Transcript Document

Myers-Briggs Type Indicator
INOV 101
February, 2008
Purpose
• Better self management through heightened selfawareness.
• Understand mental diversity and strengthen
relationships with others.
• Identify preferences and how these preferences are
similar and different from others on the team.
• Develop and sharpen interpersonal skills that will
heighten personal and job effectiveness.
• Have some fun.
Agenda
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Review the MBTI dimensions
MBTI results, self-validation
Class profile
MBTI and change
MBTI and leadership
MBTI and decision-making
Exercise
• Handwriting
• Cross arms
• Clasp hands
• Describe the differences
Easy
Comfortable
Effortless
Natural
Fast
Mature
Competent
Hard
Awkward
Concentrated
Unnatural
Slow
Immature
Incompetent
Individual Preferences
• Part of our “filters” – the way people see the
world is different.
• No right or wrong type - another form of
diversity.
• Type has nothing to do with ability or
competence.
• Meant for normal, healthy, well adjusted adults.
• This is a theory - it cannot be proven, but can be
supported and/or refuted.
• Everyone uses every preference. However, we
favor one preference over the other on each of
the four scales.
Trait vs. Type
Trait
• Inborn or
acquired
• More or less
• Too much or too
little is
diagnostic
• Normally
distributed
Type
• Inborn
preference
• Either or
• Too much or too
little is irrelevant
• Bimodal
History
• C. G. Jung’s theory-(Swiss psychoanalyst) 1875-1968
– Psychological Types - translated into English in 1921
– Katharine Cook Briggs (1875-1968)
• Isabel Briggs Myers (1896-1980)
– 1923 - type watching and validating Jung’s theory
– 30 years of development for the indicator - form A in 1942
– 1962 by ETS for research only, generally available in 1976
– Currently over 6000 references
– In use world wide – Published by CPP
• Relevance
– By understanding how you and others see the world
differently, you will gain insight into communications and
relationships
Preference Description
Four scales:
E or I:
Extraversion or Introversion is attitude.
How do you direct your energy?
S or N:
Sensing or iNtuition is a perceiving function.
How do you input?
T or F:
Thinking or Feeling is a judging function.
How do you process?
J or P:
Judging or Perceiving is a lifestyle
orientation.
How do you relate to the outside?
MBTI
ENERGY FLOW
E -----------------------------------I
ATTITUDE
DATA GATHERING
S -----------------------------------N
PERCEIVING FUNCTION
DECISION MAKING
T -----------------------------------F
JUDGING FUNCTION
ORIENTATION TO THE
OUTER WORLD
ATTITUDE
J ------------------------------------ P
E or I (Attitude)
It’s where you get your energy and where you direct
your energy: outside or inside
Extra (not extro)
– Act and (maybe) reflect “talk it out”
– Lots of “friends”
– Breadth
– Like working in groups
Intra
– Reflect and (maybe) act “think it through”
– A few close friends
– Depth
– Prefer solitary activities
Key Words
E
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Active
Outward
Sociable
People
Many
Expressive
Breadth
Live it, then
understand it
I
•
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Reflective
Inward
Reserved
Privacy
Few
Quiet
Depth
Understand it, before
live it
Self-Assess
E’s View
Admire about I’s
– Do things on their own
– Nice not to be center
of attention
– Not feeling like you
have to speak up
– Think things through
Baffled by
– Why they take so
long to answer
I’s View
Admire about E’s
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High energy
Verbal
Doers
Risk takers
Comfortable with self
and others
– Confidence
Baffled by
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Too many words
Don’t shut up
Too Impulsive
Opinionated
Changeable
S or N
Function
It’s how you prefer to input - the perceiving mental
function
– It is irrational (we have no control)
Input - S
– Directly via the senses - specific parts - present practical
– Step by step
– Structured
Input - N
– 6th sense or hunch - relationships - future - imagine
– Jump in anywhere
– Skip steps
Key Words
S
N
Details
Present
Practical
Facts
Sequential
Directions
Repetition
Enjoyment
Perspiration
Conserve
Literal
Patterns
Future
Imaginative
Innovations
Random
Hunches
Variety
Anticipation
Inspiration
Change
Figurative
Self - Assess
S’s on “leaf”
fall
tree
rake
flowers
salad
pile
compost
mulch
4 leaf clover
burning smell
autumn
N’s on “leaf”
Pot
MINT JULEPS
T or F
Function
It’s how you prefer to process information
– Rational, judging mental function
Process - T
– Objective
– Head
– Principles (truth, justice)
Process - F
– Subjective
– Heart
– Value (relationship, harmony)
Key Words
T
F
Head
Objective
Justice
Cool
Impersonal
Critique
Analyze
Precise
Principles
Heart
Subjective
Harmony
Caring
Personal
Appreciate
Empathize
Persuasive
Values
Self-Assess
J or P The Lifestyle
What does the outside world see?
