Transcript Extraversion/Introversion Characteristics

I’m Not Crazy….
I’m Just Not You!!




Welcome to Myers-Briggs Type
Indicator Workshop
History
What MBTI Measures and What It
Doesn’t Measure (gifts, strengths,
Uniqueness and Preferences)
What are the Dichotomies and 16 types
What will we cover today






History
Assessment
Validation Materials
Exercises to Demonstrate Type
How Type Effects Communication
Exercises to Demonstrate Types and
Communication/Teamwork
History and Introduction to Type
Devised by Mother Daughter Team for Returning GI’s
Set up Dichotomies to reflect Carl Jung’s theory of
Psychological Types
Dichotomies E/I; S/N; T/F; J/P
16 Combinations
Measures Personality Preference
Assessment….not a Test (no right or wrong)
Why Do We Care about our Type?

With Greater Self awareness, the more
power you have to create the life you want.
The MBTI is a powerful personality profile
that gives you insight into your own and
other preferences for how you learn, how
you make decisions, for how you
communicate, and for managing time and
energy. This effects every aspect of your
life.
Extroversion/Introversion
Extraversion/Introversion
Characteristics
(these are complementary attitudes toward the world)
An Extravert…




Feels pulled outward By
External Claims and
Conditions
Is Energized by Other
people
Acts then (maybe) reflects
Is Often Friendly,
Talkative, Easy to Know
An Introvert…




Feels Pushed Inward by
External Claims and
Intrusions
Is Energized by Inner
Resources
Reflects, Then (Maybe)
Acts
Is Often Reserved, Quiet,
Hard to Know
Extraversion/Introversion
Characteristics
An Extravert…




Expresses Thoughts and
Emotions Freely (May be
at Risk of Saying too
much)
Needs Relationships
Gives Breadth to Life
E’s may Seem Shallow
to I’s
An Introvert…




Keeps Thoughts and
Emotions Private (May be
at Risk of Saying too
little)
Needs Privacy
Gives Depth to Life
I’s may Seem Withdrawn
to E’s
Balance



Extraversion Needs
Introversion for
Balance
Introversion Needs
Extraversion for
Balance
In Our Lives and In
Our Selves
Balance


Extraverts use Both E
and I But they Prefer E
Introverts use Both E
and I But they Prefer I
How clear is
your Preference?
Key Words: E/I
Extravert








Extraversion
Active
Outward
Sociable
People
Many
Expressive
Breadth
Introvert








Introversion
Reflective
Inward
Reserved
Privacy
Few
Quiet
Depth
Sensing/Intuition
Characteristics
(these are ways of taking in information)
A Sensor…




Sees Specific Parts And
Pieces
Lives in the Present
Enjoying What’s There
Prefers Handling Practical
Matters
Likes Things That Are
Definite, Measureable
An Intuitor…




Sees Patterns and
Relationships
Lives Toward the Future,
Anticipating What Might
Be
Prefers Imaging
Possibilities
Likes Opportunities for
Being Inventive
Sensing/Intuition
Characteristics
(these are ways of taking in information)




A Sensor…
Starts at the Beginning
Takes A Step At A Time
Works Hands On With The
Parts to Understand the
Overall Design
Enjoys Using And
Refining the Known and
Familiar
S’s may seem Materialistic
and Literal Minded to Ns




An Intuitor…
Jumps in Anywhere, Leaps
Over Steps
Studies The Overall Design
to Understand How the
Parts Fit Together
Enjoys Experimenting With
The New and Different
N’s May Seem Fickle,
Impractical Dreamers to S’s
Balance



Sensing Needs
Intuition for Balance
Intuition Needs
Sensing for Balance
In Our Lives and In
Our Selves
Balance


Sensing Types use Both S
and N But they Prefer S
Intuitive Types use Both S
and N But they Prefer N
How clear is
your Preference?
Some Key Words: S/N
Sensing











Details
Present
Practical
Facts
Sequential
Directions
Repetition
Enjoyment
Perspiration
Conserve
Literal
Intuiting











Patterns
Future
Imaginative
Innovations
Random
Hunches
Variety
Anticipation
Inspiration
Change
Figurative
Thinking/Feeling
Characteristics
(these are ways we make decisions)
A Thinker…




Goes by Logic
Is Concerned with
Principles Such as Truth
and Justice
Sees Things As an OnLooker From Outside A
Situation
Takes a Long Range View
An Feeler…




Goes By Personal
Conviction
Concerned with Values
such as Relationships,
Harmony
Sees Things As a
Participant from Within a
Situation
Take an Immediate and
Personal View
Thinking/Feeling
Characteristics
(these are ways we make decisions)
A Thinker…




Decides with their Head
Good at Analyzing Plans
Spontaneously Critiques
T’s May Seem Cold and
Condescending to F’s
An Feeler…




Spontaneously Appreciate
Decides with their Heart
Good at Understanding
People
F’s May Seem FuzzyMinded and Emotional
to T’s
Balance



