1. Foundations of Team Leadership MBTI Self & Team Awareness New Yorker Magazine 2004

2. Program Focus Awareness MY INTENT (what + who) MY INTERVENTION (when + how) MY IMPACT (so what?) FEEDBACK + REFLECTION (what is different?)

3. Foundations of Team Leadership New Yorker Magazine 2004 Myers Briggs Type Indicator (MBTI)

4. Foundations of Team Leadership Team Leadership and Self-Awareness We judge ourselves by our intent; We judge others by their impact on us. This is exactly 180° out of sync.

5. Foundations of Team Leadership MBTI Four Dichotomies I P E J Direction of Energy Attitude toward the outside world S N T F ORIENTATIONSORIENTATIONS ORIENTATIONSORIENTATIONS How we receive information How we make decisions FUNCTIONSFUNCTIONS FUNCTIONSFUNCTIONS

6. Foundations of Team Leadership Myers-Briggs Type Indicator Self-report designed to help identify valuable differences between the ways normal, healthy people tend to function Created by Katharine Briggs and Isabel Myers Based on Carl Jung ’ s Theory of Psychological Types Patterns of behavior result from inborn tendencies to use mind in different ways

7. Foundations of Team Leadership MBTI Perspective Describes rather than prescribes Reports in organized way preferences indicated when answering the questions Describes preferences, not skills or abilities All preferences are equally important The instrument is well-documented and researched

8. Foundations of Team Leadership Those who prefer Sensing pay attention to information taken in directly through their five senses and focus on what is or what was. Those who prefer iNtuition pay attention to their sixth sense, to hunches and insights, and they focus on what might be. Sensing and iNtuition are ‘ Mental Functions ’ Two Ways of Obtaining Information

9. Foundations of Team Leadership Sensing [S] Like specific examples Prefer following an agenda Emphasize the pragmatic Seek predictability See difficulties as problems that need specific solutions Focus on immediate applications of a situation Want to know what is

10. Foundations of Team Leadership Intuition [N] Like general concepts Depart from the agenda if necessary Emphasize the theoretical Desire change See difficulties as opportunities for further exploration Focus on future possibilities of a situation Want to know what could be

11. Foundations of Team Leadership Sensing [S] - Intuition [N] oConcrete oRealistic oPractical oExperiential oTraditional oAbstract oImaginative oInferential oTheoretical oOriginal

12. Foundations of Team Leadership Reflection Indicate where you think your preference lies on the pertinent dimension scale Think about a close relationship that is a challenge to you, and try to figure out their preferences as well I P E J Direction of Energy Attitude toward the outside world SN T F ORIENTATIONSORIENTATIONS ORIENTATIONSORIENTATIONS How we receive information How we make decisions FUNCTIONSFUNCTIONS FUNCTIONSFUNCTIONS

13. Foundations of Team Leadership Two Ways of Making Decisions Those who prefer Thinking make decisions in a logical and objective way Those who prefer Feeling make decisions in a personal, values-oriented way Thinking and Feeling are ‘ Mental Functions ’

14. Foundations of Team Leadership Thinking [T] Question first Know when reason is needed Want things to be logical Have a cool and impersonal demeanor Remain detached when making decisions Control the expression of your feelings Overlook people in favor of tasks

15. Foundations of Team Leadership Feeling [F] Accept first Know when support is needed Want things to be pleasant Have a warm and personal demeanor Remain personally involved when making decisions Express your feelings with enthusiasm Overlook tasks in favor of people

16. Foundations of Team Leadership Thinking [T] – Feeling [F] oLogical oReasonable oQuestioning oCritical oTough oEmpathetic oCompassionate oAccommodating oAccepting oTender

17. Foundations of Team Leadership Reflection Indicate where you think your preference lies on the pertinent dimension scale Think about a close relationship that is a challenge to you, and try to figure out their preferences as well I P E J Direction of Energy Attitude toward the outside world SN T F ORIENTATIONSORIENTATIONS ORIENTATIONSORIENTATIONS How we receive information How we make decisions FUNCTIONSFUNCTIONS FUNCTIONSFUNCTIONS

18. Foundations of Team Leadership Direction of Energy Those who prefer Extraversion get their energy from the outer world of people, activities and things. Those who prefer Introversion get their energy from their inner world of ideas, impressions, and thoughts. Extraversion and Introversion are ‘ Attitudes or Orientations. ’

19. Foundations of Team Leadership Extraversion [E] Prefer action Talk things over in order to understand them Prefer oral communication Share your thoughts freely Act and respond quickly Extend yourself into the environment Enjoy working in groups