J
– Ordered
– Planned
– Decisive
P
– Spontaneous
– Flexible
– Curious
Key Words
J
Organized
Structure
Control
Decisive
Deliberate
Closure
Plan
Deadlines
Productive
P
Flexible
Flow
Experience
Curious
Spontaneous
Openness
Wait
Discoveries
Receptive
Self-Assess
Contributions of Preferences
• Extraverted types
– Remain aware of the environment,
maintain their networks, and take action.
• Introverted types
– Pay attention to the infrastructure,
conceptualize the problem, and look
deeply into issues.
Contributions of Preferences
• Sensing types
– Know the facts, understand the planning
stages, and work out implementation
details.
• Intuitive types
– See the big picture, forge into new areas,
and develop new possibilities.
Contributions of Preferences
• Thinking types
– Discuss the issues in a logical way,
consider the pros and cons of various
alternatives, and spot the inconsistencies
in a plan.
• Feeling types
– Understand what is important to people,
acknowledge the human side of decision
making, and help others accept decisions.
Contributions of Preferences
• Judging types
– Generate systems, provide organization,
and act with decisiveness.
• Perceiving types
– Are open to new ideas, provide insight, and
react with flexibility if the system breaks
down.
MBTI Results
• This is a hypothesis until it is verified by you
• Reasons for differences between survey and
self-assessment:
– Feeling torn between demands of work and self
preferences
– Questions were answered in terms of what you
thought was expected
– Terms used were misunderstood
– Confusion due to perceived social pressure
– Currently in a growth period developing new
processes
– Suffering illness or sleep deprivation
Team Type Lens
ISTJ
7
ISFJ
2
INFJ
3
INTJ
3
ISTP
2
ISFP
1
INFP
2
INTP
3
ESTP
2
ESFP ENFP
1
2
ENTP
2
ESTJ
2
ESFJ
3
ENTJ
3
ENFJ
3
Using Different “Lenses”
• Quadrants Lens: Change
• Temperament Lens: Leadership
• Dynamics Lens: Problem-solving or
decision-making
Quadrants Lens
IS (12)
IN (11)
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP ENFP
ENTP
ESTJ
ESFJ
ENTJ
ES (8)
ENFJ
EN (10)
Quadrants and Change
IS
IN
Thoughtful Realists
Like to test their ideas to see whether
they are supported by the facts; they
want to deal with practical, concrete
information in a careful and unhurried
way.
“Let’s keep it!”
Thoughtful and Innovative
Introspective and do their best work in
theoretical fields where ideas and
depth of understanding are important.
They value knowledge for its own
sake.
“Let’s think about it differently!”
ES
EN
Action-oriented Realists
Want to see that practical tasks are
carried out. They prefer a work
environment where realistic, down-toearth tasks and problems are
managed. Prefer a culture that
focuses on results relating to people,
data, or things.
“Let’s do it!”
Action-oriented and Innovative
Value change, see possibilities as a
key aspect of their work, and like to be
challenged and to challenge others.
They tend to have a wide range of
interests and are willing to work with
systems or relationships.
“Let’s change it!”
Introducing Change to the Quadrants
IS
IN
Relate it to what I know.
•Make practical sense to me.
•Change at a steady pace, step by
step.
•Be careful and mindful of details.
•Give me time to think about it.
Relate it to new theories and concepts.
•Let me work on change that has
impact.
•Don’t burden me with routines; let me
set my own pace.
•Let me set my own quality control and
standards.
ES
EN
Relate it to the work I do.
•Show me the practical results change
will bring.
•Offer a steady progression, step by
step.
•Let me “hash it over” with others.
•Show me that my work will be more
effective if I make the change.
Relate it to changing things in my
world.
•Challenge my imagination.
•Minimize the routine; maximize the
variety.
•Let me work on the broad focus and
overview of the change.
•Let me try to change the world.
Temperaments Lens
NF (10) NT (11)
SJ (14)
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP ENFP
ENTP
ESTJ
ESFJ
ENTJ
SP (6)
ENFJ
SJ – Asks “What?”
ISFJ, ESFJ, ISTJ, ESTJ
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Loyal to system
Duty
Super-dependable
Resists change
Preserves traditions
Precise
“Don’t fix what isn’t
broken”
• Authority dependent
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Procedures
Decisive
Stability
“Should”, “Should not”
Social responsibility
Structure
Orderly
SJ Leader
Traditionalist/Administrator
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Work hard/keep busy
Facts before action
Briefed to last detail
Results oriented
Impatient with schedule/agenda changes
Organize for stability
Prefer written communications
Discovered Murphy’s law
Difficulty expressing appreciation
Tendency to overkill
SP – Asks “When?”
ISTP, ISFP, ESTP, ESFP
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Free spirit
Action-oriented
Fun-loving
Good in crisis
situations
“When all else fails,
read directions”
Impulsive
Needs freedom and
space
Flexible/Adaptable
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Realistic
Uninhibited
Enjoys the moment
Practical
Spontaneous
Likes hands-on
experience
• Most joyful
• Seeks change and
variety
SP Leader
Promoter/Troubleshooter
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Work smart
No wasted motion
Opportunistic
Everything is negotiable
Focus is right now
Little interest in tradition
Impatient with theory/abstraction
Express appreciation easily
Can be unpredictable
Can be too impulsive
NF – Asks “Who?”
