Presentation on theme: "Myers-Briggs Type Indicator"— Presentation transcript:
1 Myers-Briggs Type Indicator INOV 101February, 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 profileMBTI and changeMBTI and leadershipMBTI and decision-making
4 Exercise Handwriting Cross arms Clasp hands Describe the differences Easy HardComfortable AwkwardEffortless ConcentratedNatural UnnaturalFast SlowMature ImmatureCompetent IncompetentThis 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 paper2. Have them repeat writing, but using their other hand1. have everyone cross their arms2. Have everyone repeat this, but with their arms crossed the other way1. 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 accordinglyThese 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 diagnosticNormally distributedInborn preferenceEither orToo much or too little is irrelevantBimodalMost 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 1921Katharine Cook Briggs ( )Isabel Briggs Myers ( )type watching and validating Jung’s theory30 years of development for the indicator - form A in 19421962 by ETS for research only, generally available in 1976Currently over 6000 referencesIn use world wide – Published by CPPRelevanceBy 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 MBTII 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 NT FJ PENERGY FLOWATTITUDEDATA GATHERINGPERCEIVING FUNCTIONDECISION MAKINGJUDGING FUNCTIONORIENTATION TO THEOUTER WORLDATTITUDE
10 E or I (Attitude)It’s where you get your energy and where you direct your energy: outside or insideExtra (not extro)Act and (maybe) reflect “talk it out”Lots of “friends”BreadthLike working in groupsIntraReflect and (maybe) act “think it through”A few close friendsDepthPrefer solitary activitiesPeople 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 itReflectiveInwardReservedPrivacyFewQuietDepthUnderstand it, before live itThese 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 attentionNot feeling like you have to speak upThink things throughBaffled byWhy they take so long to answer
13 I’s View Admire about E’s Baffled by High energy Too many words Verbal DoersRisk takersComfortable with self and othersConfidenceBaffled byToo many wordsDon’t shut upToo ImpulsiveOpinionatedChangeable
14 S or N FunctionIt’s how you prefer to input - the perceiving mental functionIt is irrational (we have no control)Input - SDirectly via the senses - specific parts - present - practicalStep by stepStructuredInput - N6th sense or hunch - relationships - future - imagineJump in anywhereSkip stepsThe 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 RepetitionEnjoymentPerspirationConserveLiteralPatternsFutureImaginativeInnovationsRandomHunchesVarietyAnticipationInspirationChangeFigurativeAgain, 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 cloverburning smellautumn
17 N’s on “leaf” floating new fur crust art blower table mulch symbol rakingrainplayartleafdriedspringgoldthru a bookburning oaksunnewcrispyslipperydeadredchangebaresunlight throughlettucesaladacornsshadeguttersfloatingnewfurcrustartblowertablemulchsymboltumblinglightautumnleaf me aloneEricksonPotMINT JULEPSdecay
18 T or F Function It’s how you prefer to process information Process - T Rational, judging mental functionProcess - TObjectiveHeadPrinciples (truth, justice)Process - FSubjectiveHeartValue (relationship, harmony)T's use their heads, F's use their hearts
19 Key Words T F Head Objective Justice Cool Impersonal Critique Analyze PrecisePrinciplesHeartSubjectiveHarmonyCaringPersonalAppreciateEmpathizePersuasiveValuesAgain - 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 PlannedDecisivePSpontaneousFlexibleCuriousThe 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 Experience JPOrganizedStructureControlDecisiveDeliberateClosurePlanDeadlinesProductiveFlexibleFlowExperienceCuriousSpontaneousOpennessWaitDiscoveriesReceptiveIn 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 typesRemain aware of the environment, maintain their networks, and take action.Introverted typesPay attention to the infrastructure, conceptualize the problem, and look deeply into issues.
23 Contributions of Preferences Sensing typesKnow the facts, understand the planning stages, and work out implementation details.Intuitive typesSee the big picture, forge into new areas, and develop new possibilities.
24 Contributions of Preferences Thinking typesDiscuss the issues in a logical way, consider the pros and cons of various alternatives, and spot the inconsistencies in a plan.Feeling typesUnderstand what is important to people, acknowledge the human side of decision making, and help others accept decisions.
