MYERS-BRIGGS MBTI® OBJECTIVES DIMENSIONS OF OPPOSITES EXTROVERT (E) INTROVERT (I) SENSOR (S) INTUITOR (N) THINKING (T) FEELING (F) JUDGING (J) PERCEIVING (P)
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Transcript MYERS-BRIGGS MBTI® OBJECTIVES DIMENSIONS OF OPPOSITES EXTROVERT (E) INTROVERT (I) SENSOR (S) INTUITOR (N) THINKING (T) FEELING (F) JUDGING (J) PERCEIVING (P)
MYERS-BRIGGS
MBTI®
1959
OBJECTIVES
DIMENSIONS OF OPPOSITES
EXTROVERT (E)
INTROVERT (I)
SENSOR (S)
INTUITOR (N)
THINKING (T)
FEELING (F)
JUDGING (J)
PERCEIVING (P)
N OW, YOU PREDICT AS I DESCRIBE …..
•EXERCISE
•ARMS
•NAME
EXTROVERT/INTROVERT(E/I)
W HERE
DO WE GET ENERGIZED ?
EXTROVERTS:
external, outerdirected,
energized by
people and
external events
INTROVERTS:
Reflective
Inner- directed,
reflective,
introspective,
depleted by
people
SOURCE OF ENERGY
Extroversion (E)
Introversion (I)
Receive Energy from interacting with
people,
•
Receive energy from reflecting, direct
attention to inner world
direct attention outward
•
Private & contained
Sociable & expressive
•
Defend against external demands/intrusions
Extend themselves into the environment
•
Stay in the background*
•
Enjoy working alone or w/ one or two others*
•
Given a problem - Want to think before
talking to others
•
Think things through to understand them
•
Work out ideas by reflecting**
•
Prefer reflection over action
•
Consider and think deeply
•
Think-Speak-Think
•
Prefer written communication
Put themselves in the foreground*
Enjoy working in groups*
Given a problem – What do you do?
Go to others first
Talk things over in order to understand
them
Work out ideas by talking through**
Prefer action over reflection
•
•
E-mail, Written Communication
Narrow interests – more in depth
N OT T HIS !!
E XTROVERTS -72%
I NTROVERTS - 28%
H T T P : / / W W W . T E D . C O M / TA L K S / S U S A N _ C A I N _ T H E _ P O W E R _ O F _ I N T R O V E R T S . H T M L
Susan Cain’s talk: the
Power of Introverts
SENSOR/INTUITOR (S/N)
H OW
SENSOR:
Uses the
five senses, trusts
and remembers
facts, actionoriented,
concrete, the
actual
WE TAKE IN IN F ORM AT I ON
INTUITOR:
Looks
at all the
possibilities,
considers the
whole,
conceptual,
imaginative,
patterns in the
data
GATHERING INFORMATION
Sensing (S)
•
Want to know what is…Here & Now
•
Prefer the tried & true -Trust what has
worked in the past
•
•
•
•
•
•
Prefer information that is real & tangible*
Understand ideas & theories through
practical application
Like hearing facts and details first*
Take in info sequentially (Especially during
change)
Build carefully & thoroughly to conclusion
Need sequential steps to get understand
big picture**
Intuition (N)
•
Want to know what could be …Future Possibilities
•
Prefer the new & untried
•
Value imagination and trust inspiration*
•
Take in information in random ordering
•
Focus on patterns and meanings of data
•
Remember specifics when related to patterns
•
Bounce around
•
Big picture first, then other information**
•
Move quickly to conclusion- follow hunches
•
See problems as opportunities to innovate
•
Talk generalities
•
Desire change
•
Imaginative & verbally creative
T HE
FOLLOWING STATEMENTS
GENERALLY APPLY TO ME :
Sensing (S)
I remember events as snapshots of
what actually happened.
I solve problems by working through
facts until I understand the problem.
I am pragmatic and look to the
“bottom line.”
I start with facts and then form a big
picture.
I trust experience first and trust words
and symbols less.
