1. ST Problem focus Set up leadership and formal structure Work fast DEFINE solutions (not processes) Concentrate on routines and systems Procedures important Task orientation (“get the job done”) Problem focus Set up leadership and formal structure Work fast DEFINE solutions (not processes) Concentrate on routines and systems Procedures important Task orientation (“get the job done”) 4-3

2. NF Emphasis on decentralized, equality-oriented humanistic organization Moral concerns with a “people orientation” IDEALISTIC (“senses the existence of (deep) problem”) Emphasis on decentralized, equality-oriented humanistic organization Moral concerns with a “people orientation” IDEALISTIC (“senses the existence of (deep) problem”) 4-4

3. SF Social Friendly Seeks to build good relations among members Concern for people Focus on facts Handle problems with warmth/empathy IMPLEMENTATION focus and practical wisdom (“whatever works”) Social Friendly Seeks to build good relations among members Concern for people Focus on facts Handle problems with warmth/empathy IMPLEMENTATION focus and practical wisdom (“whatever works”) 4-5

4. 4-6

5. E XTROVERSION (Energy generated from others... ) Stimulation and Variety Contact with Others (MBWA) Open-Door Manager (easily interrupted) Meetings Seen as Useful Communications Stressed I NTROVERSION (Energy used up through interaction) Overstimulated Readily Self-Contained (work things through) Organized One-Thing-at-a-Time Subordinates Sometimes Feel in the Dark E XTROVERSION (Energy generated from others... ) Stimulation and Variety Contact with Others (MBWA) Open-Door Manager (easily interrupted) Meetings Seen as Useful Communications Stressed I NTROVERSION (Energy used up through interaction) Overstimulated Readily Self-Contained (work things through) Organized One-Thing-at-a-Time Subordinates Sometimes Feel in the Dark 4-7

6. 4-8 S ENSING Matter-of-Fact Empirical/Practical Dislike of Fuzzy Problems Specialist/Functional Perspective Present Oriented I NTUITION Generating Ideas Enjoy New Jobs, Moving Around Insight Future Oriented Gestalt (top-down view) S ENSING Matter-of-Fact Empirical/Practical Dislike of Fuzzy Problems Specialist/Functional Perspective Present Oriented I NTUITION Generating Ideas Enjoy New Jobs, Moving Around Insight Future Oriented Gestalt (top-down view)

7. T HINKING Tough-Minded (quantitative) Appreciate Analytical Styles Clear Criteria Impersonal, Detached Task-Oriented, Logical Fairness F EELING Value-Centered People-Oriented Personal Perspective Warmth, Overcommited Traditionalist T HINKING Tough-Minded (quantitative) Appreciate Analytical Styles Clear Criteria Impersonal, Detached Task-Oriented, Logical Fairness F EELING Value-Centered People-Oriented Personal Perspective Warmth, Overcommited Traditionalist 4-9

8. J UDGING Output-Oriented “Time-Is-Money” Prefer Action to Analysis Implementation-Oriented Action Perspective P ERCEIVING Priority Take on Many Projects Overload “Look Before Leaping” Emphasize Diagnosis 4-10

9. EXAMPLE OF CLASS DISTRIBUTION 4-11 Total = 238

10. CHARACTERISTICS OF “PURE” GROUPS 4-12 S N PracticalTheoretical T FormalComplex Define SolutionsDefine Problems SocialIdealistic F PracticalHumanistic Implementation“Deep” Problems S N PracticalTheoretical T FormalComplex Define SolutionsDefine Problems SocialIdealistic F PracticalHumanistic Implementation“Deep” Problems

11. FRAMEWORK FOR UNDERSTANDING THE ORGANIZATION OF THE FUTURE 4-13 Note: Shaded areas are the skills emphasized in this module.

12. EXAMPLE OF GENDER DISTRIBUTION 4-14 Males = 135 / Females = 47

13. EXAMPLE OF AMERICAN/ INTERNATIONAL DISTRIBUTION 4-15 Americans = 96 / International = 86