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Understanding Yourself And Others In The Workplace A Seminar provided by REACH Employee Assistance Program.

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Presentation on theme: "Understanding Yourself And Others In The Workplace A Seminar provided by REACH Employee Assistance Program."— Presentation transcript:

1 Understanding Yourself And Others In The Workplace A Seminar provided by REACH Employee Assistance Program

2 How The Myers-Briggs Came To Be MBTI began with studies of Carl Jung on the different ways that human beings perceive reality and make judgments and decisions. As a result of his studies, Jung developed the theory of temperaments. He identified four different psychological functions by which we perceive and judge reality: sensing and intuition as a perceiving function and thinking and feeling as a judging function. He believed that with everyone, one of each of these pairs of functions is dominant and the other is auxiliary. The dominant functions become second nature/habitual ways of acting. Carl Jung also coined the terms introvert and extrovert to explain our dominant orientation to the world of internal and external influences. Whereas the introvert looks more toward the inner world of ideas and concepts, the extrovert is more influenced by the outer world of people and things.

3 How The Myers-Briggs Came To Be Jung was influenced by the Chinese theory of opposites--the yin and the yang. He believed that there are opposing forces in our personality. In this, we need to have some sense of balance between these opposing forces in order to attain maturity and wholeness. He believed that developing our non-dominant personality characteristics is akin to learning to use our non- dominant hand--it takes strenuous effort, self-discipline, suffering and practice. Jung wrote a book entitled psychological types which explained his theory. Katherine Briggs and her daughter Isabel Myers took the eight different personality characteristics identified by Jung and developed 16 different personality variations and an instrument for identifying these. They called this instrument the Myers-Briggs type indicator (MBTI).

4 Purpose l Know more about your own personalities l Know more about the personalities of others who are significant in your life l Learn how to be more effective in interpersonal relationships l Learn how to maximize the effectiveness of teams by understanding the personality types of yourself and others

5 Comparing Extroverts And Introverts ExtrovertsIntroverts Energy directed outward toward people, directed inward toward things and ideasconcepts and ideas Focus wants to change the world wants to understand the world Attitude relaxed and confident, accessible reserved and questioning, and understandable subtle and impenetrable Work environment varied and action-oriented, prefers quiet and concentrated, to be around others prefers to be alone

6 Comparing Sensing And Intuition SensingIntuition Mode of perception five senses (experience)“sixth sense” (possibilities) Focus details, practicality, reality,patterns, innovation, expectation, present enjoyment and future achievement Orientation live life as it ischange, rearrange life Work environment prefers using learned skills,prefers adding new skills, looks at pays attention to details, and the “big picture”, and is patient makes few factual errorswith complexity

7 Comparing Thinkers And Feelers ThinkingFeeling Focus logic of a situation, things,human values and needs, people, truth and principlestact and harmony Work environment brief and business-like,naturally friendly, personal, impersonal and treats otherstreats others as they need fairlyto be treated Contribution to society intellectual, critical ofloyal, supportive, shows care exposure of wrongs andand concern for others, solutions to problemsenthusiastic

8 Comparing Judging And Perception Judgmentperception Attitude decisive, playful, likes tocurious, spontaneous, be right, self-regimentedmisses nothing, flexible, and purposefuladaptable and tolerant Work environment focus on completing tasks,focus on starting a task, making decisions quickly, postpones decisions, and wants only the essentialsand wants to find out all of the jobabout the job

9 “The Staff Vacation” Determine: 1.What you are going to do 2. Where you are going to go 3. Who’s in charge of what 4. When you are going and how

10 Appreciation Extroverts need introverts to know: l I feel more comfortable talking than listening, so when I am listening, appreciate it l I have a wide variety of interests which I enjoy pursing actively, sitting is not one of them l To me, talking is sharing-I'm giving of myself when I talk l I draft ideas, process, and think out loud l Because I think out loud, what I say could change quickly once I have heard what I think l I do my decision making verbally l I get energized by people l I love distractions and interruptions

11 Appreciation Introverts need extroverts to know: l I need you to give me space and time to respond l Don’t ask me if I am okay l Don’t arrange to spend time alone with me and then show up with three friends l Quiet is okay, constant conversation distracts me and is draining l If you want to talk about something serious to me, I need to cut down on the distractions (i.e.--T.V.) l Don’t tell me I need more stuff on my walls l Don’t assume I want to be introduced to someone l Ask me before you come into my space or change things that belong to me l I want to go deeper in conversations, I get bored with shallow subjects

12 Appreciation Intuitives need sensors to know: l I don’t like doing routine tasks over and over l I would like praise from you when I do the hard work of paying attention to details l When you give me all the instructions for doing something it makes me think you think I am stupid l Provide me with only the minimum conclusions I need to reach a conclusion l Please don’t bore me with details l We “N's” often have a hard time understanding each other too

