P R E S E N T E D B Y Catherine Curtis - BayworkDefine preference, as used by Jung and MBTI...

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P R E S E N T E D B Y

Catherine Curtis D E V E L O P E D B Y

David Freeman Linda Kirby Nancy Barger


Your Name and Credentials

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Catherine Curtis

MBTI® Certified Practitioner

Masters Degree in Organizational Development

Instructor Certificate from National Career Development Association

Workforce Reliability Manager, SFPUC; WWE


Objectives At the end of this training you will be able to:

Define preference, as used by Jung and MBTI instrument

Define the four MBTI dichotomies,

Learn common behaviors associated with each Type

Understand and accommodate communication differences!

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Achieving These Objectives To achieve these objectives, we will be using the Myers-Briggs Type Indicator

® (MBTI®) instrument and looking at the ideas on which it is based

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Today’s Agenda Explain MBTI® Instrument The origin of MBTI The MBTI instrument, meaning of “preferences” MBTI definitions, with self-assessment Apply type information to our communications Communication Strengths Communication Approach Type activities

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About the MBTI® Instrument An indicator—not a test Looks only at normal behavior Forced-choice questions No right or wrong answers—no better or

worse types. • All types have potential strengths and possible

pitfalls or blind spots Your results are confidential

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Users of the MBTI® Instrument Most Fortune 100 companies use it

The most widely used personality assessment in the world—more than 2 million people worldwide each year

Translated into two dozen+ languages

Used in 70+ different countries

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Where the MBTI® Tool Is Used

• USA • Canada • Mexico • South America • UK • Europe

• Australia • New Zealand • China • India • Japan • Korea

• Malaysia • Singapore • Middle East • Dubai • South Africa • Kenya • And more!

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Carl Gustav Jung (1875–1961), a Swiss psychiatrist, developed a theory of personality: Differences between people are not random. Instead they form patterns—types. Psychological Types (published 1921, translated into English 1923)

Carl G. Jung

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Katharine C. Briggs (1875–1968), an American, read Jung’s Psychological Types in 1923. She spent the next 20 years studying, developing, and applying Jung’s theory.

Katharine C. Briggs

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Isabel Briggs Myers (1897–1980) developed Jung’s theory in partnership with Briggs. Beginning in 1943, she developed questions that became the Myers-Briggs Type Indicator® instrument.

Isabel Briggs Myers

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Jung’s Personality Theory Every person carries out two kinds of

mental processes: • We take in information • Then we make decisions about the information

Everyone has preferred ways of using these mental processes

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Jung’s Personality Theory (cont.)

Jung observed that we all live in two worlds: • The outer world of things, people, and events

and • The inner world of our own thoughts, feelings,

and reflections

Each person has a preference for either the outer world or the inner world

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Jung’s Personality Theory (cont.)

Jung believed that preferences are innate—“inborn predispositions”

He also recognized that they are shaped by environmental influences, such as family, culture, and education

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Nature MBTI® instrument

Nurture Environment

vs.


“Handedness” Activity To illustrate this—let’s do an activity. Turn to your handout and sign your name

in the first box Now sign your name again in the second

box—using the other hand Call out some words that describe the

experience of writing the first signature Now, some words to describe writing the

second signature

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“Handedness” Activity (cont.)

Where do we get our preference for using one hand over the other?

How does the environment influence our preference for using one hand over the other?

Note: We all can and do use both hands; for writing, one is natural, comfortable, automatic

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The MBTI® instrument indicates preferences on four pairs of opposites, called dichotomies:

The MBTI® Dichotomies

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Extraversion E or I Introversion

Sensing S or N Intuition

Thinking T or F Feeling

Judging J or P Perceiving


MBTI® Theory

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Four pairs of opposites—like our right and left hands. We all use both sides of each pair, but one is our natural preference.

The MBTI® instrument is designed to indicate those inborn preferences.

The MBTI instrument is not designed to measure skills or effects of environment.


Extraversion (E) or Introversion (I)

Where we focus our attention and get energy

Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.