20. Foundations of Team Leadership Introversion [I] Prefer reflection Think things through in order to understand them Prefer written communications Guard your thoughts until they are almost perfect Reflect and think deeply Defend yourself against external demands Enjoy working alone or only one or two others

21. Foundations of Team Leadership Extravert [E] - Introvert [I] oInitiating oExpressive oGregarious oParticipative oEnthusiastic oReceiving oContained oIntimate oReflective oQuiet

22. Foundations of Team Leadership Reflection Indicate where you think your preference lies on the pertinent dimension scale Think about a close relationship that is a challenge to you, and try to figure out their preferences as well I P E J Direction of Energy Attitude toward the outside world SN T F ORIENTATIONSORIENTATIONS ORIENTATIONSORIENTATIONS How we receive information How we make decisions FUNCTIONSFUNCTIONS FUNCTIONSFUNCTIONS

23. Foundations of Team Leadership Those who prefer Judging tend to live in an organized, planned way. Those who prefer Perceiving tend to live in a spontaneous, flexible way Judging and Perceiving are ‘ Attitudes or Orientations ’ Two Ways of Leading Our Lives

24. Foundations of Team Leadership Judging [J] Like things to be settled and ordered Finish tasks before the deadline Focus on goals, results, and achievements Establish deadlines Prefer no surprises Prefer to be conclusive Quickly commit to plans or decisions

25. Foundations of Team Leadership Perceiving [P] Like things to be flexible and open Finish tasks at the deadline Focus on processes, options and openings Dislike deadlines Enjoy surprises Prefer to be tentative Reserve the right to change plans or decisions

26. Foundations of Team Leadership Judging [J] – Perceiving [P] oSystematic oPlayful oEarly starting oScheduled oMethodical oCasual oOpen-ended oPressure- prompted oSpontaneous oEmergent

27. Foundations of Team Leadership Reflection Indicate where you think your preference lies on the pertinent dimension scale Think about a close relationship that is a challenge to you, and try to figure out their preferences as well I P E J Direction of Energy Attitude toward the outside world SN T F ORIENTATIONSORIENTATIONS ORIENTATIONSORIENTATIONS How we receive information How we make decisions FUNCTIONSFUNCTIONS FUNCTIONSFUNCTIONS

28. Foundations of Team Leadership Remember Extravert does not mean talkative or loud Introvert does not shy or inhibited Feeling does not mean emotional Judging does not judgmental Perceiving does not mean perceptive

29. Foundations of Team Leadership New Yorker Magazine 2004 MBTI DIMENSIONS

30. Foundations of Team Leadership MBTI Four Dichotomies I P E J Direction of Energy Attitude toward the outside world S N T F ORIENTATIONSORIENTATIONS ORIENTATIONSORIENTATIONS How we receive information How we make decisions FUNCTIONSFUNCTIONS FUNCTIONSFUNCTIONS

31. Foundations of Team Leadership MBTI Report

32. Foundations of Team Leadership The MBTI Report The report provides information about  Four MBTI preference scales  The Letters  Types  Extra Reading References

33. Foundations of Team Leadership ENTJENFJ ESFJESTJ ENTPENFPESFPESTP INTPINFPISFPISTP INTJINFJISFJISTJ

34. Foundations of Team Leadership Individual Benefits of MBTI A way for individuals to look at themselves and to evaluate strengths and areas for development Helps individuals understand personality differences in others and use them constructively A way to build communication patterns that help them to achieve a higher level of influence Supports learning about how to be more effective leaders, team members and partners

35. Foundations of Team Leadership The Z Problem-Solving Model SENSING Look at the Facts and Details INTUITION What Alternatives do the Facts Suggest? THINKING Can it be Analyzed Objectively? FEELING What Impact will it have on Those Involved? Source: Otto Kroeger Associates

36. Foundations of Team Leadership MBTI & The Organization

37. Foundations of Team Leadership Group Benefits of MBTI Helps reduce conflict through appreciation of differences. Supports decision making and problem solving processes. Facilitates team building by identifying strengths, weaknesses and blind spots for teams. Acts as a lens through which to diagnose issues, and to organize people and processes to develop strategies and solutions

38. Foundations of Team Leadership Organizations and MBTI Using MBTI in an organizational context helps in: More effective communication oSolving organizational or personal problems oMaking the most of the organization ’ s human resources oAssisting in career choice and professional development, oImproving teamwork oUnderstanding and adapting to differences in management styles oConflict resolution and management of change

