulsive

37. NF – Asks “Who?” INFJ, INFP, ENFP, ENFJ
Interpersonal skills
Supportive of others
Sympathetic
Relationships
Seductive
Possiblilities for people
Interaction
Cooperation
Vivid imagination
Mysterious
Hypersensitive to conflict
Search for self
Autonomy
Needs encouragement and recognition
Integrity
“Becoming”

38. NF Leader Democratic/Catalytic
Organizational climate over structure
Good listener
Good spokesperson
Anti-authoritarian
Emotional and persuasive
Flair for dramatizing the mundane
Might get overextended
Can create dependencies
Need to schedule renewal time
Easily express appreciation of people

39. NT – Asks “Why?” INTJ, INTP, ENTP, ENTJ
High achievers
Knowledge
Objective perceptions
Independent
Self-doubt
Intellectually curious
Conceptualizers
Non-conformist
Competition with self
Wordsmiths
Principles
Enjoys complexity
Authority independent
Architect of change
Systems designers
Argumentative
What would happen if…?

40. NT Leader Visionary/Scientist
Systems/theory focused
Organize around theoretical framework
Architects of change
Tend to stand on principle
Powerful behind the scenes
Masters of the technical
Impatient with human conditions
Responsive to intellectual appeals
Express appreciation of ideas
Tendency to overplan

41. Type Dynamics
DOMINANT
Least Preferred
AUXILIARY
Tertiary

42. P J MBTI E ------------------------------------ I
S N
T F
J P
ENERGY FLOW
ATTITUDE P
DATA GATHERING
PERCEIVING FUNCTION J
DECISION MAKING
JUDGING FUNCTION
ORIENTATION TO THE
OUTER WORLD
ATTITUDE

43. Eight Extraverted and Introverted Dominant Functions
Se Dominant Extraverted Sensing (ESTP & ESFP)
Goal: to experience as much as possible; to have an unending variety of sensing experience
Si Dominant Introverted Sensing (ISTJ & ISFJ)
Goal: to form a solid, substantial, and accurate understanding of the world around them and their place in it
Ne Dominant Extraverted Intuition (ENTP & ENFP)
Goal: to find and explore new possibilities, new and exciting challenges
Ni Dominant Introverted Intuition (INTJ & INFJ)
Goal: to develop their inner intuitive patterns for understanding the world

44. Eight Extraverted and Introverted Dominant Functions
Te Dominant Extraverted Thinking (ESTJ & ENTJ)
Goal: to create logical order in their external world; to make their environment rational
Ti Dominant Introverted Thinking (ISTP & INTP)
Goal: to create logical order internally; to develop rational principles for understanding the world
Fe Dominant Extraverted Feeling (ESFJ & ENFJ)
Goal: to create harmony and cooperation in their external environment; to facilitate others in getting what they need and want
Fi Dominant Introverted Feeling (ISFP & INFP)
Goal: to develop their internal core of values, establish an external life that is congruent with them, and help both individuals and humankind fulfill their potential

45. Dominants’ Approach to Problem Solving S and N
How is the problem best defined?
What are the ramifications now?
What goals are we working toward?
How can time lines be established and what are the intermediate objectives?
What costs are incurred – financial, emotional, etc.? N
What are the common threads?
What are the multiple alternatives?
What is the relationship of the part to the system?
What are the opportunities for growth?
What are our hunches about this issue?

46. Dominants’ Approach to Problem Solving T and F
Is this a legitimate issue?
How does it affect the bottom line?
What are the pros and cons?
What is the relationship of cause to effect?
What are the systemic qualities? F
What are people’s feelings concerning this?
How can different sides be accommodated?
What’s the most diplomatic way to proceed?
What will increase harmony?
How does this affect me and the people I care about?

47. How to Work with the Dominants
Sensing Dominants
It has to make sense
Stability
Intuitive Dominants
It has to appeal to the imagination
Change
Thinking Dominants
It has to be logical
Effective
Feeling Dominants
It has to consider aspirations.
Integrity

48. Use All Functions for Problem Solving
Sensing Perception
Determine the facts, givens, and other data.
Assets and liabilities.
Intuitive Perception
Look at possibilities, ways to change, brainstorm.
Future implications.
Thinking Judgment
Make an objective analysis of the situation.
Look at logical consequences.
Feeling Judgment
Look at the people consequences of different options.
Weigh against your values.

49. Journey “Learning to respect individual differences
is not something that truly has an end;
it is a learning that asks of us
ongoing attention and a willingness to grow”
C.R. Martin

50. Time to relax