Myers-Briggs Type Indicator INOV 101 February, 2008.
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Transcript of Myers-Briggs Type Indicator INOV 101 February, 2008.
Myers-Briggs Type Indicator
INOV 101
February, 2008
Purpose• Better self management through heightened self-
awareness. • 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• 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 Hard
Comfortable Awkward
Effortless Concentrated
Natural Unnatural
Fast Slow
Mature Immature
Competent 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
• Inborn or acquired• More or less• Too much or too
little is diagnostic• Normally
distributed
• Inborn preference
• Either or• Too much or too
little is irrelevant• Bimodal
Trait Type
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 DescriptionFour 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?
MBTIE ------------------------------------ I
S ------------------------------------ N
T ------------------------------------ F
J ------------------------------------ P
ENERGY FLOWATTITUDE
DECISION MAKINGJUDGING FUNCTION
DATA GATHERINGPERCEIVING FUNCTION
ORIENTATION TO THEOUTER WORLDATTITUDE
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
• Active• Outward• Sociable• People• Many• Expressive• Breadth• Live it, then
understand it
• Reflective• Inward• Reserved• Privacy• Few• Quiet• Depth• Understand it, before
live it
E I
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– High energy– Verbal– Doers– Risk takers– Comfortable with self
and others– Confidence
Baffled by– 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
Details
Present
Practical
Facts
Sequential
Directions
Repetition
Enjoyment
Perspiration
Conserve
Literal
Patterns
Future
Imaginative
Innovations
Random
Hunches
Variety
Anticipation
Inspiration
Change
Figurative
S N
Self - Assess
S’s on “leaf”falltreerakeflowerssaladpilecompostmulch4 leaf cloverburning smellautumn
N’s on “leaf”
floating
newfurcrust
artblower
table
mulch
symbol
tumbling
light
autumn
rakingrainplayartleafdriedspringgoldthru a bookburning oaksunnew
crispy
slippery
dead
redchang
e
bare
sunlight t
hrough
lettuce
salad
acorns
shade
gutters
leaf me alone
Pot
Erickson
decayMINT 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
HeadObjectiveJusticeCoolImpersonalCritiqueAnalyzePrecisePrinciples
Heart
Subjective
Harmony
Caring
Personal
Appreciate
Empathize
Persuasive
Values
T F
Self-Assess
J or P The Lifestyle
What does the outside world see?J
– Ordered– Planned– Decisive
P– Spontaneous– Flexible– Curious
Key Words
OrganizedStructureControlDecisiveDeliberateClosurePlanDeadlinesProductive
FlexibleFlowExperienceCuriousSpontaneousOpennessWaitDiscoveriesReceptive
J P
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
ESTJ2
ESTP2
ISTP2
ISTJ7
ESFJ3
ESFP1
ISFP1
ISFJ2
ENFJ3
ENFP2
INFP2
INFJ3
ENTJ3
ENTP2
INTP3
INTJ3
Using Different “Lenses”
• Quadrants Lens: Change
• Temperament Lens: Leadership
• Dynamics Lens: Problem-solving or decision-making
Quadrants Lens
ESTJ
ESTP
ISTP
ISTJ
ESFJ
ESFP
ISFP
ISFJ
ENFJ
ENFP
INFP
INFJ
ENTJ
ENTP
INTP
INTJ
IS (12) IN (11)
ES (8) EN (10)
Quadrants and ChangeISThoughtful 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!”
INThoughtful 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!”
ESAction-oriented Realists
Want to see that practical tasks are carried out. They prefer a work environment where realistic, down-to-earth tasks and problems are managed. Prefer a culture that focuses on results relating to people, data, or things.
“Let’s do it!”
ENAction-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
ISRelate 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.
INRelate 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.
ESRelate 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.
ENRelate 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
ESTJ
ESTP
ISTP
ISTJ
ESFJ
ESFP
ISFP
ISFJ
ENFJ
ENFP
INFP
INFJ
ENTJ
ENTP
INTP
INTJ
SP (6)
NF (10) NT (11)
SJ (14)
SJ – Asks “What?”ISFJ, ESFJ, ISTJ, ESTJ
• Loyal to system• Duty• Super-dependable• Resists change• Preserves traditions• Precise• “Don’t fix what isn’t
broken”• Authority dependent
• Procedures• Decisive• Stability• “Should”, “Should not”• Social responsibility• Structure• Orderly
SJ LeaderTraditionalist/Administrator
• 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
• Free spirit• Action-oriented• Fun-loving• Good in crisis situations• “When all else fails,
read directions”• Impulsive• Needs freedom and
space• Flexible/Adaptable
• Realistic• Uninhibited• Enjoys the moment• Practical• Spontaneous• Likes hands-on
experience• Most joyful• Seeks change and
variety
SP LeaderPromoter/Troubleshooter
• 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
• 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 LeaderDemocratic/Catalytic
• 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
• High achievers• Knowledge• Objective perceptions• Independent• Self-doubt• Intellectually curious• Conceptualizers• Non-conformist• Competition with self
• Wordsmiths• Principles• Enjoys complexity• Authority independent• Architect of change• Systems designers• Argumentative• What would happen
if…?
NT LeaderVisionary/Scientist
• 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
DOMINANT
Type Dynamics
AUXILIARY
Tertiary
Least Preferre
d
MBTI
E ------------------------------------ I
S ------------------------------------ N
T ------------------------------------ F
J ------------------------------------ P
ENERGY FLOWATTITUDE
DECISION MAKINGJUDGING FUNCTION
DATA GATHERINGPERCEIVING FUNCTION
ORIENTATION TO THEOUTER WORLDATTITUDE
PJ
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 SolvingS and N
SHow 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.?
NWhat 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 SolvingT and F
TIs 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?
FWhat 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 PerceptionDetermine 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