39. Foundations of Team Leadership New Yorker Magazine 2004 Annex of Other Dimensions

40. Foundations of Team Leadership The Temperaments Source: Otto Kroeger Associates NF Temperament Key Concern: “ Meaning ”. Can seem like ( Idealists] NT Temperament Key Concern: “ Competence ”. Can seem like ( Rationals] SJ Temperament Key Concern “ Loyalty ”. Can seem like Guardians SP Temperament Key Concern: “ Action ”. Can seem like [Artisans]

41. Foundations of Team Leadership SENSING Look at the Facts and Details INTUITION What Alternatives do the Facts Suggest? THINKING Can it be Analyzed Objectively? FEELING What Impact will it have on Those Involved? What are the facts? What exactly is the situation? What have I or others done that has worked or not worked? What are the bottom line realities? What are my resources? Be specific and actual. List all relevant details. Be clear. What are all the possibilities? What other ways are there to look at this? What are the connections to other issues or people? What do the facts imply? What are the patterns in the facts? What might work? Let your imagination run wild. What are the pros and cons of each option? What are their logical consequences? Is this reasonable? What are the consequences of not acting?What impact would this have on my other priorities? If I weren’t involved, what would I suggest? How does each alternative fit with my values? Is it something I can live with? How will people concerned be affected? How will each option contribute to harmony and morale? How will I support people with this decision? How do I feel about the action? Source: Otto Kroeger Associates

42. Foundations of Team Leadership Conflict Through The Personality Preference (MBTI) Lens

43. Foundations of Team Leadership The Conflicted T-F Dimension ”  Thinkers and feelers define conflict differently.  Thinkers see conflict as “ creative tension ” while feelers (personalize) find conflict stressful, emotional & upsetting E-I Dimension Es like to ask questions that they don ’ t want really answered  Nothing is more physically stressful to an introvert than conflict Source: Otto Kroeger Associates  Sensors precise words or events are key and are subject to subsequent recall and scrutiny  For iNtuitives, implications & meanings about what ’ s going on are far more important- “ lead to yes, buts I said you said conversations. ” S-N Dimension Js like structure. Any unplanned or unannounced change can lead to some abrasive responses Js have difficulty dealing with unresolved issues in an open- ended way while Ps irritate Js by not deciding or taking a position J-P Dimension

44. Foundations of Team Leadership Dealing with Conflict: T-F Dimension The most crucial dimension in dealing with conflict Thinker ’ s push for clarity of objectives is generally seen as “ hostile ” by feeler Thinkers and feelers define conflict differently. Thinkers see conflict as “ creative tension ” while feelers find conflict stressful, emotional and upsetting Thinkers do not like to personalize things; for feelers personal connection means a lot

45. Foundations of Team Leadership Dealing with Conflict: E-I Dimension Extraverts (Es) say many things in so little time that they scarcely remember what they ’ ve said What was said or not said itself becomes an issue for conflict Es are not quick to remember that their words might have caused offense to others Es like to ask questions that they don ’ t want really answered Nothing is more physically stressful to an introvert than conflict

46. Foundations of Team Leadership Dealing with Conflict: S-N Dimension For Sensors precise words or events are key and are subject to subsequent recall and scrutiny For iNtuitives, implications and meanings about what ’ s transpired are far more important The difference leads to a variety of “ yes, buts. ”

47. Foundations of Team Leadership Dealing with Conflict: J-P Dimension Judgers (Js) like structure. So any unplanned or unannounced change can lead to some abrasive responses, which are often interpreted as anger or disagreement, even when that ’ s not the case The J ’ s initial negative response to Perceiver ’ s (P ’ s) idea may have more to do with the fact that P has just interrupted the J ’ s schedule J ’ s statements often lead Ps to believe that their positions are very fixed, with little room for negotiation Js have difficulty dealing with unresolved issues in an open- ended way while Ps irritate Js by not deciding or taking a position

48. Foundations of Team Leadership Some Shortcuts to Resolving Conflicts Extraverts: Stop, look, and listen Introverts: Express yourself Sensors: There ’ s more to conflicts than just the facts iNtuitives: Stick to the issues Thinkers: Allow some genuine expression of feeling Feelers: Be direct Judgers: You ’ re not always right Perceivers: Take a clear position

49. Foundations of Team Leadership Some Shortcuts to Resolving Conflicts Extraverts: Stop, look, and listen Introverts: Express yourself Sensors: There ’ s more to conflicts than just the facts iNtuitives: Stick to the issues Thinkers: Allow some genuine expression of feeling Feelers: Be direct Judgers: You ’ re not always right Perceivers: Take a clear position

50. Foundations of Team Leadership ENTJENFJ ESFJ ESTJ ENTPENFPESFPESTP INTPINFPISFPISTP INTJINFJISFJISTJ

51. Foundations of Team Leadership New Yorker Magazine 2004