Thinking Needs
Feeling for Balance
Feeling Needs
Thinking for Balance
In Our Lives and In
Our Selves
Balance


Thinking Types use Both
T and F But they Prefer T
Feeling Types use Both T
and F But they Prefer F
How clear is
your Preference?
Some Key Words: T/F
Thinking










Thinking
Head
Objective
Justice
Cool
Impersonal
Critique
Analyze
Precise
Principles
Feeling










Feeling
Heart
Subjective
Harmony
Caring
Personal
Appreciates
Empathize
Persuasive
Values
Judgement/Perception
Characteristics
(Life Styles)
A Judger…




Prefers An Organized
Lifestyle
Likes Definite Order and
Structure
Likes to Have Life Under
Control
Enjoys Being Decisive
A Perceiver…




Prefers a Flexible
Lifestyle
Likes Going with the Flow
Prefers to Experience Life
As it Happens
Enjoys Being Curious…
Discovering Surprises
Judgement/Perception
Characteristics
(Life Styles)
A Judger…




Likes Clear Limits and
Categories
Feels Comfortable
Establishing Closure
Handles Deadlines, Plans
in Advance
J’s May Seem
Demanding, Rigid,
Uptight to P’s
A Perceiver…




Likes Freedom to Explore
Without Limits
Feels Comfortable
Maintaining Openness
Meets Deadlines By a Last
Minute Rush
P’s May Seem
Disorganized, Messy,
Irresponsible to J’s
Balance



Judgment Needs
Perception for Balance
Perception Needs
Judgment for Balance
In Our Lives and In
Our Selves
Balance


Judging Types use Both J
and P But they Prefer J
Perceiving Types use
Both J and P But they
Prefer P
How clear is
your Preference?
Some Key Words: J/P
Judging










Judgment
Organized
Structure
Control
Decisive
Deliberate
Closure
Plan
Deadlines
Productive
Perceiving










Perception
Flexible
Flow
Experience
Curious
Spontaneous
Openness
Wait
Discoveries
Receptive
What is YOUR Myers Briggs
Type ??
__ __ __ __
???
How Communication is Effected
By Your Myers Briggs Type?

And Tips to Improve Communication .
Communication Styles of E/I
Extraverts…





Arrive at their best solutions
through discussion with
others/need feedback
Move quickly in conversation
from one topic to another
Speak up frequently
Want to include others in
decision making
Not know what they think until
they hear themselves say
it…process information out
loud
Introverts…





Like to be alone to think things
through/get feedback in
writing
Pause and collect their
thoughts
Hesitate to speak up
Prefer to inform others of their
decisions
Need time to ponder to know
what they think?
Pitfalls of Communication: E/I
Extraverts…






Misinterpret quiet approach as
withholding information
Be surprised when colleague
announces decision
Not read written feedback but
think it means time to discuss
Not respond to need for privacy
Respond to withdrawal by
increase contact
Push to make a decision before
he/she has had time to think in
depth
Introverts…






Feel overwhelmed with facts or
possibilities
Assume everyone knows what
you are thinking
Surprised when written
communication begins
discussion
Not respect need for contact
Respond to increased contact by
withdrawing further
Resist attempts to hurry
decision by not being available
Communication Styles of S/N
Sensors…








Like evidence (facts, details)
presented first
Like suggestions to be
straightforward and feasible
Rely on direct experience to
provide information
Like an orderly step by step
approach to conversation and
problems
Want practical and realistic
applications/ it ain’t broke,
don’t fix it
Refer to specific examples
Follow agenda
See solutions as needing to
conform to existing constraints
Intuitors…








Like global schemes with broad
issues first
Want to consider future
possibilities and challenges
Use insights and imagination as
information
Rely on a roundabout approach
in conversations and solutions
Like suggestions to be novel
and unusual/ /think “out of the
box”
Refer to general concepts
Agenda is starting point
See constraints as challenges to
work around or even ignore
Pitfalls of Communication: S/N
Sensors…




Believe colleague is
ignoring opportunities
Get caught up in
generating possibilities
Irritate S’s by jumping
around topic to topic
Believe S’s don’t want
change or stuck in the past
Intuitors…





Believe N’s are ignoring
key facts
Immediately shoot down
new ideas as unrealistic
Irritate N’s by repeating
facts or instructions or
talking slowly and carefully
View colleague as
impractical
Ignore big picture while
solving the immediate
problem
Communication Styles of T/F
Thinkers…







Form opinions after a logical
analysis of the problem
Strive to treat everyone fairly,
which means equally
Strive to be objective
Be assertive and competitive so
that the “best idea wins
Authority in how the decision
will be implemented
Ask tough questions to uncover
inconsistencies that must be
resolved
How decisions affect the
bottom line
Feelers…







Form opinions after considering
their own or others values
Fairly means according to
individual’s particular needs
Strive to understand issues from
others perspective
Try to achieve consensus for
“best” solution
Consider how to get buy in to
implement decision
Ask gentle or clarifying question
to see what matters to others.
Consider how decisions effect
morale, commitment and
enthusiasm
Pitfalls of Communication: T/F
Thinkers…