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E–I Differences People who prefer Extraversion: Direct their energy and attention outward Focus on the outer world of people and activity People who prefer Introversion: Direct their energy and attention inward Focus on their inner world of ideas and experiences

We all use both preferences, but usually not with equal comfort.

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E–I Illustration

Source: Introduction to Type® and Change, N. J. Barger & L. K. Kirby, p. 4.

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Where People Focus Their Attention People who prefer Extraversion (E) Are energized by

interacting with others Are sociable and

expressive Prefer to communicate

face-to-face Work out ideas by talking

them through

People who prefer Introversion (I) Are energized by

opportunity to reflect Are private and

contained Prefer to communicate

by writing Work out ideas by thinking

them through

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Where People Focus Their Attention (cont.)

People who prefer Extraversion (E) Have broad interests in

many things Learn best through doing

or discussing Readily take initiative in

work and relationships

People who prefer Introversion (I) Focus in depth on their

interests Learn best by reflection,

mental “practice” Take initiative when the

situation or issue is very important to them

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Communication Strengths Extraverts – Let’s talk this over. Are active, energetic, and

enthusiastic Think on their feet Establish networks of

contacts Have breadth of interests Provide extensive

information and feedback

Introverts – I need to think about this. Are a quiet and calming

presence Respond carefully and

thoughtfully Get to know a few people

well Have a depth of interests

and contacts Listen to others without

interrupting.


Communication Approach Extraverts Seek interactions and diversions Share thoughts freely in lively

group discussions Can discuss a wide range of topics Change topics and opinions as a

dialogue progresses Think out loud Share ideas of information

immediately Respond rapidly Talk more than listen Overlap air space and interrupt

others Asks lots of spur of the moment

questions.

Introverts Seek calm quiet time to reflect Prefer one-to-one interactions Like to understand topics in depth Need time to think before changing

perspectives Process information internally Prefer to have information ahead of

time Wait for a pause before speaking Listen more than talk Are comfortable with silence Share well thought out ideas or

questions


When Communicating with Extroverts Acknowledge you are listening and use cues to show you are preparing a

response Provide immediate feedback and verbal acknowledgement Express overt interest and enthusiasm: lean forward, nod, smile, and maintain

eye contact If needed, ask for time to think about something, then set a time to

communicate Anticipate others will want feedback and be prepared to share more

information sooner Focus on discussing topics you know well or have had a chance to consider Seek networking opportunities; find someone to help you make links and

contacts Take initiative to introduce yourself or start a conversation Deal with conflict and be willing to confront issues when they occur Remember others often think out loud, so don’t assume words are well

thought out


When Communicating with Introverts Practice active listening skills Think before speaking or let others know you are thinking out loud Respect need for privacy, build trust, and be sure to respect

confidentiality Choose a time and place to communicate with a minimum of distraction Speak slowly and calmly, (without being condescending) Pause and wait for a response; don’t jump in to fill silence, especially

with small talk Don’t come across as imposing or demanding of an immediate response Provide information ahead of time and allow time and space for

processing Focus on one topic, stay on topic, and avoid making immediate

decisions. Summarize and share your final thoughts and directions


Key Words Associated with E–I

Extraversion Action

Outward People

Interaction Many

Expressive Do-Think-Do

Introversion Reflection Inward Privacy Concentration Few Quiet Think-Do-Think

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We Have a Preference

We all do Extraverted and Introverted things.

But we usually do not do them with equal comfort.

Most of us have a preference for one

or the other.

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E–I Splitting Activity Form groups of all Es and all Is

In your group, create three questions that you want to ask your opposite types to help you understand them better (5 minutes)

Select a spokesperson to ask the questions

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Meet with Your Opposite Types Take turns asking your questions and

listening to the responses

Ask clarifying questions to be sure you understand the responses

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E–I Splitting Activity (cont.)

What are some of the differences you notice between the opposite preferences?

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Typical Differences E groups may Talk more, show energy

and enthusiasm

Respond to questions immediately

Interrupt

Give nonverbal information—gestures, etc.