INFJ, INFP, ENFP, ENFJ
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Interpersonal skills
Supportive of others
Sympathetic
Relationships
Seductive
Possiblilities for
people
• Interaction
• Cooperation
• Vivid imagination
• Mysterious
• Hypersensitive to
conflict
• Search for self
• Autonomy
• Needs
encouragement and
recognition
• Integrity
• “Becoming”
NF Leader
Democratic/Catalytic
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Organizational climate over structure
Good listener
Good spokesperson
Anti-authoritarian
Emotional and persuasive
Flair for dramatizing the mundane
Might get overextended
Can create dependencies
Need to schedule renewal time
Easily express appreciation of people
NT – Asks “Why?”
INTJ, INTP, ENTP, ENTJ
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High achievers
Knowledge
Objective perceptions
Independent
Self-doubt
Intellectually curious
Conceptualizers
Non-conformist
Competition with self
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Wordsmiths
Principles
Enjoys complexity
Authority independent
Architect of change
Systems designers
Argumentative
What would happen
if…?
NT Leader
Visionary/Scientist
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Systems/theory focused
Organize around theoretical framework
Architects of change
Tend to stand on principle
Powerful behind the scenes
Masters of the technical
Impatient with human conditions
Responsive to intellectual appeals
Express appreciation of ideas
Tendency to overplan
Type Dynamics
DOMINANT
Least
Preferred
AUXILIARY
Tertiary
MBTI
ENERGY FLOW
E -----------------------------------I
ATTITUDE
P
DATA GATHERING
S -----------------------------------N
PERCEIVING FUNCTION
J
DECISION MAKING
T -----------------------------------F
JUDGING FUNCTION
ORIENTATION TO THE
OUTER WORLD
ATTITUDE
J ------------------------------------ P
Eight Extraverted and Introverted
Dominant Functions
Se Dominant Extraverted Sensing (ESTP & ESFP)
Goal: to experience as much as possible; to have an unending variety of
sensing experience
Si Dominant Introverted Sensing (ISTJ & ISFJ)
Goal: to form a solid, substantial, and accurate understanding of the
world around them and their place in it
Ne Dominant Extraverted Intuition (ENTP & ENFP)
Goal: to find and explore new possibilities, new and exciting challenges
Ni Dominant Introverted Intuition (INTJ & INFJ)
Goal: to develop their inner intuitive patterns for understanding the world
Eight Extraverted and Introverted
Dominant Functions
Te Dominant Extraverted Thinking (ESTJ & ENTJ)
Goal: to create logical order in their external world; to make their
environment rational
Ti Dominant Introverted Thinking (ISTP & INTP)
Goal: to create logical order internally; to develop rational principles for
understanding the world
Fe Dominant Extraverted Feeling (ESFJ & ENFJ)
Goal: to create harmony and cooperation in their external environment;
to facilitate others in getting what they need and want
Fi Dominant Introverted Feeling (ISFP & INFP)
Goal: to develop their internal core of values, establish an external life
that is congruent with them, and help both individuals and humankind
fulfill their potential
Dominants’ Approach to Problem Solving
S and N
S
N
How is the problem best
defined?
What are the ramifications
now?
What goals are we working
toward?
How can time lines be
established and what are the
intermediate objectives?
What costs are incurred –
financial, emotional, etc.?
What are the common
threads?
What are the multiple
alternatives?
What is the relationship of
the part to the system?
What are the
opportunities for growth?
What are our hunches
about this issue?
Dominants’ Approach to Problem Solving
T and F
T
F
Is this a legitimate issue?
How does it affect the bottom
line?
What are the pros and cons?
What is the relationship of
cause to effect?
What are the systemic
qualities?
What are people’s feelings
concerning this?
How can different sides be
accommodated?
What’s the most diplomatic
way to proceed?
What will increase harmony?
How does this affect me and
the people I care about?
How to Work with the Dominants
Sensing Dominants
It has to make sense
Stability
Intuitive Dominants
It has to appeal to the
imagination
Change
Thinking Dominants
It has to be logical
Effective
Feeling Dominants
It has to consider aspirations.
Integrity
Use All Functions for Problem Solving
Sensing Perception
Determine the facts, givens,
and other data.
Assets and liabilities.
Intuitive Perception
Look at possibilities, ways to
change, brainstorm.
Future implications.
Thinking Judgment
Make an objective analysis of
the situation.
Look at logical
consequences.
Feeling Judgment
Look at the people
consequences of different
options.
Weigh against your values.
Journey
“Learning to respect individual differences
is not something that truly has an end;
it is a learning that asks of us
ongoing attention and a willingness to grow”
C.R. Martin
Time to relax