Personality type and lawyers implications for practice and professionalism

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Personality Type and the Legal Profession: Introduction to Normal Personality -- Implications for Practice and Professionalism By Dan DeFoe, JD MS

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Agenda

•Link – Type and Emotional Intelligence

•―Normal Personality‖

•Myers-Briggs (MBTI®)

•References 3

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Link – Type & Emotional Intelligence

Daily experience has several factors:

- personality

- emotional intelligence

- performance

And these are interdependent. 4

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Link – Type & Emotional Intelligence – EI competencies

Intrapersonal

• Self-awareness

• Self-confidence

• Self-regulation of moods, impulses

• Flexibility

• Stress management

Interpersonal

•Empathy

•Assertiveness

•Energy management

• Social skills

•Persuasion

•Leadership 5

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Link – Type & Emotional Intelligence Type understanding concerns

internal – intrapersonal

external – interpersonal

processes that make up emotional intelligence.

Type is an ideal model for exploring and developing emotional intelligence.

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Link – Type & Emotional Intelligence The mental functions of Type

Perception – Sensing / Intuition

Judging – Thinking / Feeling

make up the “engine of personality”, the source of:

analysis, reaction, adjustment, and stability

For our dynamic relationship with the world.

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Link – Type & Emotional Intelligence

―When you have an expanded emotional intelligence and a balanced personality, you have a healthier lifestyle, stronger relationships, and overall greater satisfaction and performance in your chosen work.‖

Roger Pearman, Introduction to Type and Emotional Intelligence 8

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“Normal Personality”

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Foundational Concepts – Normal Personality – “Type”

• Jung & Myers

• ―Normal‖ – ―Gifts Differing‖

• Trait vs. Type

• Assessment v. Sorting: MBTI® - Steps I, II, III

• Type in Organizations

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Normal Personality - The MBTI® Instrument

Developed by Katharine C. Briggs and her daughter Isabel Briggs Myers.

Based on the work of Swiss psychologist C. G. Jung, who presented his psychological type theory in his book Psychological Types (published 1921, translated into English 1923).

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Jung’s Theory – Preferences……

•Preferences – innate, ―inborn predispositions.‖

•Preferences interact with and are shaped by environmental influences: • Family

•Country

•Education

• and many others 12

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Jung’s Theory of preferences (cont)

• Four pairs of opposites—e.g right and left hands - use both, but one is our natural preference.

• Preference basics do not change—they stay the same over our lifetime, e.g. always a RT hand

• But, how we use our preferences and often the accuracy with which we can measure the preferences may change.

• Confounding variable—environment!

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Myers-Briggs (MBTI®)

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"The purpose of the Myers-Briggs Type Indicator® is to make the theory of psychological types described by C. G. Jung (1921/1971) understandable and useful in people's lives. The essence of the theory is that much seemingly random variation in behavior is actually quite orderly and consistent, being due to basic differences in the way individuals prefer to use their perception and judgment."

Myers-Briggs (MBTI®) • Perception involves all the ways of becoming

aware of things, people, happenings, or ideas.

• Judgment involves all the ways of coming to conclusions about what has been perceived.

• If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.

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The aim of the MBTI instrument is to identify,

from self self-report of easily recognized

reactions, the basic preferences of people in

regard to perception and judgment, so that the

effects of each preference, singly and in

combination, can be established by research and

put into practical use.

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MBTI® & Jung’s Theory

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

• Jung believed that our preferences do not change—they stay the same over our lifetime.

• What changes is how we use our preferences and often the accuracy with which we can measure the preferences.

• The confounding variable—environment!

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The Four Preferences of the MBTI instrument

Index Preferences

Between E–I

E Extraversion or I Introversion

Affects Choices as to

Whether to direct perception judgment mainly on the outer world (E) or mainly on the inner world of ideas.

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Index Preferences

Between S–N

S Sensing perception or N Intuitive perception


Which kind of perception is preferred when one needs or wishes to perceive.

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Index Preferences

Between T–F

T Thinking judgment or F feeling judgment


Which kind of judgment to trust when one needs or wishes to make a decision.

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Index Preferences

Between J - P

J Judgment or P Perception


Whether to deal with the outer world in judgment (J) attitude (using T or F) or in the perceptive (P) attitude (using S or N).

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Jungian Theory

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The 16 Types

As located on the Type Table

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Key Type Concepts…..Type

•is innate •can be influenced •is observable •is not a box •is not an excuse •indicates preferences, not skills

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Energy Extraversion or Introversion

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Extraversion or Introversion

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The direction in which we focus our attention

and energy Introduction to Type®, p. 9

Energy

Extraversion

[E]

• Energized through contact with other people or through engaging in activities

• The outer world

Introversion

[I]

• Being energized through ideas, quiet times, or solitude

• The inner world

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E–I People who prefer Extraversion:

• Focus their energy and attention outward

• Are interested in the world of people and things

People who prefer Introversion:

• Focus their energy and attention inward

• Are interested in the inner world of thoughts and reflections

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

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Extraversion or Introversion

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Introduction to Type® and Change, pp. 4–5

Where People Focus Attention

Extraverted Types

• External environment

• Talking

• Work through

• Broad interests

• Sociable/expressive

• Initiative in relationships

Introverted Types

• Inner world

• Writing

• Reflecting / Mental practice

• Deep interests

• Private/contained

• Initiative when important

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Extraversion-Introversion

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RM 3-13

Source: Work It Out (p. 7) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission.

Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.Davies-Black is a registered trademark of CPP, Inc.

Some Key Words Associated with

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Extraversion

Action

Outward

People

Interaction

Many

Expressive

Do-Think-Do

Introversion

Reflection

Inward

Privacy

Concentration

Few

Quiet

Think-Do-Think

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 over the other.

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Self-Assessment

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Given the choice, which do you prefer: Extraversion or Introversion?

How clear are you about your preference?

Very

Clear

Fairly

Clear

Slight Slight Fairly

Clear

Very

Clear

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Information Sensing or Intuition

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Sensing or Intuition

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The way we take in information and the kind of

information we like and trust Introduction to Type®, p. 9

How people take in information | S–N People who prefer Sensing:

• Prefer to take in information using their five senses— sight, sound, smell, touch, and taste

People who prefer Intuition:

• Go beyond what is real or concrete and focus on meaning, associations, and relationships

We all use both ways of perceiving, but we

typically prefer and trust one more.

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Sensing [S]or Intuition [N]

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How Do You Take In Information?

SENSING

Present orientation

What is real

Practical

Facts

Perfecting established skills

Utility

Step-by-step

The five senses

INTUITION

Future possibilities

What could be

Theoretical

Inspirations

Learning new skills

Novelty

Insight-by-insight

The sixth sense, a hunch

RM 3-17

Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow. Mountain View, CA: CPP, Inc., 1998. Reprinted with permission.

Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.

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Information – S or N

Sensing [S]

Paying attention to what you perceive through the five senses: seeing, hearing, touching, smelling, and tasting

Intuition [N]

Paying attention to what might be described as the sixth sense—the unseen world of meanings, inferences, hunches, insights, and connections

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Sensing-Intuition

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RM 3-18

Source: Work It Out (p. 8) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission.

Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for

any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust

in the United States and other countries.Davies-Black is a registered trademark of CPP, Inc.


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

But we usually do not use them

with equal trust.


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Self-Assessment

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Given the choice, which do you prefer: Sensing or Intuition?


Very

Clear

Fairly

Clear


Clear

Very

Clear

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Decisions Thinking or Feeling

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Thinking or Feeling

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The way we make decisions Introduction to Type®, p. 10

T–F

People who prefer Thinking:

• Make their decisions based on impersonal, objective logic

People who prefer Feeling:

• Make their decisions with a person-centered, values-based process

Both processes are rational and we use both

often, but usually not equally easily.

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Thinking or Feeling

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Decisions

Thinking

Making decisions based on impartial criteria—cause-effect reasoning, constant principles or truths, and logic

Feeling

Making decisions based on values-based, person-centered criteria, seeking harmony

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Thinking

Head

Distant

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

How Do You Make Decisions? Thinking

[T]

• Logical system

• Head

• Objective

• Justice

• Critique

• Principles

• Reason

• Firm but fair

Feeling

[F]

• Values system

• Heart

• Subjective

• Mercy

• Compliment

• Harmony

• Empathy

• Compassionate

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Thinking-Feeling

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RM 3-21

Source: Work It Out (p. 9) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission. Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.Davies-Black is a registered trademark of CPP, Inc.

How People Make Decisions

Thinking Types [T]

• Analytical

• Cause & Effect

• Logical

• Objective standard

• Reasonable

• ―Tough-minded….‖

• Fair + Equal

Feeling [F]

• Empathetic

• Guided by values

• Impact to people?

• Harmony

• Compassionate

• ―Tender-hearted…‖

• Fair + Individual

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Thinking

Head

Distant

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful


We all use Thinking and Feeling when making decisions.


with equal ease.


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Self-Assessment

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Given the choice, which do you prefer: Thinking or Feeling?


Very

Clear

Fairly

Clear


Clear

Very

Clear

?

Outer World Judging or Perceiving

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Judging or Perceiving

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Our attitude toward the external world and how we

orient ourselves to it Introduction to Type®, p. 10

J–P 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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Judging or Perceiving

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Approach to Life

Judging

[J]

Want to live an ordered life, with goals and structure, making decisions so you can move on

Perceiving

[P]

Want to live a spontaneous life with flexibility, staying open to new information and possibilities

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How Do You Approach Life?

JUDGING

Decide about information

Regulate

Control

Settled

Run one’s life

Set goals

Closing off

Organized

PERCEIVING

Attend to, gather information

Flow

Adapt

Tentative

Let life happen

Seek options

Opening up

Flexible

Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow, Mountain View, CA: CPP, Inc., 1998.Reprinted with permission.

RM 3-23 Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.