Sometimes I pay so much attention to
facts, either present or past, that I
miss new possibilities.
Intuition (N)
I remember events by what I read
“between the lines” about their
meaning.
I solve problems by leaping
between different ideas and
possibilities.
I am interested in doing things that
are new and different.
I like to see the big picture, then to
find out the facts.
I trust impressions, symbols, and
metaphors more than what I
actually experienced
Sometimes I think so much about
new possibilities that I never look at
how to make them a reality.
S ENSOR -76%
IN TUITOR -24%
S
OR
N? Y OU C HOOSE
THINKING/FEELING (T/F)
Y OUR
THINKING:
intellectual,
deliberate,
analytical,
exact, logical,
impersonal
DECISION MAKING STYLE
FEELING:
Spontaneous,
empathetic,
peopleoriented
MAKING DECISIONS
Thinking (T)
Feeling (F)
•
Seek general truths when making
decisions
•
Seek individual and interpersonal harmony
when making decisions
•
Give objective advice
•
Give supportive advice
•
Logical decision making
•
•
Problems, cause & effect, Weigh
pros & cons
Harmonious decision making
• problems: impact on people
• put weight on values
• prefer things to be personal
•
Have an interest in people-People-oriented
•
Remain personally involved when making a
decision
•
Look for qualities to praise
•
Prefer things to be objective
•
Have an interest in data
•
Data or fact oriented
•
May appear “tender-hearted”
•
Remain detached when making a
decision
•
Strive to be compassionate- All treated as
individuals
T
OR
F? Y OU C HOOSE
F EELERS NEED T HINKERS
T HINKERS NEED F EELERS
To analyze
To organize
To fire
To stand firm
against opposition
To hold to policy
To persuade
To conciliate
To forecast
how
others will feel
To teach
To sell
JUDGING/PERCEPTION (J/P)
H OW
WE DEAL WITH THE OUTSIDE
HOW THE PERSON REGA R D S C O MPLEX ITY.
JUDGING:
Prefers DM ( T
or F), desires
closure, likes
deadlines,
outcome
oriented, neat,
planned,
orderly
PERCEIVING:
Prefers data
collecting (S or N) ,
adaptable, open,
fluid, process
oriented, resist
making a
decision, flexible
LIFESTYLE –
ORGANIZING LIFE
Judging (J)
•
Make short & long-term plans
•
Scheduled, organized lives
•
See routines as effective
•
Systematic & methodical
Systematic communication
•
Like to have things decided – avoid last minute
stressors
•
Quickly commit to plans & decisions
•
Like to come to closure and act on decisions
•
Finish tasks before the deadline
•
Want things to be settled & structured
•
Stressor: indecisiveness
Perceiving (P)
•
•
•
•
•
•
•
•
•
•
Flexible, casual lives
See routines as limiting
Like to adapt & change course
Like things loose – feel energized by
last minutes stressors
Reserve the rights to change plans &
decisions
Like to remain open and adapt to new
information
Finish tasks at the deadline
Want things to be flexible & open
Spontaneous communication
Stressor: “premature” closer
Open-minded
J
OR
P? Y OU C HOOSE
C OGNITIVE
LEARNING STYLES
FOR
E/I
E/I:
Extraverted types learn best by talking and
interacting with others. By interacting with the
physical world, extraverts can process and make
sense of new information.
Introverted types prefer quiet reflection and
privacy. Information processing occurs for
introverts as they explore ideas and concepts
internally.
C OGNITIVE LEARNING STYLES
FOR S/N
S/N:
Sensing types enjoy a learning environment in
which the material is presented-detailed and
sequential. Sensing types often attend to what is
occurring in the present, and can move to the
abstract after they have established a concrete
experience.
Intuitive types prefer a learning atmosphere in
which an emphasis is placed on meaning and
associations. Insight is valued higher than careful
observation, and pattern recognition occurs
naturally for Intuitive types.
C OGNITIVE
LEARNING STYLES
FOR T/F
T/F:
Thinking types desire objective truth and logical
principles and are natural at deductive reasoning.
