1. Manage personal work priorities and professional development
BSBWOR501B
MYERS BRIGGS Type Indicator
QUEENSLAND INTERNATIONAL BUSINESS ACADEMY

2. “Whatever the circumstances of your life, the understanding of type can make your perceptions clearer, your judgments sounder and your life closer to your heart’s desire”
Isabel Briggs Myers

3. Overview of the Myers Briggs Type Indicator (MBTI)
The Myers Briggs Type Indicator comes from Jungian psychology and was developed by a mother and daughter team during World War II in England.

4. Overview of the Myers Briggs Type Indicator (MBTI)
According to Jung’s typology, all people can be classified using three criteria, these criteria are:
Extroversion - Introversion
Sensing - Intuition
Thinking – Feeling
Isabel Briggs Myers added the fourth criterion:
Judging – Perceiving

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.
Everyone uses every preference. However, we favor one preference over the other on each of the four scales

6. Individual Preference Criterion
Where people prefer to focus their attention and get their energy E
The outer world of people and activity
Their inner world of ideas and experiences I
How people prefer to take in information S
Focused on what is real and actual
Focused on patterns and meanings in data N
How people prefer to make decisions T
Logical analysis
Concern for their impact on others F
How people prefer to deal with the outer world J
In a planned orderly way
In a flexible spontaneous way P

7. E or I (Attitude)
It’s where you get your energy and where you direct your energy: outside or inside
Extravert
Introvert
Act and (maybe) reflect “talk it out”
Lots of “friends”
Breadth
Like working in groups
Reflect and (maybe) act “think it through”
A few close friends
Depth
Prefer solitary activities

8. E or I (Key Words) Extravert Introvert Active Outward Sociable People
Many
Expressive
Breadth
Live it, then understand it
Reflective
Inward
Reserved
Privacy
Few
Quiet
Depth
Understand it, before live it

9. S or N (Function)
It’s how you prefer to input - the perceiving mental function
Sensing
Intuition
Directly via the senses - specific parts - present - practical
Step by step
Structured
6th sense or hunch - relationships - future - imagine
Jump in anywhere
Skip steps

10. S or N (Key Words) Sensing Intuition Details Present Practical Facts
Sequential
Directions
Repetition
Enjoyment
Perspiration
Conserve
Literal
Patterns
Future
Imaginative
Innovations
Random
Hunches
Variety
Anticipation
Inspiration
Change
Figurative

11. T or F (Function) It’s how you prefer to process information
Rational, judging mental function
Thinking
Feeling
Objective
Head
Principles (truth, justice)
Decisions based in logic
Subjective
Heart
Value (relationship, harmony)
Decisions based in emotion

12. T or F (Key Words) Thinking Feeling Head Objective Justice Cool
Impersonal
Critique
Analyze
Precise
Principles
Heart
Subjective
Harmony
Caring
Personal
Appreciate
Empathize
Persuasive
Values

13. J or P (Lifestyle) What does the outside world see? Ordered Planned
Judging
Perceiving
Ordered
Planned
Decisive
Organizes all his or her life events and acts strictly according to this plan
Spontaneous
Flexible
Curious
Inclined to improvise and seek alternatives

14. J or P (Key Words) Judging Perceiving Organized Structure Control
Decisive
Deliberate
Closure
Plan
Deadlines
Productive
Flexible
Flow
Experience
Curious
Spontaneous
Openness
Wait
Discoveries
Receptive

15. Contributions of Preferences
Extraverted types
Remain aware of the environment, maintain their networks, and take action.
Introverted types
Pay attention to the infrastructure, conceptualize the problem, and look deeply into issues.

16. Contributions of Preferences
Sensing types
Know the facts, understand the planning stages, and work out implementation details.
Intuitive types
See the big picture, forge into new areas, and develop new possibilities

17. Contributions of Preferences
Thinking types
Discuss the issues in a logical way, consider the pros and cons of various alternatives, and spot the inconsistencies in a plan.
Feeling types
Understand what is important to people, acknowledge the human side of decision making, and help others accept decisions

18. Contributions of Preferences
Judging types
Generate systems, provide organization, and act with decisiveness.
Perceiving types
Are open to new ideas, provide insight, and react with flexibility if the system breaks down.

19. Types ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ
ESFJ
ENFJ
ENTJ

20. MBTI - 4 Temperaments SJ – Guardians NT – Rationals NF – Idealists
SP – Artisans

21. SJ – Guardians Administrators Inspector (iStJ) Supervisor (eStJ)
Conservators
Protector (iSfJ)
Provider (eSfJ)

22. SJ – Guardians CONCRETE communication COOPERATIVE in achieving goals
Skilled in logistics
40% - 45% of the population
Security seeking
Enculturating as parents, helpmates as spouses, conformity oriented as children

23. SJ – Guardians at work
Need to belong, to serve, and to do the right thing
Value stability, orderliness, cooperation, consistency, and reliability
Tend to be serious and hardworking
Demand a great deal of themselves and others

24. SJ – Potential Strengths
Practical, organized, thorough, systematic
Pay attention to regulations and policies
Take satisfaction in doing a job right the first time and every time
Prefer to deal with proven facts, and use them to further the goals of the organization
Good at seeing what needs attention and taking care of it
Solid, trustworthy, dependable

25. SJ – Potential Weaknesses
Not interested in theories or abstractions
Tend to be weak in the area of long range planning
Sometimes make decisions too quickly
Tend to see things in black and white
Run the risk of being unable to adapt quickly
Tend to resist trying new approaches
Inflexible, dogmatic, unimaginative