13 Appreciation Sensors need intuitives to know: l We need facts, give us details l If you don’t give me the facts that fit into the leaps in your thoughts, I will probably make up some of my own explanations l Your leaps lose me, please slow down if you want me to stay with you and what you are telling me l I need a step by step process l I need directions, models, and examples l I can become very uncomfortable around you because your leaps feel threatening, risky, and lacking in logic

14 Appreciation Feelers need thinkers to know: l I would like more sensitivity from you -- I sometimes feel blasted or criticized by you l Don’t give me praise just because you think I want it l I easily get shut down by “T” remarks l I take in all that comes at me, when it’s all negative it has a negative effect l Dealing with a “T” can be more of an emotional hassle than it’s worth l “T’s” make me angry, but I appreciate the balance that you offer l I need to know from “T's” that I am valued as a person l Genuine praise does not feel phony to me

15 Appreciation Thinkers need feelers to know: l I wish you would be objective, not subjective l You don’t hear from me when things are going well because I assume that’s how it should be l I have a hard time taking positive feedback -- it feels best when I get positive feedback on my competence from someone I consider competent l I tend to not give positive feedback l I do have strong emotions and feelings l If you want to know whether I value something, watch what I do with it (i.e.-Use a gift) l I need recognition for giving positive personal feedback

16 Appreciation Judgers need perceivers to know: l We would prefer that you not interrupt us, if you must, tell us by when you will need us to respond l We need your possibilities, but please give them to us at the beginning of a project and don’t overload us l We need to know what is expected ahead of time l You need to make it clear that you are considering something versus having already decided it -- your musing sometimes sound like decisions l Our sense of time is very strong and very concrete l We need closure and will work very hard for it l We desire control over jobs and organizations l Our work ethic is very strong -- we will get the job done l We structure our fun -- we have to earn it

17 Appreciation Perceivers need judgers to know: l We need you to put order into our lives l My decision making process includes giving time a chance l To some of us making schedules is noxious -- it violates the creative process l I get the feeling you are not very open minded l I am not good with lists l The fact that things are in chaos around me does not mean that I am disorganized l We are the maybe people, snap decisions are very difficult and frustrating to us l We enjoy being flexible l My need for more information is not procrastination l I admit to sometimes making decisions by default

18 SP = 38% of population l SPs must be free, not tied or bound or confined or obligated. Strongest sense of realism. Today must be enjoyed. Impulsive, restless. Achieve fewer goals & goals are more tentatively held. Hunger for action without constraint. Tools are SP’s master- must fly the plane, wield the scalpel—they almost becomes an extension of the self. SPs are some of the worlds best performing artists and endurance athletes. Not saddled with rules; everything is negotiable. Good in a crisis.

19 Appreciating the SP l SPs appreciate recognition of the clever, facile ways they work. Commendation for the grace and flair of their actions is more important than note of how much work was done. If the work entails risks and taking chances, this should be noticed. Boldness, bravery, endurance, cleverness, adaptation and timing are what SPs pride themselves on.

20 SJ = 38% of population l SJs exist to be useful to their “social units.” Must belong, and belonging must be earned. Often caretakers, givers, almost parental. Compelled to be bound & obligated. Belief in hierachy, rules and that status must be earned. To an SP, each member is equal within a social unit. Sps show pessimism, and preparedness. Stabilizers of social & economic worlds Activity oriented. Must keep busy.

21 Appreciating the SJ l Caution, carefulness, thoroughness and accuracy of work are valued by the SJ, who is product oriented. Appreciates being recognized as a responsible, loyal and industrious person. Need an abundance of appreciation, though have difficulty showing pleasure when recognized.

22 NT = 12% of population l NTs are often scientists. Human power over nature fascinates, and NTs strive to be able to understand, control, predict, & explain realities. They come across as almost addicted to acquiring intelligence. Self critical-- must be competent, with a compulsion to improve. Badger themselves about errors; ruthlessly monitor progress. Keep a list of “should know’s.” Perfectionists. Individualist & sometimes arrogant.

23 Appreciating the NT l Want to be appreciated for their ideas. Want an intelligent listener who will take the trouble to follow the complexities of the NT’s ideas. Do not want recognition for routine tasks well done-this makes them suspicious.

24 NF = 12% of population l NFs are difficult for the other types to understand. For them, the purpose of life is to have a purpose in life. Hunger for uniqueness. NFs are often writers, teachers & novelists; they choose careers where they might influence the world. Extraordinary capability to appear to his beholder to be whatever the beholder wants to see (very adaptable). Difficulty placing limits on amount of time & energy devoted to work. Need to feel their work has significance as well as provides a service.

25 Appreciating the NF l NFs want to be recognized as unique persons making unique contributions. They have more difficulty accepting negative criticism than others, can easily become immobilized and discouraged. NFs want constant feedback that their ideas and feelings are understood.

26 Conclusion l These are just preferences l Not good or bad l We can all work on balance l With stress we get entrenched in our ways and may not see how we may irritate others l Info taken from Please Understand Me by David Keirsey & Marilyn Bates; Introduction to Type, by Isabel Briggs Myers; MBTI Teambuilding Program leader’s Resource Guide by Sandra Krebs Hirsh


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