Transcript THE PROCESS OF MAKING SENSE TO OTHERS

MYERS-BRIGGS TYPES
Extraversion
Introversion
You prefer to focus on the world of
people and things
You prefer to focus on your inner world of
ideas and impressions
Sensing
iNtuition
PERCEIVING
PROCESS
You tend to focus on the present and
on concrete information gained from
your senses
You tend to focus on the future, with a view
towards patterns and possibilities
Feeling
JUDGEMENT
PROCESS
Thinking
You tend to base your decisions on
logic and on objective analysis of cause
and effect
Judging
You like a planned and organised
approach to life and prefer to have
things settled
You tend to base your decisions primarily
on values and on your own subjective
evaluation or feeling of what is right and on
the impact of the decisions on other people
Perceiving
You like a flexible and spontaneous
approach to life and prefer to keep your
options open
MYERS-BRIGGS HIERARCHY
CONSCIOUS
DOMINANT
AUXILIARY
TERTIARY
INFERIOR
UNCONSCIOUS
THE DIRECTION OF THE
DOMINANT
If Extraverted
Most
conscious
World
of
People
and
Things
DOMINANT
AUXILIARY
Inner World
of
Ideas
and
Impressions
TERTIARY
INFERIOR
Least conscious of
THE DIRECTION OF THE
DOMINANT
If Extraverted
Most
conscious
World
of
People
and
Things
EXAMPLE
E NTJ
THINKING
INTUITION
Inner World
of
Ideas
and
Impressions
SENSING
FEELING
Least conscious of
THE DIRECTION OF THE
DOMINANT
If Extraverted
Most
conscious
World
of
People
and
Things
EXAMPLE
E NTP
INTUITION
THINKING
Inner World
of
Ideas
and
Impressions
FEELING
SENSING
Least conscious of
THE DIRECTION OF THE
DOMINANT
If Introverted
World
of
People
and
Things
DOMINANT
AUXILIARY
TERTIARY
Least
conscious of
INFERIOR
Inner World
of
Ideas
and
Impressions
Most
conscious
THE DIRECTION OF THE
DOMINANT
If Introverted
World
of
People
and
Things
EXAMPLE
I NTJ
INTUITION
DOMINANT
THINKING
FEELING
Least
conscious of
SENSING
Inner World
of
Ideas
and
Impressions
Most
conscious
THE DIRECTION OF THE
DOMINANT
If Introverted
World
of
People
and
Things
EXAMPLE
I NTP
THINKING
DOMINANT
INTUITION
SENSING
Least
conscious of
FEELING
Inner World
of
Ideas
and
Impressions
Most
conscious
THE PROCESS OF MAKING
SENSE TO OTHERS
THE IMPACT YOU HAVE
THE ACTION YOU TAKE
THE THOUGHTS YOU HAVE
WHAT YOU THINK/CONCLUDE
PERCEIVING /JUDGING
TELL
WHAT YOU ARE TRYING TO DO
THE PROCESS OF MAKING
SENSE TO OTHERS
THE IMPACT YOU HAVE
THE ACTION YOU TAKE
THE THOUGHTS YOU HAVE
WHAT YOU THINK/CONCLUDE
PERCEIVING/JUDGING
LISTEN
WHAT YOU ARE TRYING TO DO
THE SIXTEEN TYPES
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PREFERENCES IN THE
POPULATION
Preference
Both sexes
E
% Distribution of Types
Banking & Financial Services
I
S
N
T
F
J
P
61% 39% 65% 35% 75% 25% 71% 29%
% Distribution of Types
General Population
Preference
Male
E
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N
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F
J
P
61% 39% 75% 25% 60% 40% 55% 45%
Female 68% 32% 75% 25% 35% 75% 55% 45%
EXTRAVERTS at WORK
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like variety and action
often good at greeting people
sometimes impatient with long/slow tasks
interested in how others do their jobs
enjoy talking on the phone
like to have people around
may act quickly, sometimes without thinking
may prefer talking to writing
like learning by talking it through
INTROVERTS at WORK
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like quiet for concentration
have trouble remembering names and faces
can work on same project for a long time
without interruption
interested in the idea behind the job
dislike telephone interruptions
think before they act - sometimes without
acting
work alone contentedly
may prefer writing to talking
may prefer to learn through reading rather
than talking or experiencing
SENSING TYPES at WORK
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aware of the uniqueness of each event
focus on what works now
like an established way of doing things
enjoy applying what they have learned
work steadily, realistic about how long things
take
reach conclusions step by step
not often inspired - may distrust inspiration
when it happens
careful about the facts
may be good at precise work
can oversimplify a task
accept and work with reality
INTUITIVE TYPES at WORK
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aware of new challenges and possibilities
focus on how things could be improved
dislike doing the same thing repeatedly
enjoy learning new skills
work in bursts of energy powered by
enthusiasm, with slack periods in between
may leap to conclusions quickly
follow their inspirations and hunches
may get facts a bit wrong
dislike taking time for precision
can over complexify a task
ask why things are as they are
THINKING TYPES at WORK
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good at putting things in logical order
respond more to people's ideas than to their
feelings
expect or predict logical outcomes
need to be treated fairly
tend to be firm and tough-minded
able to reprimand or fire people when
necessary
may hurt people's feelings without noticing it
talent for analysing a problem or situation
FEELING TYPES at WORK
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like harmony and try to make it happen
respond to people's values as much as to
their ideas
can see how choices affect people
need occasional praise
tend to be sympathetic
dislike telling people unpleasant things
enjoy pleasing people
interested in the person behind the job or
idea
JUDGING TYPES at WORK
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work best if they can plan - and follow the plan
like to get things settled and finished
may decide things too quickly
may dislike to interrupt their tasks for more
urgent ones
tend to be satisfied once they reach a
judgement on a thing/situation/person
want only the essentials necessary to begin the
task
schedule projects so that each step gets done
on time
PERCEIVING TYPES at WORK
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don't mind leaving things open for last minute
changes
adapt well to changing situations
may have trouble making decisions - feeling
they never have enough information
may start too many projects and have difficulty
finishing them
may postpone unpleasant jobs
want to know all about a new job
get a lot done at the last minute under pressure
of a deadline
PROBLEM SOLVING
S (what are the facts?)
N (what are the possibilities?)
T (what’s the logical conclusion?)
F (how does it impact the people?
Is it consistent with our values?)
J (plan and implement)
P (remain open to new information;
be prepared to adapt and change)
MANAGING AND WORKING
WITH DIFFERENT
PREFERENCES
SOME TIPS
Communications
Useful pointers to use when discussing tasks and trying to
influence; explain; understand; present to:
Sensors
Intuitives
Be factual
Document successful applications
Reduce risk factors
Work out details in advance
Show why it makes sense
Give the global scheme
Don't let opportunity pass
Be confident and enthusiastic
Indicate challenges
Point out future benefits
Thinkers
Feelers
Be logical
State principles involved
Stress competent handling of issue
Be well-organised
List the costs and benefits
Mention others involved or affected
Be personable and friendly
Indicate how it is helpful
Tell why it's valuable
Show how it supports personal goals
EXTRAVERT managing/working with
INTROVERT
draw them out on what they say (there is
usually more behind the words)
 allow them time to reflect
 follow up discussion with a written note
 will get a better contribution 1:1 or in a
small group

