2 Welcome Why are we here? What do we hope to achieve today? How will it impact on the business?Good idea to put expectations on a flip chart and revisit them at the end.
3 Sample half-day agenda 9.00am Quick recap about the MBTI instrumentWhat is our team like?Our strengths and blind spots11.00am BreakImproving our problem-solving/ communication/conflict management1.00pm LunchA – Action.Handouts givenAsk questions as we go alongOngoing team development process
4 Sample full-day agenda 9.00am Quick recap about the MBTI instrumentWhat is our team like?Our strengths and blind spots11.00am BreakIndividual contributions to the team1.00pm Lunch2.00pm Improving our problem-solving/ communication/conflict management…3.00pm Break3.30pm …ContinuedAction planning and closeA – Action.Handouts givenAsk questions as we go alongOngoing team development process
6 What is a preference? Write your signature on a piece of paper. Now do it again with the OTHER hand!
7 The concept of ‘preference’ “Natural”“Easy”“Flowing”“Comfortable”“Took less energy”“Unnatural”“Difficult”“Jerky”“Awkward”“Took more energy”
8 Basic assumptions of type theory The MBTI questionnaire assesses preferences.Preferences are not absolutes: everyone uses all eight.Preferences are not abilities: MBTI preferences do not tell you what you can and can’t do.There are no better or worse types: all types have potential.People are the best judges of their own type – hence the MBTI questionnaire is an indicator, not a test.
9 Ethics The MBTI questionnaire should only be used for development. The MBTI questionnaire cannot be used for selection, because it tells you nothing about a person’s skills and abilities.People should only be asked to share their MBTI type if they feel comfortable doing so – each individual owns their data and can choose to share it or not as they wish.
10 The four dimensions of type ExtraversionXandXIntroversionSensingiNtuitionThinkingFeelingJudgingPerceivingWhere you prefer to get and focus your ‘energy’ or attentionWhat kind of information you prefer to gather and trustWhat process you prefer to use in coming to decisionsHow you prefer to deal with the world around you, your ‘lifestyle’
11 The four dimensions of type ExtraversionXandXIntroversionWhere you prefer to get and focus your ‘energy’ or attention
12 Extraversion Introversion People who prefer: Get energy from the outer environment of people and experiencesFocus energy and attention outwards in actionIntroversionGet energy from the inner environment of reflections and thoughtsFocus energy and attention inwards in reflection
13 IllustrationExtraversion is about getting energy from outside – from other people or the environment.Introversion is about getting energy from within oneself.EI
14 Extraversion vs Introversion Characteristics Do-think-do vs Action vs Talk things through vsExpressive vsInteraction vsBreadth of interest vsIntroversionThink-do-thinkReflectionThink things throughContainedConcentrationDepth of interest
15 The four dimensions of type SensingXandXiNtuitionWhat kind of information you prefer to gather and trust
16 Sensing iNtuition People who prefer: Prefer information coming from the five sensesFocus on what is realValue practical applicationsiNtuitionPrefer information coming from associationFocus on what might beValue imagination and insight
17 Sensing vs Characteristics iNtuition Facts vs Ideas Specifics vs Realistic vsHere and now vsPractical vsObservant vsiNtuitionIdeasBig pictureImaginativeAnticipating the futureTheoreticalConceptual
18 S N What do you see? See the specifics See patterns then the pattern This slide builds intuitively. It is important to stress that people who prefer Sensing CAN see a triangle, and people with a preference for Intuition CAN see the different shapes, but this is not the first thing that they see.See the specificsSee patternsthen the patternthen the specifics
19 The four dimensions of type ThinkingXandXFeelingWhat process you prefer to use in coming to decisions
20 Thinking Feeling People who prefer: Prefer to make decisions on the basis of logic and objectivityQuick to see errors and give a critiqueStep out of situations in order to analyse dispassionatelyFeelingPrefer to make decisions on the basis of values and personal convictionsQuick to show appreciation and find common groundStep into situations to weigh human values and motives
21 IllustrationTFMakes decisions by stepping out of the problem to be objectiveMakes decisions by stepping into the problem to be compassionateThinking is about “stepping out” of the problem.Feeling is about “stepping into” the problem.