26. Stabilizer – the maintainers of tradition
SJ – Work best with
A relatively high level of responsibility
A clear chain of command
Rules and standard ways of doing things
Regulations and rewards are certain
Colleagues who share their dedication and respect for authority
Colleagues who pull their weight
Stabilizer – the maintainers of tradition

27. NT - Rational Engineers Architect (iNTp) Inventor (eNTp) Coordinators
Mastermind (iNTj)
Fieldmarshal (eNTj)

28. NT - Rational ABSTRACT communication Utilitarian in achieving goals
Strong in STRATEGIC ANALYSIS
5% - 7% of the population
Knowledge seeking
Individualizing as parents, mindmates as spouses, learning oriented as children

29. NT – Rationals at work Place a high value on independence
Driven to acquire knowledge
Set very high standards for themselves and others
Naturally curious
Can see many sides to the same argument or issue
Excellent at seeing possibilities, understanding complexities, and designing solutions to real or hypothetical problems

30. NT – Potential Strengths
Have great vision and can be great innovators
Ability to see possibilities as well as the big picture
Excel at, and enjoy strategizing, planning, and building systems to accomplish their goals
Understand complex theoretical ideas and are good at deducing principles or trends
Enjoy being challenged
Can accept constructive criticism without taking it personally
Confident, witty, and imaginative

31. NT - Potential Weaknesses
Can be too complex for others to understand
Tendency to overlook necessary details
Can be deeply skeptical and often challenge rules, assumptions, or customs
Sometimes have trouble with authority and can be seen as elitist
Often fail to see how they affect others
Can be fiercely competitive
Arrogant, remote, and in a world of their own.

32. NT – Work best with Be excellent in all things
Provides autonomy and variety
Is intellectually stimulating, and provides the opportunity to generate ideas
Provides opportunity to tackle complex problems
Provides opportunity to apply vision and logic to long range strategic plans
Surrounded by very capable colleagues
Provides opportunity to move toward “powerful” positions
Provides opportunity to use leadership skills
Be excellent in all things

33. NF - Idealists Advocates Healer (iNFp) Champion (eNFp) Mentors
Counselor (iNFj)
Teacher (eNFj

34. NF - Idealists ABSTRACT communication COOPERATIVE in achieving goals
Diplomatic Integration
8% - 10% of the population
Encourage imagination & fantasy in their children, spiritual intimacy with spouse, strive for consensus, and continual self renewal for themselves

35. NF – Idealists at work
Place a high value on the authenticity and integrity in people and relationships
Focus on human potential
Gifted at helping others grow and develop
Natural ability to understand and connect with other people
Naturally empathic and focus on the needs of others
Excellent communicators and catalysts for positive change

36. NF – Potential Strengths
Know how to bring out the best in others
Understand how to motivate others to do their best
Excellent at resolving conflicts
Ability to help others feel good about themselves
Good at identifying creative solutions
Communicate well in speech and writing
Able to generate enthusiasm for their ideas
Charismatic, receptive and accepting

37. NF - Potential Weaknesses
Tendency to make decisions based exclusively on their own likes and dislikes
Have trouble staying detached – can become too involved and become overwhelmed
Sometimes too idealistic and not practical enough
Sometimes are too self-critical
Will sometimes sacrifice their own opinion for harmony
Moody, unpredictable, and overemotional

38. “To thine own self be true.
NF – Work best with
Is personally meaningful
Harmony is valued and there is little competition
An organization that is democratic and encourages participation from all levels
An organization that promotes humanistic values
Allows them to help others find fulfillment
“To thine own self be true.

39. Artisans (sp) Entertainers Composer (iSfP) Performer (eSfP) Operators
Crafter (iStP)
Promoter (eStP)

40. Artisans (sp) CONCRETE communication UTILITARIAN in achieving goals
Skilled in tactical variation
35% - 40% of the population
Sensation Seeking
They tend to be permissive as parents, playmates as spouses, and play oriented as children

41. SP – Artisans at work Like to stay open to all possibilities
Live for action, impulse and the present moment
Focus on the immediate situation
Ability to access what needs to be done now
Seldom choose situations with structure
Risk taking, adaptable, easy going, and pragmatic

42. SP – Potential Strengths
Can see clearly what is happening
Excellent at recognizing practical problems
Approach problems with flexibility, courage and resourcefulness
Prefer to deal with facts and real problems rather than theories
Many are skillful with tools and instruments – precision
Keen observers of human behavior
Resourceful, exciting and fun

43. SP - Potential Weaknesses
Sometimes fail to think things through carefully before acting
Not interested in the theoretical or abstract and may fail to see important connections
Tend to lose enthusiasm once the crisis phase is over
Don’t always follow established rules
Sometimes avoid commitments and plans
Irresponsible, unreliable, childish and impulsive

44. “Fire-fighter” - Notices and responds to crisis
SP – Work best with
Provides autonomy, variety and action
Provides immediate results
Allows tasks to be executed skillfully and successfully
Opportunity to use acquired skills, independently and spontaneously
Must give a high degree of pleasure (fun)
“Fire-fighter” - Notices and responds to crisis

45. Using Different “Lenses”
Quadrants Lens: Change
Temperament Lens: Leadership
Dynamics Lens: Problem-solving or decision-making

46. Quadrants and Change IS IN ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ ES EN

47. Quadrants and Change IS Thoughtful Realists
IN Thoughtful and Innovative
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!”
Introspective 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!”
ES Action-oriented Realists
EN Action-oriented and Innovative
Want 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!”
Value 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!”