1 What is MBTI? Based on Jung’s personality theory Patterns of normal behaviour Doesn’t try to account for everything No right or wrong type You decide your type

2 What does MBTI measure? Preference like handedness 4 dimensions Drawn more to outer/inner world Perception Decision Making Structure/Flexibility Style not ability nor achievement

3 By the end of the day you will have gained A better understanding of yourself A better appreciation of those who differ from you Some insights into how personality influences career choice and job hunting

4 Well, I’m not sure what I think about that, but I have to say... and I really would like your input on this issue. It’s fine. Why do they never say what they really think? Why do they never think before they talk? E/I

5 Extraversion/Introversion Does the person prefer mostly to do their thinking and refresh themselves in the outer world? or... the inner world?

6 ExtraversionIntroversion Drawn towards the outer world Drawn towards the inner world

7 Extraversio n Introversion Gains energy during time with people Expends energy during time alone Gains energy during time alone Expends energy during time with people

8 ExtraversionIntroversion Tends to act, then reflect (possibly) Tends to reflect, then act (possibly)

9 Extraversion/Introversion

10 Better Meetings for E s & I s Circulate topics and supporting information Encourage people to talk about the issue beforehand Encourage people to use the Count to 6 rule Extraverts wait for 6 before speaking Introverts speak within a count of 6

11 Extraversion/Introversion Keywords Extraversion Drawn outwards Wide-ranging Speak–Think–Speak Talk it over Heart on sleeve Introversion Drawn inwards Selective Think–Speak–Think Think it through Reserved

12 Talking to Type: Extraversion Show energy and enthusiasm Give some sort of response Allow time for talking out loud without conclusions Don’t assume that they mean all they say Develop cues to claim the space to talk Give plenty of praise

13 Talking to Type: Introversion Give time to get to know you Encourage response with questions Give information beforehand and allow time to think Don’t assume that they are not interested: they may be reflecting Don’t overdo praise

14 We could do this... and that would lead to this... and then we could link it to that... Just a second! Exactly how much would that first phase cost us? Why do they always have to split hairs? Why do they never take one step at a time? S/N

15 Sensing/iNtuition Does the person prefer mostly to perceive the immediate, real practical facts of experience and life? or... the possibilities, relationships and meanings of experiences?

16 SensingiNtuition Tends to look at the specific parts and pieces Tends to look at the patterns and relationships

17 SensingiNtuition Prefers to start at the beginning and take a step at a time Prefers to jump in anywhere and leap over steps

18 SensingiNtuition Tends to focus on present experience Tends to focus on future possibilities

19 Sensing/iNtuition

20 Sensing/iNtuition Keywords Sensing specifics detail present realities step by step familiarity iNtuition patterns overview future possibilities leap in anywhere novelty

21 Talking to Type: Sensing Give facts, details and examples Be accurate, practical and realistic Be orderly — show the steps involved Emphasise continuation rather than radical change Explain your assumptions

22 Talking to Type: iNtuition Give the overall picture first Don’t give too much detail Emphasise future benefits and possibilities Allow space for speculation Present things from an unusual angle

23 Well, I think it’s clear that this is the logical thing to do in the circumstances. But how will the staff feel about it? Why do they have to cloud the issue with emotional irrelevancies? Mr Robot-Brain ignores people’s feelings again! T/F

24 Thinking/Feeling Does the person prefer mostly to make decisions objectively, impersonally considering causes of events and where decisions may lead? (“Is it true?”) or... subjectively and personally weighing values of choices and their importance to themselves or others? (“Do you mind?”)

25 ThinkingFeeling Tends to see situations from the outside Tends to see situations from within

26 ThinkingFeeling Tends to help by picking out flaws for improvement first Tends to help by appreciating the positive first

27 Showing Appreciation Thinking:At the end — “The materials you produced were ideal for the job” Feeling:At the start — “Thanks for taking the job on” During — “You’re doing a good job” At the end — “You did a great job”

28 Thinking/Feeling Keywords Thinking what is true detached cause & effect truth before tact analyse/criticise Feeling what matters involved impact on people tact before truth appreciate/empathise

29 Talking to Type: Thinking Try to stick to a logical order Present pros and cons, actions and consequences Be ready to point out the weaknesses of your own arguments and theirs Present attitudes and values as factors to be weighed in the decision

30 Talking to Type: Feeling Try to establish a rapport before getting down to business Present areas of agreement first Consider how it will affect the people involved Encourage them to voice their criticisms

31 I think that we could probably have that ready within about a month or so. I think we should have a definite delivery deadline. Why do they always have to be such a control freak? Why do they always have to be so disorganised? P/J

32 Judging/Perceiving Does the person prefer mostly to live in a decisive, planned and orderly way, aiming to regulate and control events? or... in a spontaneous, flexible way, aiming to understand life and adapt to it?

33 JudgingPerceiving Feels more comfortable establishing closure Feels more comfortable maintaining openness

34 Prefers order and structure Prefers going with the flow JudgingPerceiving

35 Judging/Perceiving Start End Start End JudgingPerceiving

36 Judging/Perceiving Keywords Judging structure closure organising decisive Perceiving flexibility openness adapting curious

37 Talking to Type: Judging Present your structure and stick to it Don’t spring surprises Focus on concrete achievements and results Be decisive, not “wishy-washy” Allow opportunity for opinion forming

38 Talking to Type: Perceiving Introduce new information and ideas Allow time for exploration Be prepared for things to flow and change Give a range of options Make it fun

39 Why don’t they match? The indicator is not infallible Answers can by influenced by –your upbringing –pressure from society –expected work behaviour –how you would like to be Your “best fit” type and your “reported type” may not match for a number of reasons: YOU ARE THE BEST JUDGE

40 UK Population Type Table OPP 1997