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I groups may Reflect more, be quieter,

keep enthusiasm inside

Reflect before responding to questions

Wait for space

Be more contained, harder to read (reactions are inside)


E–I Splitting Activity (cont.)

What are the implications and applications of this activity for you or your team? • Communication challenges?

• Misunderstanding between the two types?

How do these differences affect you or your team? • Our interactions at work?

• Requests and agreements?

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E–I Self-Assessment Given the choice, which do you prefer:

Extraversion or Introversion? your self-assessment

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Sensing (S) or Intuition (N)

The way we take in information and the kind of

information we like and trust Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.

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S–N Differences People who prefer Sensing: Focus on present realities, verifiable facts, and experience People who prefer Intuition: Focus on future possibilities, the big picture, and insights

We all use both ways of perceiving, but we typically prefer and trust one of them more.

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S–N Illustration

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How People Take In Information People who prefer Sensing (S) Focus on what is real and

actual Observe and remember

specifics Are factual, concrete, and

sequential

People who prefer Intuition (N) Focus on patterns and

meanings Remember specifics when

they relate to a pattern Are abstract and

imaginative

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How People Take In Information (cont.)

People who prefer Sensing (S) Build carefully and

thoroughly toward conclusions

Understand ideas and theories through practical applications

Are specific and literal

Trust experience

People who prefer Intuition (N) Move quickly to

conclusions, follow hunches

Generate ideas and theories; application is secondary

Use metaphors and analogies

Trust insight

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Communication Strengths Sensing – Just the facts please Are anchored in current

realities and common sense

Are practical and realistic Are observant and attend

to details Retain and learn well from

experiences Immediately apply what is

communicated

Intuitives– I can see it all now Are open to possibilities Anticipate and create

change Are future oriented; see

trends Link and integrate

information Generate ideas


Communication Approach Sensing Types Seek facts, details and concrete

examples Link information to immediate

applications Want specific plans and procedures Like step-by-step explanations Relate information to what has

happened in the past or is happening now

Prefer practical, plain language to symbols, metaphors, theory or abstraction

Focus on the here and now Don’t trust long term, strategic

communications Trust what has already been tried and

proven to be true

Intuitive Types Want to know implications and

relationships, not just facts Become bored and impatient with

details Like to brainstorm or play with ideas

and imagine what could be Focus on the future and long term

aspects and impacts See patterns and understand the big

picture Are stimulated by possibilities; seek to

create, grasp, and share new ideas Use metaphors, analogies, and other

forms of symbolic language In conversations, may jump across

topics exploring links Trust and are eager to apply theories,

models, and frameworks


When Communicating with Sensing Types Be practical and find ways to bring ideas down to earth Provide information on specific realities, details, and immediate

applications Provide concrete examples to prove your ideas work; share facts and

observations Present information sequentially rather than changing topics and

exploring links Show a plan and process for change rather than only a concept Listen carefully to the facts and link new ideas to current realities Remember others may not seek change Assess what is working well as well as what needs to be changed Avoid extensive use of metaphors, analogies, and other abstract

communications Use works that relate to sensory and real life images


When Communicating with Intuitive Types Consider possibilities that may initially seem far-fetched Provide an overview or thumbnail sketch first Suspend realities when necessary to brainstorm and generate

ideas Don’t get bogged down in facts and details Share main points, then add some detail as necessary Stretch toward taking a longer-term, future focus Show future possibilities of your ideas Trust what works and be open to changing what doesn’t work Let others share their ideas and dreams Provide a reality check without discarding ideas; help Intuitive

types link ideas to reality


Key Words Associated with S–N

Sensing Facts

Realistic Specific Present

Keep Practical What is

Intuition Ideas Imaginative General Future Change Theoretical What could be

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We all use Sensing and Intuition when making our observations about the world.

But we usually do not use them

with equal trust.

Most of us have a preference for one or the other.

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S–N Splitting Activity Form groups of all Ss and all Ns.

Look at the following picture for one minute, in silence

Then discuss with your group what you saw and record your observations

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Christopher Williams, Sir Isaac Newton (Masquerade, J. Cape, 1979). Used with permission of the artist.