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Judging

Organized

Decision

Control

Now

Closure

Deliberate

Plan

Perceiving

Flexible

Information

Experience

Later

Options

Spontaneous

Wait


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


with equal comfort.


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Judging-Perceiving

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RM 3-24

Source: Work It Out (p. 11) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission. Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries. Davies-Black is a registered trademark of CPP, Inc.

Self-Assessment

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Given the choice, which do you prefer: Judging or Perceiving?


Very

Clear

Fairly

Clear


Clear

Very

Clear

?

Personality Type

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When combined, your preferences indicate your personality type.

Type Application Examples

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“Z” Problem Solving Model

•All functions contribute to effective practice

•Tend to use dominant and auxiliary

•Z model – all 4 functions used

•Order of the ―Z‖ process….

• Sensing to

• Intuition to

•Thinking to

• Feeling 70

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Z Problem Solving Model

•Sensing – specifics?

• Intuition – important meanings?

•Thinking – objective evaluation?

•Feeling – subjective evaluation

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Sensing (S)

•Gather specific information

•What are the details?

•Applicable rules, law?

•Make the situation ―real‖

•Challenge using facts

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Intuition (N) •Patterns & relationships

•Central themes or stories

•Broad sweep – then relate

•Progressions, assumptions

• Strategize to make themes

•Openness to creative solutions

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Thinking (T) •Objective judgments

•Precedent

• Sequential analysis

•Examine judicial reasoning

•Arguments for all sides

• Step by step legal analysis skills

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Feeling (F) • Subjective understanding

•Who are the people?

•Values, interests, needs

•Relational considerations

•Consider all sides

•Personal values not ―best‖ always

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S–N Splitting Exercise

Look at the following pictures for a few moments, in silence.

Then, be prepared to share with the group what you have perceived.

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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 agree with the interpretations of the shapes

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People with a Preference for Intuition

• Interpret the picture, seeing possibilities and meanings that are highly personalized

•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.

•Who sees it correctly?

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S–N Splitting Exercise

What are the implications and applications of this exercise?

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

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Constructive Use of Differences

Isabel Myers’ goal for type and the MBTI®

instrument:

• Becoming aware of differences

• Acknowledging the value of differences

• Practicing new behaviours, seeking out others with differences

• Incorporating different perspectives into our own processes

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About the MBTI® Instrument

• An indicator—not a test

• Looks only at normal behavior

• Forced-choice questions

• Takes about 20–40 minutes to complete

• No right or wrong answers—answer as you see fit

• Your results are confidential

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About the MBTI® Instrument (cont.)

• There are no good or bad types.

• All types have some natural strengths and some possible pitfalls or blind spots.

• The instrument gives practical results you can use:

• In teamwork

• In communication

• In decision making

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MBTI® Benefits to Lawyers & Firms • Reliable, valid, cost-effective, easy to use

• Logical model of consistent human behavior

• Reduce conflict….objective, rational framework

• Emphasizes value of diversity

• Identify assets/blind spots: persons/teams

• Understand organizational character

• Clarify fit – people & jobs

• Ethical guidelines support use

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MBTI® Benefits to Lawyers & Firms

•Leadership development

•Team building

•Career development

•Communication

•Conflict management

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References– Myers-Briggs & MBTI® Kummerow, J.M., Barger, N.J., Kirby, L.K. (1997).

WorkTypes: Understand your work personality – how it helps you and holds you back, and what you can do to understand it. New York: Business Plus.

Myers, I.B., (1980). Gifts differing. Palo Alto: Consulting Psychologist’s Press.

Pearman, R. (2002). Introduction to type and emotional intelligence. Mountain View, CA: CPP, Inc.

Pearman, R., Albritton, S. (2010). I’m not crazy, I’m just not you: the real meaning of the 16 personality types: secrets to how we can be so alike when we’re so different (2nd ed.). Boston, MA: Nicholas Brealy.

Peters, M. & Peters, D. (2007) Juris Types: Learning law through self-understanding. Gainesville FL: Center for Applications of Psychological Type, Inc.

Peters, D. (1993). Forever Jung: Psychological type theory, the Myers-Briggs Type Indicator, and learning negotiation. Drake Law Review 42, no. 1:1-121.

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Web References – Myers-Briggs & MBTI®

www.aptinternational.org -

Association for Psychological Type International

www.capt.org – Center for Applications of Psychological Type

www.cpp.com – CPP, Inc. f/k/a Consulting Psychologist Press

www.myersbriggs.org – Myers Briggs Foundation

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http://www.aptinternational.org/

http://www.capt.org/

http://www.cpp.com/

http://www.myersbriggs.org/

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Thank you very much.

Conclusion & Thank You!

• This presentation has provided just a brief introduction and overview of ―Normal Personality‖ as defined by Carl Jung and Myers-Briggs and the MBTI® Type Indicator.

• Please check out the references noted above and also the web sites if you have interest.

Thank you very much. Dan DeFoe, JD MS [email protected] MBTI® Type Indicator, Steps I,II,III, Certified Administrator

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Personality type and lawyers implications for practice and professionalism

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