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Team Development Using the MBTI® Team Reports

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1 Team Development Using the MBTI® Team Reports
© Copyright 2006, 2011 OPP Ltd. All rights reserved. Permission is hereby granted to the original recipient of these Team Development slides to reproduce this master for workshop and feedback use. Reproduction by any means for any other purpose is a violation of copyright law.

2 Welcome Why are we here? What do we hope to achieve today?
How will it impact on the business? Good idea to put expectations on a flip chart and revisit them at the end.

3 Sample half-day agenda
9.00am Quick recap about the MBTI instrument What is our team like? Our strengths and blind spots 11.00am Break Improving our problem-solving/ communication/conflict management 1.00pm Lunch A – Action. Handouts given Ask questions as we go along Ongoing team development process

4 Sample full-day agenda
9.00am Quick recap about the MBTI instrument What is our team like? Our strengths and blind spots 11.00am Break Individual contributions to the team 1.00pm Lunch 2.00pm Improving our problem-solving/ communication/conflict management… 3.00pm Break 3.30pm …Continued Action planning and close A – Action. Handouts given Ask questions as we go along Ongoing team development process

5 MBTI recap

6 What is a preference? Write your signature on a piece of paper.
Now do it again with the OTHER hand!

7 The concept of ‘preference’
“Natural” “Easy” “Flowing” “Comfortable” “Took less energy” “Unnatural” “Difficult” “Jerky” “Awkward” “Took more energy”

8 Basic assumptions of type theory
The MBTI questionnaire assesses preferences. Preferences are not absolutes: everyone uses all eight. Preferences are not abilities: MBTI preferences do not tell you what you can and can’t do. There are no better or worse types: all types have potential. People are the best judges of their own type – hence the MBTI questionnaire is an indicator, not a test.

9 Ethics The MBTI questionnaire should only be used for development.
The MBTI questionnaire cannot be used for selection, because it tells you nothing about a person’s skills and abilities. People should only be asked to share their MBTI type if they feel comfortable doing so – each individual owns their data and can choose to share it or not as they wish.

10 The four dimensions of type
Extraversion XandX Introversion Sensing iNtuition Thinking Feeling Judging Perceiving Where you prefer to get and focus your ‘energy’ or attention What kind of information you prefer to gather and trust What process you prefer to use in coming to decisions How you prefer to deal with the world around you, your ‘lifestyle’

11 The four dimensions of type
Extraversion XandX Introversion Where you prefer to get and focus your ‘energy’ or attention

12 Extraversion Introversion People who prefer:
Get energy from the outer environment of people and experiences Focus energy and attention outwards in action Introversion Get energy from the inner environment of reflections and thoughts Focus energy and attention inwards in reflection

13 Illustration Extraversion is about getting energy from outside – from other people or the environment. Introversion is about getting energy from within oneself. E I

14 Extraversion vs Introversion Characteristics Do-think-do vs Action vs
Talk things through vs Expressive vs Interaction vs Breadth of interest vs Introversion Think-do-think Reflection Think things through Contained Concentration Depth of interest

15 The four dimensions of type
Sensing XandX iNtuition What kind of information you prefer to gather and trust

16 Sensing iNtuition People who prefer:
Prefer information coming from the five senses Focus on what is real Value practical applications iNtuition Prefer information coming from association Focus on what might be Value imagination and insight

17 Sensing vs Characteristics iNtuition Facts vs Ideas Specifics vs
Realistic vs Here and now vs Practical vs Observant vs iNtuition Ideas Big picture Imaginative Anticipating the future Theoretical Conceptual

18 S N What do you see? See the specifics See patterns then the pattern
This slide builds intuitively. It is important to stress that people who prefer Sensing CAN see a triangle, and people with a preference for Intuition CAN see the different shapes, but this is not the first thing that they see. See the specifics See patterns then the pattern then the specifics

19 The four dimensions of type
Thinking XandX Feeling What process you prefer to use in coming to decisions

20 Thinking Feeling People who prefer:
Prefer to make decisions on the basis of logic and objectivity Quick to see errors and give a critique Step out of situations in order to analyse dispassionately Feeling Prefer to make decisions on the basis of values and personal convictions Quick to show appreciation and find common ground Step into situations to weigh human values and motives

21 Illustration T F Makes decisions by stepping out of the problem to be objective Makes decisions by stepping into the problem to be compassionate Thinking is about “stepping out” of the problem. Feeling is about “stepping into” the problem.