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People with a Preference for Sensing Describe what they literally see:

• Physical attributes of the picture (color, shapes, artist’s name, size)

Then try to make sense out of the shapes—object sense

Others can usually see the identified shapes

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People with a Preference for Intuition Interpret the picture, seeing possibilities

and meanings that connect to them

Often make up a story about the picture

May come up with a big-picture interpretation of the meaning

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What Can We Conclude? When we all look at the same image,

we see different things What are the implications and applications

of this activity for you or your team?

We must remember that we all trust our own perceptions, while acknowledging that there are many other ways of seeing the same object/situation

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S–N Self-Assessment Given the choice, which do you prefer:

Sensing or Intuition? your self-assessment

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Thinking (T) or Feeling (F)

The way we make decisions Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.

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T–F Differences People who prefer Thinking: Make their decisions based on impersonal, objective logic People who prefer Feeling: Make their decisions based on personal priorities and

relationships

Both processes are rational and we use both, but usually not with equal ease.

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T–F Illustration

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How People Make Decisions People who prefer Thinking (T) Step back to get an

objective view Analyze Use cause-and-effect

reasoning Solve problems with logic

People who prefer Feeling (F) Step in to identify with

those involved Empathize Are guided by personal

and group values Assess impacts of

decisions on people

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How People Make Decisions (cont.)

People who prefer Thinking (T) Strive for an objective

standard of truth Are “reasonable” Can be “tough-minded” Are fair—want everyone

to be treated equally

People who prefer Feeling (F) Strive for harmony and

positive interactions Are compassionate May appear “tenderhearted” Are fair—want everyone to

be treated as an individual

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Communication Strengths Thinking – Is this logical? Calm, reasonable, and

under control Provide honest and frank

feedback Analyze, evaluate, and

critique Objective and principled Clear thinking process using

defined criteria

Feeling – Will anyone be hurt? Able to empathize and

develop rapport Often can see and

appreciate others’ perspectives

Supportive, nurturing, and interested in others

Enjoy cooperating and collaborating

Connect with others and create a harmonious environment


Communication Approach Thinking Use logic and analysis to spot

flaws or weaknesses Need to know “why?” Prefer information that is presented

objectively as a matter of fact Debate or challenge information List and consider pros and cons Create or use clearly defined

criteria Trust competence and expertise Like competition and want to win Use precise and concise language Task and goal focused

Feeling Focus on situational and subjective

beliefs and values See strengths and positive attributes Enjoy encouragement and positive

feedback Share personal situations, case

histories, stories, and examples Want to get to know someone

personally Like making links to and connections

with others Like collaboration and want to

cooperate Warm, supportive, expressive, and

affirming Focus on atmosphere and harmony Interested in people and their needs


When Communicating with Thinking Types Be calmly objective and demonstrate your competence Offer honest and frank feedback as well as positive comments Detach from situations and view them logically and objectively Support your opinions with logical reasoning and clear thinking Avoid becoming overly emotional or passionate when discussing

issues Be logical, reasonable, clear, precise, and concise Focus on tasks and objectives as well as on individuals involved in the

situation Don’t feel threatened or attacked when others like to compete, debate,

or challenge Show cause and effect relationships and pros and cons Accept critical feedback without personalizing it


When Communicating with Feeling Types Take time to get to know them and develop rapport Avoid critiquing and evaluating when you are listening Focus on people in the situation; find out what is valued and important Consider the needs of others for harmony and a positive atmosphere Be friendly and approachable and offer encouragement and support Know when to provide feedback gently and critique behaviors, not

people Include personal needs as criteria in decision making; show people

impacts Connect first, then challenge later; find areas of agreement Be careful to acknowledge and not analyze others’ feelings and values Remember some people dislike competition; focus on crating win-win

scenarios


Key Words Associated with T–F

Thinking Head

Detached Things

Objective Critique Analyze

Firm but fair

Feeling Heart Personal People Subjective Praise Understand Merciful

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We all use both Thinking and Feeling when making decisions.


with equal ease.


