1. Understanding Yourself And Others In The Workplace
A Seminar provided by
REACH
Employee Assistance Program
Explain to the group that in order to effectively work in teams, we need to understand ourselves and others.
This workshop will include didactic presentations of the different personality preferences will all ascribe to and will include team building exercises so you all can experience how to use individual differences to work for the team instead of against it.

2. How The Myers-Briggs Came To Be
MBTI began with studies of Carl Jung on the different ways that human beings perceive reality and make judgments and decisions.
As a result of his studies, Jung developed the theory of temperaments. He identified four different psychological functions by which we perceive and judge reality: sensing and intuition as a perceiving function and thinking and feeling as a judging function. He believed that with everyone, one of each of these pairs of functions is dominant and the other is auxiliary. The dominant functions become second nature/habitual ways of acting.
Carl Jung also coined the terms introvert and extrovert to explain our dominant orientation to the world of internal and external influences. Whereas the introvert looks more toward the inner world of ideas and concepts, the extrovert is more influenced by the outer world of people and things.

3. How The Myers-Briggs Came To Be
Jung was influenced by the Chinese theory of opposites--the yin and the yang. He believed that there are opposing forces in our personality. In this, we need to have some sense of balance between these opposing forces in order to attain maturity and wholeness. He believed that developing our non-dominant personality characteristics is akin to learning to use our non-dominant hand--it takes strenuous effort, self-discipline, suffering and practice. Jung wrote a book entitled psychological types which explained his theory.
Katherine Briggs and her daughter Isabel Myers took the eight different personality characteristics identified by Jung and developed 16 different personality variations and an instrument for identifying these. They called this instrument the Myers-Briggs type indicator (MBTI).

4. Purpose Know more about your own personalities
Know more about the personalities of others who are significant in your life
Learn how to be more effective in interpersonal relationships
Learn how to maximize the effectiveness of teams by understanding the personality types of yourself and others
At this point, hand out the MBPI and have the group fill it out.
Give them about 10 to 15 minutes to complete and score.
Before explaining the indexes, use the handwriting exercise.
Then go on to explain the 8 preferences.

5. Comparing Extroverts And Introverts
Extroverts Introverts
Energy
directed outward toward people, directed inward toward
things and ideas concepts and ideas
Focus
wants to change the world wants to understand the world
Attitude
relaxed and confident, accessible reserved and questioning,
and understandable subtle and impenetrable
Work environment
varied and action-oriented, prefers quiet and concentrated,
to be around others prefers to be alone

6. Comparing Sensing And Intuition
Sensing Intuition
Mode of perception
five senses (experience) “sixth sense” (possibilities)
Focus
details, practicality, reality, patterns, innovation, expectation,
present enjoyment and future achievement
Orientation
live life as it is change, rearrange life
Work environment
prefers using learned skills, prefers adding new skills, looks at
pays attention to details, and the “big picture”, and is patient
makes few factual errors with complexity

7. Comparing Thinkers And Feelers
Thinking Feeling
Focus
logic of a situation, things, human values and needs, people,
truth and principles tact and harmony
Work environment
brief and business-like, naturally friendly, personal,
impersonal and treats others treats others as they need
fairly to be treated
Contribution to society
intellectual, critical of loyal, supportive, shows care
exposure of wrongs and and concern for others,
solutions to problems enthusiastic

8. Comparing Judging And Perception
Judgment perception
Attitude
decisive, playful, likes to curious, spontaneous,
be right, self-regimented misses nothing, flexible,
and purposeful adaptable and tolerant
Work environment
focus on completing tasks, focus on starting a task,
making decisions quickly, postpones decisions,
and wants only the essentials and wants to find out all
of the job about the job

9. “The Staff Vacation” Determine: 1.What you are going to do
2. Where you are going to go
3. Who’s in charge of what
4. When you are going and how
Facilitator: Participants are divided into group A(P’s) and group B(J’s). Process the exercise in terms of how structured and timely each group is in completing the exercise. Give the groups a set amount of time to complete the exercise.

10. Extroverts need introverts to know:
Appreciation
Extroverts need introverts to know:
I feel more comfortable talking than listening, so when I am listening, appreciate it
I have a wide variety of interests which I enjoy pursing actively, sitting is not one of them
To me, talking is sharing-I'm giving of myself when I talk
I draft ideas, process, and think out loud
Because I think out loud, what I say could change quickly once I have heard what I think
I do my decision making verbally
I get energized by people
I love distractions and interruptions

11. Introverts need extroverts to know:
Appreciation
Introverts need extroverts to know:
I need you to give me space and time to respond
Don’t ask me if I am okay
Don’t arrange to spend time alone with me and then show up with three friends
Quiet is okay, constant conversation distracts me and is draining
If you want to talk about something serious to me, I need to cut down on the distractions (i.e.--T.V.)
Don’t tell me I need more stuff on my walls
Don’t assume I want to be introduced to someone
Ask me before you come into my space or change things that belong to me
I want to go deeper in conversations, I get bored with shallow subjects

12. Intuitives need sensors to know:
Appreciation
Intuitives need sensors to know:
I don’t like doing routine tasks over and over
I would like praise from you when I do the hard work of paying attention to details
When you give me all the instructions for doing something it makes me think you think I am stupid
Provide me with only the minimum conclusions I need to reach a conclusion
Please don’t bore me with details
We “N's” often have a hard time understanding each other too

