Working with Others

Myers-Briggs Type Indicator Based on Carl Jung’s work People are fundamentally different People are fundamentally alike People have preference combinations for extraversion/introversion, perception, judgment Briggs & Myers developed the MBTI to understand individual differences Take it at:

Kiersey Temperament Sorter 1.In most situations are you more deliberate than spontaneous spontaneous than deliberate 2.Is it worse to be a softy hard-nosed 3.Is it better to be just merciful

Myers-Briggs Type Indicator Introvert-Extrovert where you derive your energy Sensing-Intuitive where you obtain your information Thinking-Feeling analysis & logic versus pleasing people Judging-Perceiving how you make a decision

MBTI Preferences

Each Manager Has a Particular Personality Type That Focuses Attention and Presents Strengths and Weaknesses in Dealing With Situations Extroversion Introversion Focuses on people and things; sociable; outgoing Focuses on thoughts and concepts; reflective; inwardly directed Good at social interaction; en- thusiastic and confident; insti- gates action; open and straightforward Good at personal interaction; stays calm and focused; can con- centrate intensely; develops ideas; uses discretion in talking Intellectual super- ficiality; intrusive; lack of respect for others’ privacy; easily distracted May lose touch with outer world; keeps people at a distance; easily preoccupied Psychological Types Focus and Preferences Strengths Weaknesses (if Overextended)

Each Manager Has a Particular Personality Type That Focuses His or Her Attention and Presents Strengths and Weaknesses in Dealing With Situations as They Arise (Cont.) Sensing Intuitive Thinking Facts; data; details; concrete; reality based; present oriented Possibilities; hunches; speculations; theor- etical ; future oriented Analysis; objective; logic; impersonal; justice; systematic inquiry Pragmatic; precise; stable; results orient- ed; sensible; system- atic Imaginative; concep- tulizes easily; creative; intellectually tenacious; idealistic Rational; analytical; assertive; logical; care- fully weighs alternatives; firm but fair; explains thoroughly Lacks long-range outlook; may reject innovative ideas Unrealistic; out of touch; bored by routine; scattered Undervalues feel- ings; overly anal- ytical; insensitive; critical; judgmental Psychological Types Focus and Preferences Strengths Weaknesses (if Overextended)

Each Manager Has a Particular Personality Type That Focuses His or Her Attention and Presents Strengths and Weaknesses in Dealing With Situations as They Arise (Cont.) Feeling Judging Perceiving Sympathy; subjective; humane; personal; compassion; trust; consideration Organized; planned; settled;control one’s life; set goals; struc- tured; routine Pending; flexible; curious; spontaneity; tentative; let life happen; undaunted by surprise; open to change Persuasive; empathic; warm; sensitive; demon- strative and expressive; loyal Plan, organize, and control well; persistent; decisive; conscientious; reliable Open minded; adaptable; spontaneous; under- standing; tolerant; inquisitive Overly sensitive; moody; can become emotionally over- burdened Close minded; in- flexible; can jump to conclusions too quickly; intolerant; judgmental Indecisive; procrast- inates; unfocused; disorganized; im- pulsive; may collect data too long before deciding Psychological Types Focus and Preferences Strengths Weaknesses (if Overextended)

NT’s Rational Proud of themselves in the degree they are competent in action Respect themselves in the degree they are autonomous Confident of themselves in the degree they are strong-willed Knowledge-seeking—trusting in reason and hungering for achievement

NT’s Very infrequent, 5-7% of the population “I have taken all of knowledge for my province”—Francis Bacon “Error of opinion may be tolerated where reason is left free to combat it”—Thomas Jefferson

NF’s Idealists Proud of themselves in the dfegree they are empathic in action Respect themselves in the degree they are benevolent Feel confident of themselves in the degree they are authentic. Hunger for deep and meaningful relationships

NF’s Identity seeking personality—credulous about the future Comprise about 8-10% of the population “A leader has the vision and conviction that a dream can be achieved. He inspires the power and energy to get it done”—Ralph Nader

SP’s Artisans STP—Promoting & operating (expediting) SFP—Displaying & composing (improvising) Proud of themselves in the degree they are graceful in action Respect themselves in the degree they are daring Feel confident of themselves in the degree they are adaptable

SP’s Sensation-seeking personality Trusting in spontaneity and hungering for impact on others Comprise 35-40% of the population “Let’s light this candle”—Alan Shepherd “I believe that it’s better to be looked over than it is to be overlooked”—Mae West

SJ’s Guardians STJ—Supervising & inspecting (administering) SFJ—Supplying & protecting (conserving) Proud of themselves in the degree they are reliable in action Respect themselves in the degree they do good deeds

SJ’s Confident of themselves in the degree they are respectable Security seeking personality—trusting in legitimacy and hungering for membership Comprise 40-45% of the population “Just give me the facts, ma’am”—Jack Webb

SP’s Adaptable, artistic, athletic Aware of reality and never fighting it Open-minded Easygoing, tolerant, unprejudiced, persuasive

SJ’s Conservative, stable, consistent, routinized Sensible, factual, unimpulsive Patient, dependable, hard-working, detailed, painstaking, thorough

NF’s Human, sympathetic, enthusiastic Creative, intuitive, insightful subjective

NT’s Analytical, systematic, abstract Theoretical, intellectual Complex, competent, inventive Efficient, exacting, independent Logical, technical