Presentation on theme: "Welcome to: The Myers-Briggs Type Indicator, Interaction Style, and Temperament Self Discovery Bill Howlett Sr. Analyst, HR OD & Trng Ext. 1942."— Presentation transcript:
Welcome to: The Myers-Briggs Type Indicator, Interaction Style, and Temperament Self Discovery Bill Howlett Sr. Analyst, HR OD & Trng Ext. 1942
OBJECTIVES To increase self understanding and improve personal effectiveness in the workplace To utilize Interaction Style, Temperament, and Type dynamics to help us appreciate ourselves and others so as to make constructive use of individual differences To have FUN!
INTRODUCTIONS Name Where you work What kind of work do you prefer? What irritates you most on the job? What kind of employees are most difficult for you to work with? Hobbies/Interests or how you like to spend your weekends
GROUND-RULES We all have something to learn and teach We are all in this together Questions are encouraged Everything is open to discussion Be respectful of the speaker Everything said in the room and workshop data is confidential You, ultimately, decide your type No Best Type Other Ground-rules/expectations
Communication Styles Ways to Influence Directing Pick up some milk on your way home. Please mail these letters on your way to work. Informing “I had some cereal this morning and we were all out of milk…. I’m thinking of making pudding tonight, but won’t be able to without milk….” “I did all my bills last night…they’re due in 6 days…I’ll need to get them posted today…”
Roles Pace and Energy Initiating Initiates first moves Reach out Interact Fast Pace Expressive Gestures Animated Lively Responding Respond to other’s first moves Reach in Reflect Slow pace Contained gestures Silent or quiet Sedate
Interaction Style “To understand himself man needs to be understood by another. To be understood by another, he needs to understand the other.” -Thomas Hora Two ‘disorders’ when interacting with others: Be Like Me (BLM) Be Like Them (BLT) Interaction style addresses our styles of interacting with others – how we try to influence them and relate to them. It often determines whether we listen to someone or not and whether we like someone.
The Nature of Interaction Styles Is Inborn Remains Constant Drives Behavior Dynamic, Not Static; Influencing, Not Limiting Basic Treeness Core Self Is a Pattern Is Organic Is a Communication All behavior is communication! - Linda V. Berens, PhD
Core Beliefs - What Resonates? It’s worth the effort to think ahead to reach the goal It’s worth the time to integrate and reconcile many inputs It’s worth the energy to involve everyone and get them to want to… It’s worth the risk to go ahead and act or decide
Core Beliefs - What Resonates? It’s worth the effort to think ahead to reach the goal. I have faith in the process to get us there. It’s worth the effort to think ahead to reach the goal. I have faith in the process to get us there. It’s worth the time to integrate and reconcile many inputs. I have faith that we can make it all work out in the end. It’s worth the time to integrate and reconcile many inputs. I have faith that we can make it all work out in the end. It’s worth the energy to involve everyone and get them to want to… I have faith that whatever emerges in the interaction will move us forward. It’s worth the energy to involve everyone and get them to want to… I have faith that whatever emerges in the interaction will move us forward. It’s worth the risk to go ahead and act or decide. I have faith that we can control for whatever happens. It’s worth the risk to go ahead and act or decide. I have faith that we can control for whatever happens.
In-Charge Interaction Style Drive to Accomplish Get an Achievable Result Quick Decisions Control Resources Remove Obstacles Take Rapid Action and Get Results Supervise Mobilize Execute Mentor
Chart-the-Course Interaction Style Drive to Anticipate Get a Desired Result Course of Action/ Points of Reference Movement and Progress Keep on Track Plan Conceptualize Analyze Foresee and Illuminate Deliberate Decisions
Get-Things-Going Interaction Style Drive to Involve and Be Involved Move the Group to Action Get an Embraced Result Interaction Facilitate the Process Make Things Easy Discover Explore Share Insights Consensual Decisions
Behind-the-Scenes Interaction Style Drive to Integrate Reconcile Many Inputs Get the Best Result Possible Understand and Work with the Process Work Toward the Wanted or Needed Outcome Support Define Produce Clarify Consultative Decisions
Interaction Styles – Things In Common Chart the Course Get Things Going Responding Respond to other’s first moves Reach in Reflect Slow pace Contained gestures Silent or quiet Sedate Initiating Initiating first moves Reach out Interact Fast pace Expressive gestures Animated Lively Directing Communications Task accomplishment Time to get task done Tell or ask directly Direct actions Give structure Urge completion More definite Informing Communications Motivation Evoke buy-in Inform about… Inquire Inspire belief Seek input Emergent processes Behind the Scenes In Charge Movement Control Best action to take? I/O Best possible result Quickest start? Resources – fastest result
Interaction Style: Which Fits You? Chart the CourseBehind the Scenes In-ChargeGet Things Going
The Nature of Temperament Is Inborn Remains Constant Drives Behavior Dynamic, Not Static; Influencing, Not Limiting Basic Treeness Is a Pattern - David Keirsey, PhD
Artisan Temperament Freedom to Act Now! Impact/ Skillful Performance Action and Variation Tactics Aesthetics Trouble Shoot Spontaneity and What’s Next Tool Intelligence
Guardian Temperament Responsibility Membership Logistics Traditions Conserve Stabilize Security Useful Service and Duty
Rational Temperament Knowledge and Competence Mastery Understanding Insight Concepts and Ideas Strategy Design Logic Categories and Why
Idealist Temperament Becoming One’s True Self Meaning and Significance Human Potential Empathic Relationships Authenticity Diplomacy and Unity Integrity and Ethics Growth
Temperament – Things In Common Guardians Idealists Artisans Rationals Affiliative Cooperation and agreement Want to get along and have agreement Seek interdependence Complementary – Exchange different kinds of behaviors Sanction – Want everyone to work within the norms or values of the group Pragmatic Autonomy & outcomes Do what it takes to get the desired outcomes Seek independence Symmetrical – Exchange the same kind of behaviors Expedience – Want to call shots on own acions to meet goals, regardless of norms Abstract Idealistic The mind’s eye Conceptions Figurative Symbolic Meaning Fictional Intuition Concepts and Patterns Concrete Realistic The body’s eye Perceptions Literal Indicative Observation Factual Sensation Detailed Descriptions Motives Structure Meaning behind behaviors Sequential What’s in it for them Multidimensional
Temperament Patterns: Which Fits You? IdealistGuardian RationalArtisan
Four Interaction Styles in Each Temperament Where Do You Fit? Chart the Course Behind the Scenes In-Charge Get Things Going Chart the Course Behind the Scenes In-Charge Get Things Going Chart the Course Behind the Scenes In-Charge Get Things Going Chart the Course Behind the Scenes In-Charge Get Things Going IdealistGuardian RationalArtisan AbstractConcrete Pragmatic Affiliative Directing Informing Initiating Responding
Myers-Briggs Type Indicator Preferred Mental Processes Was developed by: –Katherine Briggs –Isabel Briggs Myers It is based on: –Carl Jung’s “Theory of Psychological Types”
How we get our We use both, but one is Preferred and generally better developed ENERGY ExtraversionIntroversion EI If you were given two more weeks of vacation – how would you spend them?