22 Thinking vs Feeling Characteristics Guided by cause-and-xxxxx effect reasoning vsLogical analysis vsSeek objective truth vsImpersonal criteria vsCritique vsFocus on task vsFeelingGuided by personalvaluesUnderstand others’ point of viewSeek harmonyPersonal circumstancesPraiseFocus on relationship
23 The four dimensions of type JudgingXandXPerceivingHow you prefer to deal with the world around you, your ‘lifestyle’
24 Judging Perceiving People who prefer: Prefer to live life in a planned and organised mannerEnjoy coming to closure and being decisiveAvoid stressful last-minute rushesPerceivingPrefer to live life in a spontaneous and adaptable mannerEnjoy keeping options open and being curiousFeel energised by last-minute pressures
25 AnecdoteA person who prefers Judging will work in a methodical way, perhaps ticking off milestones to demonstrate progress.A person who prefers Perceiving may take longer to search for information and will be triggered into action by an impending deadline. NB: Click once and the PowerPoint will draw all the lines for P automatically.JP
26 Judging vs Perceiving Characteristics Planned vs Organised vs Controlled vsStructured vsScheduled vsPerceivingEmergentFlexibleUnconstrainedGo with the flowSpontaneous
27 Best-fit typeThis is the MBTI type YOU think fits you best.
28 All page references refer to the Team Reports MBTI Team ReportsAll page references refer to the Team Reports
30 Exercise: team strengths (page 4) What are our team strengths?Do we need these? Complete the table and discuss.How can we best use these strengths to our team’s advantage?
31 Exercise: team blind spots (page 5) Discuss the “Suggested Remedies” in the table on page 5. Which apply to us?If you need more information, pages 5–9 of the book Introduction to Type and Teams has some good examples of what behaviours might be missing from your team – just look up the opposite letters from your team type!Agree which of the “Team Action Steps” in the box at the bottom of page 5 would help us?
33 Your individual contributions to the team Working alone, complete the exercise on page 6 and be ready to share findings with the team.Each team member in turn should describe their contribution and invite others to suggest ways in which these strengths can be used to help the team achieve its objectives. Positive suggestions only please!
34 Your potential blind spots Working alone, determine which blind spots listed in the left column of the table on page 7 might sometimes be applicable to you in this team.Looking at the suggested remedies for those blind spots, write some specific action plans personalised around your own blind spots.Think about sharing these with your manager or a trusted team member to chart your progress.
36 Team problem-solving: exercise Agree on a current problem faced by the team or decision that the team need to make.As a group spend ten minutes on each of the four boxes labelled S,N,T and F on page 8, applying the questions to your chosen issue.Working alone, read page 9 of the Team Report.Which 10 minutes energised you the most?Which 10 minutes seemed least important to you?Read the box at the bottom of page 9 and write some individual action steps.
38 Team communicationDiscuss each of the paragraphs on page 10 of the Team Report.Which of the suggestions in the team action steps on page 11 do we want to adopt?Let each team member in turn read out their paragraph headed “Your Individual Type and Communication” on page 11 (or a prepared summary of it.) Other team members can then comment (or write individual action plans) on how they can better communicate with that member.Remember to add the individual action steps the report has identified at the bottom of page 11 to your list!
40 Conflict sourcesRead the boxes describing sources of conflict from each of the dichotomies. Which are causing tension, conflict or stress on the team?Don’t let the discussion become an argument! Focus on how you can all manage conflict more effectively. Remember, conflict is not always a bad thing if it is constructively managed!Working alone, read the suggestions in the “Individual Type and Conflict” section on page 13.Add any relevant individual action steps (described at the bottom of the page) to your action plan.
42 Team similarity/diversity Agree upon a team mission statement.Make it short, punchy and memorable.How will you know when you are on track?Read the “Process” section on page 14 of the Team Report.How will these issues contribute or hinder your team’s success?Let each team member state what is important to them regarding the team’s mission.Read the “Outcome and Performance” section on page 14 of the Team Report.Do the team agree with these statements?Can you give real examples of when your team have done this?Add any team or individual actions to your action plan.
44 Organisational influence Read page 15 of the Team Report.Discuss how your organisation’s culture fits with your team type.How does your organisation’s culture impact on your team mission?How does the type of your leader impact on the team?Agree team actions to encourage each member to express their natural preference.
46 Action planningReview what you have learnt about yourself and other team members.Complete the tables on page 16 of your report.Consider whom you would like to share these with (your manager? A trusted colleague?).Ask yourself the additional questions at the bottom of page 16 and amend your goals if necessary.
47 Summary Did we achieve our objectives for today? Are there any outstanding issues you wish to carry forward?How will we ensure that our action plans are carried out?
48 Thank you for your contribution to our team’s future success!