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© Jean M. Kummerow, Ph.D., 2015. All rights reserved.

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Using the MBTI®

Step II™ assessment in coaching

Jean M. Kummerow, Ph.D. Minneapolis, Minnesota, USA [email protected]

mailto:[email protected]


Overview

Your level of knowledge

What is the Step II assessment?

How Step II adds to the understanding of the Step I framework

Applying Step II concepts to coaching


Your Step II knowledge

1. This is brand new to me

2. I’ve taken it

3. I’ve completed training on it

4. I’ve used it with some clients

5. I use it whenever I can


Step II assessment

Purpose: to identify and describe a person’s individuality within his/her type

Origins: expanded set of items


Step II assessment provides

More diversity in results – ‘one in billions’

Understanding how those of the same Type differ from one another

Help in resolving Type indeterminacy – the ‘but I do both’ comment

Greater trust in the results because they are closer to an accurate description


Step II individualisation by

Identifying five facets of each preference pair

Providing three scoring categories

Interpreting facets in the context of the underlying preference

Assigning additional decision-making styles based on the first two Thinking-Feeling facets



Providing three scoring categories Left pole (E, S, T, J)

o Extraversion: Initiating, Expressive, Gregarious, Active, Enthusiastic

Right pole (I, N, F, P)

o Intuition: Abstract, Imaginative, Conceptual, Theoretical, Original

Midzone



Interpreting those facets as In-preference (IPS): score of 2-5 on same ‘side’ as underlying

preference

o Initiating Extravert

Out-of-preference (OOPS): score of 2-5 on opposite ‘side’ of underlying preference

o Initiating Introvert

Midzone: score of 0 or 1 to either side


Why a Midzone?

Facets have fewer items and are more narrowly defined

Identifying an accurate statistical midpoint is not possible

Respondents with scores of 0 and 1 report specific, consistent behaviours and attitudes that differ markedly from respondents with scores of 2-5



Assigning additional decision-making styles based on a matrix of scores on Logical-Empathetic and

Reasonable-Compassionate



Identifying five facets of each preference pair

Providing three scoring categories Left pole (E, S, T, J)

Right pole (I, N, F, P)

Midzone

Interpreting those facets as In-preference

Out-of-preference

Midzone

Assigning additional decision-making styles based on the first two Thinking-Feeling facets


In other words…

Piling on the profiles

Figuring out the fun facets

Out-of-the ordinary outcomes

Multiple meanings of Midzones

Deciphering decision-making

Portraying profound profiles

From MBTI Step II User’s Guide by J. Kummerow & N. Quenk


When to use the Step II assessment in coaching

Whenever you use the Step I

When you want to identify specific behavioural possibilities associated with a preference

Factors to consider Expense

Time for interpretation

Your knowledge


Extraversion – Introversion facets


ESTJ’s E-I facets


Sensing – Intuitive facets


ESTJ’s S-N facets


Thinking – Feeling facets


ESFP’s T-F facets


Judging – Perceiving facets


INTJ’s J-P facets


Decision-making styles

Step I results: Thinking (T) or Feeling (F)

Step II results: Ideal decision-making style:

Logical and Empathetic

Plus

Actual decision-making style:

Reasonable-Compassionate

Jean M. Kummerow and Naomi L. Quenk, Working with MBTI® Step II Results © 2004 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.


Decision-making styles

Logical (T) and Reasonable (T)

Empathetic (F) and Compassionate (F)

Empathetic (F) and Reasonable (T)

Logical (T) and Compassionate (F)

Midzone with underlying Feeling (F)

Midzone with underlying Thinking (T)



Decision-making styles summary

Logical and Reasonable (27% US; 45.6% UK) Use logic in your ideal and actual decision-making

Empathetic and Compassionate (36% US; 10.6% UK) Use values and feelings in the ideal and in reality

Empathetic and Reasonable (5% US; 0.8% UK) First use your values and feelings as you ponder the decision

The actual decision is made with logic



Decision-making styles summary

Logical and Compassionate (3% US; 5.6% UK) First use logic as you mull over the decision

The actual decision is made with feelings and values

Two different Midzone patterns (29% US; 37% UK) Use both your Thinking and Feeling processes

However, in ambiguous situations, rely more on your basic preference, either Thinking or Feeling




Empathetic: What do I like/dislike about the job?

Compassionate: Am I going to be treated the way I want to be treated?

Accommodating: Is there sufficient harmony for me to be comfortable?

Accepting: Does the organisation welcome a broad range of ideas and methods?

Tender: Do co-workers treat each other kindly and with consideration?

FEELING

Abstract: What is missing from the way this job is being portrayed?

Imaginative: Will the job change with the times so I won’t become obsolete?

Conceptual: Will I have the opportunity to use my own ideas?

Theoretical: How does this fit with my broader interests?

Original: Will I be able to contribute in my own way?

INTUITION

Concrete: Do I have the skills to do the job?

Realistic: Does it pay enough to support my needs?

Practical: Are there structures and resources in place so that I can do the job?

Experiential: Will the organisation provide adequate training for me?

Traditional: Will I be proud to be part of this organisation?

SENSING

Logical: What are the pros/cons of the job for me?

Reasonable: How will taking this job affect my career?

Questioning: Can I get all my questions answered?

Critical: Are there any flaws in the job/organisation that I can’t live with?

Tough: Will I have the authority to follow through on my decisions?

THINKING

Career decision-making


Principle

Use ‘strengths’ to develop a perceived ‘weakness’

Pick 1 facet pole to develop

Identify 2-3 facet poles to ‘help out’


ISTJ example

Develop Accepting (F)

Use Initiating (E)

Concrete (S)

Systematic (J)


Coach this INTJ Senior Accounting Manager

Initiating (E OOPS)

Active (E OOPS)

Logical (T)

Reasonable (T)

Questioning (T)

Critical (T)

Tough (T)

Systematic (J)

Planful (J)

Scheduled (J)

Contained (I)

Imaginative (N)

Conceptual (N)

Theoretical (N)

Emergent (P OOPS)

Issue: does not give enough direction/structure to his staff


Your turn

Pick a facet pole you’d like to develop – either for yourself or for a client E-I facet poles

S-N facet poles

T-F facet poles

J-P facet poles

Identify other facets you could use to ‘help’

Discuss how to make that development happen


Jean’s Step II Name

Contained, Reflective,

Imaginative, Conceptual, Original

ESTJ


www.opp.com/personal-typies

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