Feeling types place an emphasis on issues and
causes that can be personalized while they
consider other people's motives.
C OGNITIVE
LEARNING STYLES
FOR J/P
J/P:
Judging types will thrive when information is
organized and structured, and they will be
motivated to complete assignments to gain
closure.
Perceiving types will flourish in a flexible learning
environment in which they are stimulated by new
and exciting ideas.
R ANGE OF D ECISION S TYLES
ST
NT
SF
NF
Sensation/Think
Intuition/Think
Sensation/Feel
Intuition/Feel
Focus of
Attention
Facts
Possibilities
Facts
Possibilities
Method of
Handling
Things
Impersonal
Analysis
Impersonal
Analysis
Personal
Warmth
Personal
Warmth
Tendency to
Become
Practical
Logical
Sympathetic
Enthusiastic
Theoretical &
Expression of Technical Skills
with facts & objects technical
Abilities
development
Practical help, Understand &
service for
communicate
people
with people
•
EXERCISE
•Mix groups and have them answer following question:
•“How would you (or your business organization) use
knowledge from a tool like the MBTI in teams?”
C OMBINATIONS OF D ECISION M AKING (T/F)
AND THE E XTERNAL O RIENTATION (J/P)
L EADING /F OLLOWING
S TYLES
TJ
Logical Decision Makers
TP
Adaptable Problem Solvers
FP
Supportive Coaches
FJ
Values-Based Decision Makers
TJ
L OGICAL D ECISION M AKERS
Analytical Decisive leader. Make decisions based on
principles and systems, overall impact and rational
assessment of outcomes. Can be tough-minded in
implementing decisions.
Effective implementers of policies IF they respect the
leader.
TP
A DAPTABLE P ROBLEM S OLVERS
Lead by example. Value and display technical
expertise, create consistent, orderly frameworks
for working. Objective, skeptical, curious. Will
change course as new info comes in.
Effective problem solver IF interested.
FP
S UPPORTIVE C OACHES
Warm, flexible, encouraging leaders. Support
individual work styles and like to involve others in
decisions. Prefer collegial relationships, shared
rewards, consensus in decisions.
Energetic followers IF treated with respect.
FJ
VALUES -B ASED D ECISION M AKERS
Warm, decisive leaders. Make decisions based
on their personal vales and empathy with others.
Strive for harmony, consensus, supportive
environment. Are expressive and often inspiring.
Loyal followers IF the leader honors their values.
L EADING /F OLLOWING
S TYLES
TJ
Logical Decision Makers
TP
Adaptable Problem Solvers
FP
Supportive Coaches
FJ
Values-Based Decision Makers
NT. Rationals. Visionary, Architect
NF. Idealist.. Catalyst, Diplomat
SP. Artisans. Troubleshooter
SJ. Guardians. Stabilizer,
Traditionalist
NT R ATIONALS : V ISIONARY,
A RCHITECT
Need power over nature, mastery, self-control
Value concepts, ideas, progress, truth, theory,
intelligence. Likes to be thought of as an expert.
Prefer to perpetually learn, to categorize, design,
strategize, organize
Core: Must be competent.
NF. I DEALIST: C ATALYST, D IPLOMAT
Need Meaning and
significance
Value relationships, ethics,
morality, genuineness,
cooperation, authenticity
Prefer to advocate,
facilitate, give advice,
dream
Core: Significance,
uniqueness
SP. A RTISANS :
T ROUBLESHOOTER
Need freedom to act, ability to make an
impact
Value excitement, aesthetics, adventure,
variety, performance
Prefer promotion, crises management,
adapting to new, participating in games
Core: Freedom, recognition, see the fruit of
their labor
SJ. G UARDIANS : S TABILIZER ,
T RADITIONALIST
Need membership, belonging, responsibility
Value rules, security, conformity, stability
Prefer to provide, protect, supervise, make rules
Core: Being responsible. Take care of all the
details. Need to belong to the organization.