22 Thinking vs Feeling Characteristics
Guided by cause-and-xxxxx effect reasoning vs Logical analysis vs Seek objective truth vs Impersonal criteria vs Critique vs Focus on task vs Feeling Guided by personal values Understand others’ point of view Seek harmony Personal circumstances Praise Focus on relationship

23 The four dimensions of type
Judging XandX Perceiving How you prefer to deal with the world around you, your ‘lifestyle’

24 Judging Perceiving People who prefer:
Prefer to live life in a planned and organised manner Enjoy coming to closure and being decisive Avoid stressful last-minute rushes Perceiving Prefer to live life in a spontaneous and adaptable manner Enjoy keeping options open and being curious Feel energised by last-minute pressures

25 Anecdote A person who prefers Judging will work in a methodical way, perhaps ticking off milestones to demonstrate progress. A person who prefers Perceiving may take longer to search for information and will be triggered into action by an impending deadline. NB: Click once and the PowerPoint will draw all the lines for P automatically. J P

26 Judging vs Perceiving Characteristics Planned vs Organised vs
Controlled vs Structured vs Scheduled vs Perceiving Emergent Flexible Unconstrained Go with the flow Spontaneous

27 Best-fit type This is the MBTI type YOU think fits you best.

28 All page references refer to the Team Reports
MBTI Team Reports All page references refer to the Team Reports

29 Establishing team strengths and blind spots

30 Exercise: team strengths (page 4)
What are our team strengths? Do we need these? Complete the table and discuss. How can we best use these strengths to our team’s advantage?

31 Exercise: team blind spots (page 5)
Discuss the “Suggested Remedies” in the table on page 5. Which apply to us? If you need more information, pages 5–9 of the book Introduction to Type and Teams has some good examples of what behaviours might be missing from your team – just look up the opposite letters from your team type! Agree which of the “Team Action Steps” in the box at the bottom of page 5 would help us?

32 Individual contribution to the team

33 Your individual contributions to the team
Working alone, complete the exercise on page 6 and be ready to share findings with the team. Each team member in turn should describe their contribution and invite others to suggest ways in which these strengths can be used to help the team achieve its objectives. Positive suggestions only please!

34 Your potential blind spots
Working alone, determine which blind spots listed in the left column of the table on page 7 might sometimes be applicable to you in this team. Looking at the suggested remedies for those blind spots, write some specific action plans personalised around your own blind spots. Think about sharing these with your manager or a trusted team member to chart your progress.

35 Team problem-solving

36 Team problem-solving: exercise
Agree on a current problem faced by the team or decision that the team need to make. As a group spend ten minutes on each of the four boxes labelled S,N,T and F on page 8, applying the questions to your chosen issue. Working alone, read page 9 of the Team Report. Which 10 minutes energised you the most? Which 10 minutes seemed least important to you? Read the box at the bottom of page 9 and write some individual action steps.

37 Team communication

38 Team communication Discuss each of the paragraphs on page 10 of the Team Report. Which of the suggestions in the team action steps on page 11 do we want to adopt? Let each team member in turn read out their paragraph headed “Your Individual Type and Communication” on page 11 (or a prepared summary of it.) Other team members can then comment (or write individual action plans) on how they can better communicate with that member. Remember to add the individual action steps the report has identified at the bottom of page 11 to your list!

39 Team conflict

40 Conflict sources Read the boxes describing sources of conflict from each of the dichotomies. Which are causing tension, conflict or stress on the team? Don’t let the discussion become an argument! Focus on how you can all manage conflict more effectively. Remember, conflict is not always a bad thing if it is constructively managed! Working alone, read the suggestions in the “Individual Type and Conflict” section on page 13. Add any relevant individual action steps (described at the bottom of the page) to your action plan.

41 Team similarity/diversity

42 Team similarity/diversity
Agree upon a team mission statement. Make it short, punchy and memorable. How will you know when you are on track? Read the “Process” section on page 14 of the Team Report. How will these issues contribute or hinder your team’s success? Let each team member state what is important to them regarding the team’s mission. Read the “Outcome and Performance” section on page 14 of the Team Report. Do the team agree with these statements? Can you give real examples of when your team have done this? Add any team or individual actions to your action plan.

43 Organisational influences

44 Organisational influence
Read page 15 of the Team Report. Discuss how your organisation’s culture fits with your team type. How does your organisation’s culture impact on your team mission? How does the type of your leader impact on the team? Agree team actions to encourage each member to express their natural preference.

45 Action planning

46 Action planning Review what you have learnt about yourself and other team members. Complete the tables on page 16 of your report. Consider whom you would like to share these with (your manager? A trusted colleague?). Ask yourself the additional questions at the bottom of page 16 and amend your goals if necessary.

47 Summary Did we achieve our objectives for today?
Are there any outstanding issues you wish to carry forward? How will we ensure that our action plans are carried out?

48 Thank you for your contribution to our team’s future success!


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