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T–F Splitting Activity Form groups of all Ts and all Fs: Imagine that you have been invited to a

party with a close friend Your friend arrives, ready for the party. You

look at what the person is wearing and say to yourself, “Oh no! Is he/she really going to wear that?” What do you do and say in this situation?

Discuss in your group.

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T–F Activity Examples Thinking types concentrate on achieving their

desired outcome—the friend changes clothes

Feeling types think of how the friend will feel at the party

Thinking types are frank and to-the-point in stating their views about the clothing

Feeling types are concerned about embarrassing the person, take a more tactful, indirect approach

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T–F Activity Examples (cont.)

What are the implications and applications of this activity for you or your team?

Thinking types look for faults and helpfully point them out

Feeling types look for good things and point them out

What value does each bring to the team?

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T–F Self-Assessment Given the choice, which do you prefer:

Thinking or Feeling? your self-assessment

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Judging (J) or Perceiving (P)

Our attitude toward the external world and how we

orient ourselves to it Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.

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J–P Differences People who prefer Judging: Want the external world to be organized and orderly Look at the world and see decisions that need to be made People who prefer Perceiving: Seek to experience the world, not organize it Look at the world and see options that need to be explored

We all use both attitudes, but usually not with equal comfort.

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J–P Illustration

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How People Approach Life People who prefer Judging (J) Organized Systematic Methodical Make short- and long-term

plans, and then follow them

People who prefer Perceiving (P) Adaptable and curious Casual Open-ended Adjust flexibly to new

information and changes

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Communication Strengths Judging – Just do something! Are decisive Share decisions, then move

ahead Are well organized and

efficient communicators Are task and goal focused Provide clear expectations

and timelines

Perceiving – Lets wait and see Are flexible and adaptable Respond to the situation as

needed Are open to new information Generate and consider a

wide range of options Take an easygoing

approach to change


Communication Approach Judging Types Reach conclusions quickly,

make decisions, and provide closure

Establish clear expectations, timeline, and objectives

Are punctual and expect others to be on time

Communicate will-defined assignments and consequences

Like organized and efficient communications

Perceiving Types Seek new information and

explore options Include lots of data and ideas in

the decision-making process Have a flexible, spontaneous,

and unstructured communication style

Are open to respond to unexpected requests or opportunities

Can postpone decisions or make tentative decisions that can change


Communication Approach, Continued Judging Types Prefer structured and

scheduled interactions Are uncomfortable with open-

ended, free-flowing discussions Like to have some control and

set limits Want to have information

ahead of time, especially if it is needed to complete tasks

Expect and receive input from others within scheduled timelines

Perceiving Types Seek input from others exactly

when they need it Feel boxed in if immediate

decisions are requested Ask questions and provide

options Prefer open-ended discussions

and language to conclusive statements

See opportunity in interruptions and diversions


When Communicating with Judging Types Make decisions that affect others as soon as possible Decide more quickly than you might prefer Avoid sharing too many options by focusing on what is most important Negotiate specific timelines and deadlines and consistently deliver

projects on time Avoid seeking immediate input on changes to an established plan Narrow and focus your options before sharing them Know when to stop exploring and start making decisions Create and share timelines so others know when your part of the

project will be completed When sharing information or assigning tasks, provide structure and

clear expectations


When Communicating with Perceiving Types Allow opportunities to explore before deciding Expect and schedule in discussion time and plan for changes to your

schedule Establish mutual deadlines rather than direct others Avoid making decisions too quickly; seek more information before

deciding Check to ensure you are not making conclusions when speaking Describe situations rather than evaluate them Consider multiple options and ask more questions to gather

information Be open to changing and dynamic information and situations Be willing to take initial steps without making a complete plan Be open to accommodating unexpected communication opportunities


Key Words Associated with J–P

Judging Organized

Decision Control

Now Closure

Deliberate Plan

Perceiving Flexible Information Experience Later Options Spontaneous Wait

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We all use Judging and Perceiving as part of our lifestyle.


with equal comfort.