INTROVERT managing/working with
EXTRAVERT
talk things over to ensure understanding
 expand on what you say - don't assume it is
obvious
 bring in other people
 keep things moving and active
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SENSING managing/working with
INTUITION
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ask them about the possibilities
get them to problem solve complex problems
ask them about trends and future direction
describe the overview first
indicate what your trying to achieve first
give them relevant detail later
be careful they don’t read more into what you
say than you intend
INTUITION managing/working with
SENSING
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be specific, describe the current situation
elaborate on what you say, don’t expect them
to spot the implications of what you say
build up the argument from the specifics
ask them to check detail particularly when it is
important
get them to resolve problems that require
patience and diligence
they mean what they say - not what you think
they might mean!
THINKING managing/working with
FEELING
ask them to forecast how people might react
 ask them to conciliate when there is
disagreement
 ask them about the effects of the task on
them - not just whether they understand the
task
 recognise that their ‘feel’ for what is right is
often right even if they can’t justify it
logically

FEELING managing/working with
THINKING
recognise they need options and decisions
to be grounded in evidence and logically
sound
 use them when you need someone to take a
firm, intellectually rigorous stand
 use them to evaluate and analyse options
 try changing their minds by reviewing the
evidence not challenging the conclusion

JUDGING managing/working with
PERCEIVING
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point out that although they can cope with
less structure, others can’t!
emphasise that good project management
needs discipline
ask them to deal with unexpected requests
they usually welcome interruptions - so ask!
accept that they often rely on last minute
pressure to get things done
they can get side-tracked and may need to be
brought back to task
PERCEIVING managing/working with
JUDGING
ask them to prepare plans and organise tasks
 give them good notice of requests - don’t
leave it to the last minute
 they look for decisions - make them explicit
 they are focused on getting things done
 they like to work with structure and
organise their time

THE SIXTEEN TYPES
% Distribution among Professionals judged as
particularly Creative by their peers
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MYERS-BRIGGS TYPES
E/I
S/N
T/F
J/P
Bryan
E
S
T
J
Andy
I
N
T
P
Melanie
E
N
T
P
Simon
I
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T
J
Adele
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Pauline
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P
TEAM TYPE
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T
J
Italic = what you see
Heavy bold = what is dominant
CHARACTERISTICS OF
PARTICULAR COMBINATIONS
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
SFs like to
help others
NFs
communicate
in creative ways
STs prefer
proven
methods
NTs like to
debate challenging
questions
CHARACTERISTICS OF
PARTICULAR COMBINATIONS
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
ISs are careful and attentive to detail
ESs want to see and discuss practical results
INs want to work with ideas and concepts
ENs want to maximise variety
CHARACTERISTICS OF
PARTICULAR COMBINATIONS
ISTJ
ISFJ
IN F J
INTJ
ISTP
ISFP
IN F P
INTP
ESTP
ESFP
EN F P
ENTP
ESTJ
ESFJ
EN F J
ENTJ
SJs value responsibility and loyalty
SPs value cleverness and timeliness
NFs value inspiration and personal issues
NTs value ingenuity and logic
IMPLICATIONS FOR WORK
CULTURE
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SJs value responsibility and loyalty
STs prefer proven methods
ESs want to see and discuss practical results
ISs want to be careful and attentive to details
SFs like to apply experience to help others
ENs want to maximise variety
INs want to work with ideas and principles
NTs value ingenuity and logic
NTs like to debate challenging questions
NFs value inspirations and want to add value for others