13. Sensors need intuitives to know:
Appreciation
Sensors need intuitives to know:
We need facts, give us details
If you don’t give me the facts that fit into the leaps in your thoughts, I will probably make up some of my own explanations
Your leaps lose me, please slow down if you want me to stay with you and what you are telling me
I need a step by step process
I need directions, models, and examples
I can become very uncomfortable around you because your leaps feel threatening, risky, and lacking in logic

14. Feelers need thinkers to know:
Appreciation
Feelers need thinkers to know:
I would like more sensitivity from you -- I sometimes feel blasted or criticized by you
Don’t give me praise just because you think I want it
I easily get shut down by “T” remarks
I take in all that comes at me, when it’s all negative it has a negative effect
Dealing with a “T” can be more of an emotional hassle than it’s worth
“T’s” make me angry, but I appreciate the balance that you offer
I need to know from “T's” that I am valued as a person
Genuine praise does not feel phony to me

15. Thinkers need feelers to know:
Appreciation
Thinkers need feelers to know:
I wish you would be objective, not subjective
You don’t hear from me when things are going well because I assume that’s how it should be
I have a hard time taking positive feedback -- it feels best when I get positive feedback on my competence from someone I consider competent
I tend to not give positive feedback
I do have strong emotions and feelings
If you want to know whether I value something, watch what I do with it (i.e.-Use a gift)
I need recognition for giving positive personal feedback

16. Judgers need perceivers to know:
Appreciation
Judgers need perceivers to know:
We would prefer that you not interrupt us, if you must, tell us by when you will need us to respond
We need your possibilities, but please give them to us at the beginning of a project and don’t overload us
We need to know what is expected ahead of time
You need to make it clear that you are considering something versus having already decided it -- your musing sometimes sound like decisions
Our sense of time is very strong and very concrete
We need closure and will work very hard for it
We desire control over jobs and organizations
Our work ethic is very strong -- we will get the job done
We structure our fun -- we have to earn it

17. Perceivers need judgers to know:
Appreciation
Perceivers need judgers to know:
We need you to put order into our lives
My decision making process includes giving time a chance
To some of us making schedules is noxious -- it violates the creative process
I get the feeling you are not very open minded
I am not good with lists
The fact that things are in chaos around me does not mean that I am disorganized
We are the maybe people, snap decisions are very difficult and frustrating to us
We enjoy being flexible
My need for more information is not procrastination
I admit to sometimes making decisions by default

18. SP = 38% of population
SPs must be free, not tied or bound or confined or obligated. Strongest sense of realism. Today must be enjoyed. Impulsive, restless. Achieve fewer goals & goals are more tentatively held. Hunger for action without constraint. Tools are SP’s master- must fly the plane, wield the scalpel—they almost becomes an extension of the self. SPs are some of the worlds best performing artists and endurance athletes. Not saddled with rules; everything is negotiable. Good in a crisis.

19. Appreciating the SP
SPs appreciate recognition of the clever, facile ways they work. Commendation for the grace and flair of their actions is more important than note of how much work was done. If the work entails risks and taking chances, this should be noticed. Boldness, bravery, endurance, cleverness, adaptation and timing are what SPs pride themselves on.

20. SJ = 38% of population
SJs exist to be useful to their “social units.” Must belong, and belonging must be earned. Often caretakers, givers, almost parental. Compelled to be bound & obligated. Belief in hierachy, rules and that status must be earned. To an SP, each member is equal within a social unit. Sps show pessimism, and preparedness. Stabilizers of social & economic worlds Activity oriented. Must keep busy.

21. Appreciating the SJ
Caution, carefulness, thoroughness and accuracy of work are valued by the SJ, who is product oriented. Appreciates being recognized as a responsible, loyal and industrious person. Need an abundance of appreciation, though have difficulty showing pleasure when recognized.

22. NT = 12% of population
NTs are often scientists. Human power over nature fascinates, and NTs strive to be able to understand, control, predict, & explain realities. They come across as almost addicted to acquiring intelligence. Self critical-- must be competent, with a compulsion to improve. Badger themselves about errors; ruthlessly monitor progress. Keep a list of “should know’s.” Perfectionists. Individualist & sometimes arrogant.

23. Appreciating the NT
Want to be appreciated for their ideas. Want an intelligent listener who will take the trouble to follow the complexities of the NT’s ideas. Do not want recognition for routine tasks well done-this makes them suspicious.

24. NF = 12% of population
NFs are difficult for the other types to understand. For them, the purpose of life is to have a purpose in life. Hunger for uniqueness. NFs are often writers, teachers & novelists; they choose careers where they might influence the world. Extraordinary capability to appear to his beholder to be whatever the beholder wants to see (very adaptable). Difficulty placing limits on amount of time & energy devoted to work. Need to feel their work has significance as well as provides a service.

25. Appreciating the NF
NFs want to be recognized as unique persons making unique contributions. They have more difficulty accepting negative criticism than others, can easily become immobilized and discouraged. NFs want constant feedback that their ideas and feelings are understood.

26. Conclusion These are just preferences Not good or bad
We can all work on balance
With stress we get entrenched in our ways and may not see how we may irritate others
Info taken from Please Understand Me by David Keirsey & Marilyn Bates; Introduction to Type, by Isabel Briggs Myers; MBTI Teambuilding Program leader’s Resource Guide by Sandra Krebs Hirsh