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J–P Splitting Activity Form groups of all Js and all Ps Assume that the people in your group are

all friends You’re getting together to celebrate one

member’s birthday What do you do?

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J–P Activity Examples Judging types like to plan the celebration,

wanting to cover every contingency

Perceiving types like to create options, to keep plans flexible, assume it will work out

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J–P Activity Examples (cont.)

What are the implications and applications of this activity for our team? At work, there will always be a plan, but

Js and Ps frustrate each other with the way they develop and implement plans

We need to negotiate what’s decided and where there is flexibility We need to negotiate checkpoints and

midcourse corrections

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J–P Self-Assessment Given the choice, which do you prefer:

Judging or Perceiving? your self-assessment

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Personality Type When combined, your preferences indicate

your personality type.

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16 Personality Types

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Meaning of Results The MBTI® instrument does not measure

how much or how well you do something

It is intended to indicate your innate preferences

The number or category reported with the letter = the clarity with which you indicated your preference

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Activity – Card Sort Count off by three and get in your groups You have 7 minutes to sort 104 cards into

the following categories: Introvert, Extrovert, Sensing, Intuitive, Thinking, Feeling, Judging, and Perceiving When the timer goes off, you will rotate to

your right and use a scorecard I give you to calculate the score of your neighbor group The team that has the highest score, wins a

prize


Integrating Understanding of Tool If you need to communicate with an

introvert: • Send them a meeting invite with agenda OR • Send them an email to let them know what you

need and ask for a time to talk. Why?

• They are drained by interruptions • They need time to think and reflect about what

is important and what they want to say


Integrating Understanding of Tool If you need to communicate with an

extrovert: • Stop by their office and knock on the door and

ask to interrupt for a minute • Catch them in the hallway or in the break room

and let them know you wanted to talk to them about … Do you have time now?

Why? • Prefer to communicate by talking face to face • They are energized by interruptions


Integrating Understanding of Tool When sharing information with a Sensor:

• Present information in a sequential way with step by step details

• Be factual and concrete • Provide a roadmap if possible

Why? • They trust their experience and focus on what

is real and actual • They want to know what the facts are, what

has been done, and what are the bottom line realities.


Integrating Understanding of Tool When sharing information with an Intuitive:

• Tell them why, what is the vision • Focus on the connections and meaning in

“what is” • Tell them about ideas associated

Why? • Intuitive people take in information by seeing

the big picture, focusing on the relationships and connections between the facts

• They want to grasp patterns and see all possibilities


Integrating Understanding of Tool When sharing information with a Thinker:

• Give them pros and cons of each possibility • Tell them the cost of each and identify the cost

of not acting • Focus on tasks, use detached analysis or logic

Why • They focus on logic and cause and effect

reasoning, are analytical, and want everyone to be treated fairly (equally)

• Value competence


Integrating Understanding of Tool When sharing information with a Feeler:

• Share values implicated in decisions • Assess impacts on people • Focus on relationships

Why • They make decisions based on values • They want to know that leadership cares • They apply empathy, compassion and

attention to individual needs • Fairness – everyone treated as individual.


Integrating Understanding of Tool When sharing information with a Judger:

• Be methodical • Share clear goals and timeframes, no

surprises • Refer to how information fits into plans • Specify the steps needed to accomplish a goal

Why • Live by motto “be prepared” • Dislike diversions and surprises • Arrange their world so they don’t have to deal

with last-minute rushes


Integrating Understanding of Tool When sharing information with a Perceiver:

• Be flexible and open ended and offer options • Follow general parameter and timeframes • Include deadlines and pressure prompts and

let them decide on the “how to” Why?

• Feel routine interferes with ability to respond to unexpected opportunities, love being surprised

• Feel most creative under pressure of deadlines • Believe a solution will emerge regardless of

where you start


Recap: Constructive Use of Differences Improve team performance by: Becoming aware of differences Acknowledging the value of differences Practicing new behaviors, seeking out

others with differences Incorporating different perspectives into our

interactions

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16-Room House

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P R E S E N T E D B Y Catherine Curtis - BayworkDefine preference, as used by Jung and MBTI...

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