25 Contributions of Preferences Judging typesGenerate systems, provide organization, and act with decisiveness.Perceiving typesAre 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 preferencesQuestions were answered in terms of what you thought was expectedTerms used were misunderstoodConfusion due to perceived social pressureCurrently in a growth period developing new processesSuffering illness or sleep deprivation
28 Using Different “Lenses” Quadrants Lens: ChangeTemperament Lens: LeadershipDynamics Lens: Problem-solving or decision-making
29 Quadrants Lens IS (12) IN (11) ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTPESFPENFPENTPESTJESFJENFJENTJES (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!”INThoughtful and InnovativeIntrospective 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!”ESAction-oriented RealistsWant 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!”ENAction-oriented and InnovativeValue 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 Quadrants ISRelate 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.INRelate 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.ESRelate 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.ENRelate 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.
34 SJ Leader Traditionalist/Administrator Work hard/keep busyFacts before actionBriefed to last detailResults orientedImpatient with schedule/agenda changesOrganize for stabilityPrefer written communicationsDiscovered Murphy’s lawDifficulty expressing appreciationTendency to overkill
35 SP – Asks “When?” ISTP, ISFP, ESTP, ESFP Free spiritAction-orientedFun-lovingGood in crisis situations“When all else fails, read directions”ImpulsiveNeeds freedom and spaceFlexible/AdaptableRealisticUninhibitedEnjoys the momentPracticalSpontaneousLikes hands-on experienceMost joyfulSeeks change and variety
36 SP Leader Promoter/Troubleshooter Work smartNo wasted motionOpportunisticEverything is negotiableFocus is right nowLittle interest in traditionImpatient with theory/abstractionExpress appreciation easilyCan be unpredictableCan be too impulsive
37 NF – Asks “Who?” INFJ, INFP, ENFP, ENFJ Interpersonal skillsSupportive of othersSympatheticRelationshipsSeductivePossiblilities for peopleInteractionCooperationVivid imaginationMysteriousHypersensitive to conflictSearch for selfAutonomyNeeds encouragement and recognitionIntegrity“Becoming”
38 NF Leader Democratic/Catalytic Organizational climate over structureGood listenerGood spokespersonAnti-authoritarianEmotional and persuasiveFlair for dramatizing the mundaneMight get overextendedCan create dependenciesNeed to schedule renewal timeEasily express appreciation of people
39 NT – Asks “Why?” INTJ, INTP, ENTP, ENTJ High achieversKnowledgeObjective perceptionsIndependentSelf-doubtIntellectually curiousConceptualizersNon-conformistCompetition with selfWordsmithsPrinciplesEnjoys complexityAuthority independentArchitect of changeSystems designersArgumentativeWhat would happen if…?
40 NT Leader Visionary/Scientist Systems/theory focusedOrganize around theoretical frameworkArchitects of changeTend to stand on principlePowerful behind the scenesMasters of the technicalImpatient with human conditionsResponsive to intellectual appealsExpress appreciation of ideasTendency to overplan
41 Type DynamicsDOMINANTLeast PreferredAUXILIARYTertiary
42 P J MBTI E ------------------------------------ I S NT FJ PENERGY FLOWATTITUDEPDATA GATHERINGPERCEIVING FUNCTIONJDECISION MAKINGJUDGING FUNCTIONORIENTATION TO THEOUTER WORLDATTITUDE
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 experienceSi Dominant Introverted Sensing (ISTJ & ISFJ)Goal: to form a solid, substantial, and accurate understanding of the world around them and their place in itNe Dominant Extraverted Intuition (ENTP & ENFP)Goal: to find and explore new possibilities, new and exciting challengesNi 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 rationalTi Dominant Introverted Thinking (ISTP & INTP)Goal: to create logical order internally; to develop rational principles for understanding the worldFe Dominant Extraverted Feeling (ESFJ & ENFJ)Goal: to create harmony and cooperation in their external environment; to facilitate others in getting what they need and wantFi 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.?NWhat 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?FWhat 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 DominantsIt has to make senseStabilityIntuitive DominantsIt has to appeal to the imaginationChangeThinking DominantsIt has to be logicalEffectiveFeeling DominantsIt has to consider aspirations.Integrity
48 Use All Functions for Problem Solving Sensing PerceptionDetermine the facts, givens, and other data.Assets and liabilities.Intuitive PerceptionLook at possibilities, ways to change, brainstorm.Future implications.Thinking JudgmentMake an objective analysis of the situation.Look at logical consequences.Feeling JudgmentLook 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 usongoing attention and a willingness to grow”C.R. Martin