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Its about complementary strengths Team Development Using the MBTI ® Team Reports © Copyright 2006, 2011 OPP Ltd. All rights reserved. Permission is hereby.

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Presentation on theme: "Its about complementary strengths Team Development Using the MBTI ® Team Reports © Copyright 2006, 2011 OPP Ltd. All rights reserved. Permission is hereby."— Presentation transcript:

1 its about complementary strengths 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 MBTI ® Team Development Welcome Why are we here? What do we hope to achieve today? How will it impact on the business?

3 MBTI ® Team Development Sample half-day agenda 9.00amQuick recap about the MBTI instrument What is our team like? Our strengths and blind spots 11.00amBreak Improving our problem-solving/ communication/conflict management 1.00pmLunch

4 MBTI ® Team Development Sample full-day agenda 9.00amQuick recap about the MBTI instrument What is our team like? Our strengths and blind spots 11.00amBreak Individual contributions to the team 1.00pmLunch 2.00pmImproving our problem-solving/ communication/conflict management… 3.00pmBreak 3.30pm…Continued Action planning and close

5 its about complementary strengths MBTI recap

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

7 MBTI ® Team Development The concept of preference Natural Easy Flowing Comfortable Took less energy Unnatural Difficult Jerky Awkward Took more energy

8 MBTI ® Team Development 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 cant 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 MBTI ® Team Development 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 persons 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 MBTI ® Team Development The four dimensions of type E xtraversion X and XI ntroversion S ensing X and X i N tuition T hinking X and XF eeling J udging X and XP erceiving 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 MBTI ® Team Development The four dimensions of type E xtraversion X and XI ntroversion Where you prefer to get and focus your energy or attention

12 MBTI ® Team Development E xtraversion Get energy from the outer environment of people and experiences Focus energy and attention outwards in action I ntroversion Get energy from the inner environment of reflections and thoughts Focus energy and attention inwards in reflection People who prefer:

13 MBTI ® Team Development Illustration E I

14 MBTI ® Team Development E xtraversion vs Do-think-do vs Action vs Talk things through vs Expressive vs Interaction vs Breadth of interest vs I ntroversion Think-do-think Reflection Think things through Contained Concentration Depth of interest Characteristics

15 MBTI ® Team Development The four dimensions of type S ensing X and X i N tuition What kind of information you prefer to gather and trust

16 MBTI ® Team Development S ensing Prefer information coming from the five senses Focus on what is real Value practical applications i N tuition Prefer information coming from association Focus on what might be Value imagination and insight People who prefer:

17 MBTI ® Team Development S ensing vs Facts vs Specifics vs Realistic vs Here and now vs Practical vs Observant vs i N tuition Ideas Big picture Imaginative Anticipating the future Theoretical Conceptual Characteristics

18 MBTI ® Team Development What do you see? See patternsSee the specifics SN then the patternthen the specifics

19 MBTI ® Team Development The four dimensions of type T hinking X and XF eeling What process you prefer to use in coming to decisions

20 MBTI ® Team Development T hinking 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 F eeling 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 People who prefer:

21 MBTI ® Team Development Illustration TF Makes decisions by stepping out of the problem to be objective Makes decisions by stepping into the problem to be compassionate

22 MBTI ® Team Development T hinking vs Guided by cause-and-xxxxx effect reasoning vs Logical analysis vs Seek objective truth vs Impersonal criteria vs Critique vs Focus on task vs F eeling Guided by personal values Understand others point of view Seek harmony Personal circumstances Praise Focus on relationship Characteristics

23 MBTI ® Team Development The four dimensions of type J udging X and XP erceiving How you prefer to deal with the world around you, your lifestyle

24 MBTI ® Team Development J udging Prefer to live life in a planned and organised manner Enjoy coming to closure and being decisive Avoid stressful last-minute rushes P erceiving Prefer to live life in a spontaneous and adaptable manner Enjoy keeping options open and being curious Feel energised by last- minute pressures People who prefer:

25 MBTI ® Team Development Anecdote JP

26 MBTI ® Team Development J udging vs Planned vs Organised vs Controlled vs Structured vs Scheduled vs P erceiving Emergent Flexible Unconstrained Go with the flow Spontaneous Characteristics

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

28 its about complementary strengths MBTI Team Reports All page references refer to the Team Reports

29 MBTI ® Team Development Establishing team strengths and blind spots

30 MBTI ® Team Development 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 teams advantage?

31 MBTI ® Team Development 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 MBTI ® Team Development Individual contribution to the team

33 MBTI ® Team Development 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 MBTI ® Team Development 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 MBTI ® Team Development Team problem-solving

36 MBTI ® Team Development 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 MBTI ® Team Development Team communication

38 MBTI ® Team Development 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 MBTI ® Team Development Team conflict

40 MBTI ® Team Development Conflict sources Read the boxes describing sources of conflict from each of the dichotomies. Which are causing tension, conflict or stress on the team? - Dont 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 MBTI ® Team Development Team similarity/diversity

42 MBTI ® Team Development 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 teams success? Let each team member state what is important to them regarding the teams 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 MBTI ® Team Development Organisational influences

44 MBTI ® Team Development Organisational influence Read page 15 of the Team Report. Discuss how your organisations culture fits with your team type. How does your organisations 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 MBTI ® Team Development Action planning

46 MBTI ® Team Development 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 MBTI ® Team Development 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 its about complementary strengths Thank you for your contribution to our teams future success!


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