Focus on the bottom line that
ignore people
Fail to listen to others cause
supporting own position
annoy others by trying to pin
them down
Be aggressive in stating beliefs
Fail to appreciate colleague’s
contribution
Ask question in ways that are
perceived as attacks
View disagreements as illogical
Feelers…







Focus so much on harmony that
miss the bottom line’s impact
Fail to present objective evidence
Annoy others by checking with
others before deciding
Withhold info when
questioned/become defensive
See colleague as unappreciative
Aren’t assertive in giving opinion
View disagreement as lack of
loyalty
Communication Styles of J/P
Judgers…






Comes to closure quickly and
reluctant to change decisions
Dislikes surprises and wants
advance warning
In meetings, focus on task
completion
Want to agree on schedules,
timelines and deadlines
Establish rules for who makes
decisions
Wants to achieve results on one
project and move on
Perceivers…






Postpone decisions because of a
search for options
Enjoys surprises and adapt to last
minute changes
In meetings, focus on the process
Willing to discuss timetables but
resist tight deadlines and
unchangeable schedules/too much
structure
Want autonomy and flexibility
Enjoy starting tasks and leaving
them open for last minute changes
Pitfalls of Communication: J/P
Judgers…




Confuse the plan with the
project
Premature closure and
Unwilling to change
decision
Dislike distractions when
on a project
Plan the work and work
the plan
Perceivers…





Unwilling to set a plan
Massage a problem and
generate new problems
Will jump from one
project to another
Design the plan but may
not follow through to
closure
Reconsider decisions over
and over
Team Tips for E/I
Respect and Draw on Each Other
Extraverts






Try not to be redundant
Control your tendency to
blurt out whatever comes to
mind…1 item at a time
Frequent check ins with I’s
Take time to Stop, look and
listen
Don’t assume if paused they
have finished
If need feedback from I,
alert them in advance so can
process
Introverts





What you may consider
meaningless may be
crucial to someone else
Share ideas as they come
to your head…
Don’t hold others to the
1st words they say..may
be processing
Break into conversations
Agree on what needs to be
in writing and what can be
discussed
Collaboration at its best: E/I



E’s can get I’s moving; I’s can help E’s
prevent fatal error by moving too quickly
E’s can break the ice; I’s can complete the
sculpture
E’s can present the argument; I’s can craft it
Team Tips for S/N
Respect and Draw on Each Other
Sensors



Question…it ain’t broke
since there may be broad
implications and they may
not see the part that is
broke.
Identify which facts can
be used to help make new
ideas more feasible
Rank possible solutions
based on cost and benefits
Intuitors



Assemble relevant
examples…. rather than
relying on generalizations
when drawing conclusions
Identify what impact new
ideas will have on day to
day operations
Identify how new ideas
may need to be modified
to be achievable
Collaboration at its best: S/N




S’s can help N’s avert a fatal flaw without all the
information; N’s can help S’s see the possibilities
where there is incomplete information
S’s can help fix today’s problems; N’s can see
tomorrow’s trends
S’s can help you learn from the past; N’s can help
see the future
S’s can help define the “how” aspects, N’s help
identify the “why” aspects
Team Tips for T/F
Respect and Draw on Each Other
Thinkers







Communicate with words that
have the desired impact
Don’t respond when you’re feeling
hard nosed and critical
Prepare first by listing all the
things the person did well
Listen to the person’s feelings and
show you understand by using
similar experiences
Recognize that some may want
support not analysis of a concern
Agree on a goal that will satify the
bottom line and the needs of others
T’s recognize that F’s may take
criticism personally
Feelers






Give feedback in ways T’s
understand …logically and with
enthusiasm
Don’t respond when your
feelings are strong
Listen to the T’s side and
communicate your understanding
of their logic
Explain your feelings in objective
terms and show the logic of them
Suggest alternatives that can be
made into a matter of policy
Encourage F’s how to better
handle what they perceive as
criticism
Collaboration at its best: T/F



T’s and F’s need a language to bridge
the gulf
T’s “care” in ways that are misunderstood
by F’s because a different language and
words and meanings are being used
T’s can “care” and F’s can “think” and we
need to work together to see it in the other
Team Tips: J/P
Respect and Draw on Each Other




Judgers
Encourage P’s to see the
priorities for J’s and
importance of meeting them
Encourage P’s to guard against
unfinished work esp. if it
effects others
Help P’s convey a sense of
order to J’s to minimize their
discomfort.
Plan for a period of
brainstorming and let the
process emerge




Perceivers
Encourage J’s not to be too
structured, or too controlling
Show J’s the possible
consequences or rushing to
judgement too quickly and the
value of process vs outcome
Allow people to work in their
own ways while still holding
them accountable for the final
product
Seek feedback on feasibility
of timelines
Collaboration at its best: J/P



J’s can help plan; P’s can help J’s adapt when
the plan runs into unexpected problems
J’s help P’s avoid the stagnation of
unfinished business
P’s help J’s react quickly when a truly better
opportunity presents itself