Extraversion Behaviors PREFERENCES FOR Introversion Behaviors Is Energized by outer experiences, people and activity Is Energized by inner experiences, privacy and reflection Openly express thoughts, ideas and feelings Cautious about expressing personal information Prefers to take action now, and reflect later Clarifies input by discussing and ‘Thinking Out Loud’ Prefers to reflect before taking action Clarifies input by ‘Thinking It Over’ before speaking
How we gather INFORMATION Perception.. Intuition (N)Sensing (S) We use both, but one is Preferred and generally better developed Extraverted Sensing Introverted Sensing Extraverted Intuition Introverted Intuition Describe this object.
PREFERENCES FOR Intuition Behaviors Sensing Behaviors Lives in the Present, Looks for Information in the Realities of Now Looks toward the Future, Looks for Information in the Possibilities to Come Prefers a Practical, Hands on approach Prefers an Imaginative Approach
PREFERENCES FOR Sensing Behaviors Intuition Behaviors Attention is drawn to pieces or parts Attention is drawn to patterns and relationships Prefers to focus on details to understand concepts Prefers to focus on “Big Picture,” to understand how pieces fit
PREFERENCES FOR Sensing Behaviors Intuition Behaviors Takes things in order, one step at a time Takes things in any order, skips or misses steps Likes consistency, routine, established procedures Likes novelty, variety, setting own standards
Intuition Stereotypes Sensing Stereotypes N’s can think S’s are too literal and materialistic S’s can think N’s are unrealistic dreamers How Do These Preferences Help Each Other? S’s help...N’s help...
How we make DECISIONS Judgment.. Thinking (T)Feeling (F) We use both, but one is Preferred and generally better developed Extraverted Thinking Introverted Thinking Extraverted Feeling Introverted Feeling Define Conflict
PREFERENCES FOR Feeling Behaviors Thinking Behaviors Decisions based on universal principles Decisions based on personal value Prefers to analyzePrefers to empathize Truth & JusticeRelationships & Harmony Logic would dictate that the most efficient course of action would be... What I think would work out best for all concerned is if we…
PREFERENCES FOR Thinking Behaviors Feeling Behaviors Prefers an Objective view from Outside the situation Prefers a Subjective view from Inside the situation Most Concerned with Fairness Most Concerned with Uniqueness
PREFERENCES FOR Thinking Behaviors Feeling Behaviors First Impulse is to Correct, Improve and Critique First Impulse is to Appreciate and Encourage Expects Feedback to Focus on Problem Solving First, Support Second Expects Feedback to Focus on Support First, Problem Solving Second
Thinking Stereotypes Feeling Stereotypes F’s can believe that T’s are cold-hearted T’s can believe that F’s are too emotional How do these preferences help each other? T’s help... F’s help...
How we organize our ENVIRONMENT Judgement J Perception P We use both, but one is Preferred and generally better developed You are tasked with setting a goal. How will you go about doing it?
PREFERENCES FOR Judgement Behaviors Perception Behaviors Prefers an organized environment Prefers a flexible environment Prefers to plan well in advance Meets deadlines at the last minute NEVER PUT OFF ‘TIL TOMORROW WHAT YOU CAN DO TODAY NEVER PUT OFF ‘TIL TOMORROW WHAT YOU CAN PUT OFF UNTIL THE DAY AFTER TOMORROW
I am…. E/IS/N T/FJ/P Mental Processes Orientation to the World Preferred World
Integration of Self Discovery Chart the Course Behind the Scenes In-Charge Get Things Going Chart the Course Behind the Scenes In-Charge Get Things Going Chart the Course Behind the Scenes In-Charge Get Things Going Chart the Course Behind the Scenes In-Charge Get Things Going Idealist NF Guardian SJ Rational NT Artisan SP AbstractConcrete Pragmatic Affiliative Directing Informing Initiating Responding INFJINFP ENFJENFP INTJINTP ENTJENTP ISTJISFJ ESTJESFJ ISTPISFP ESTPESFP
THE MBTI REPORTS Some of your key: Preferences Tendencies Characteristics...but not all of them
THE MBTI DOES NOT MEASURE IQ or Intelligence Psychiatric disturbances Stress or trauma Normalcy Maturity Affluence Learning
Your Assessment Results Self Discovery: MBTI Assessment: Review the write-up and select: Let’s Talk….