Mbti Module Vet Final

MBTI Module 1: Introduction to the

Myers-Briggs Type Instrument

Learning Objectives

The MBTI Tool1 2Understanding

Type 4 Carl Jung 5The 4

Dichotomies 63MBTI Comparison

Achieve an increased awareness of your thoughts, feelings, and behaviors: ◆ How you prefer to become energized. ◆ How you prefer to take in information. ◆ How you prefer to make decisions.

How you prefer to approach life.

Recognize and respect your strengths and challenges.

Develop awareness of how preference dichotomies impact others’ thinking, feeling, and behaviors.

Grasp that all preferences are equally valuable and useful.

Be motivated to use what you have learned to benefit yourself and others with whom you work or interact, such as the members of your veterinary team!

Course DescriptionExceptional veterinary teams are comprised of individuals who understand their personal strengths. They apply this knowledge in their collaborative and leadership capacities, resulting in improved professional practice and personal morale based on increased abilities to be effective in interpersonal relationships, communication, and decision making.

The purpose of Module 1 is the acquisition of powerful information and insights that will help you understand your personal strengths in order to enhance your contribution to your veterinary team and to promote your effectiveness in relationships at home, at school, and in life.

Learning Objectives◆ Learn the purposes of the Myers-Briggs Type Indicator (MBTI)

personality tool.◆ Know how the MBTI is similar to and different from other

personality inventories.◆ Understand the concept of “personality type.”

Optional and Recommended ◆ Complete the MBTI. Register at myEVT.com. ◆ Review your assessment report to become aware of your

type preferences.

Optional and Recommended: Take the MBTI

Part 1: The MBTI ToolPersonality assessment and the veterinary team

Increasing self-awareness Understanding individual differences

Part 2: Understanding TypeBenefits of understanding personality type

Part 3: MBTI Comparison How the MBTI compares to other psychological tests

What makes the MBTI similar What makes the MBTI unique

Part 4: Carl JungWhat is personality type?

Personality type theory Recommended reading

Part 5: The Four DichotomiesThe building blocks of personality type

The four dichotomies The spice of life Exercise

Part 6: The Eight PreferencesUnderstanding your preferences

The eight preferences

Required Materials Required course content is online.

Optional and recommended Take the MBTI online at the EVT discounted price.

The 8 Preferences

Course Content

http://myevt.com/purchase_mbti

1 The MBTI Tool

The MTBITool1 Understanding

Type2 MBTIComparison3 Carl

Jung4 The 4Dichotomies5 The 8

Preferences6

The purpose of the MBTI personality inventory is to makethe theory of psychological types described by Carl G. Jungunderstandable and applicable. The essence of the theory isthat much seemingly random variation in people’s behavioris actually quite orderly and consistent, being due to basicdifferences in the way individuals prefer to:

• Get energized• Take in information• Make decisions, and• Approach life.

These preferences are innate and hard-wired, in much thesame way that you are born with a preference for eitherright- or left-handedness.

When combined, your preferences form one of 16 uniquepersonality types, each with its own strengths and weaknesses.No type is inherently better or worse than any others. Byunderstanding your type, and the type preferences of thosearound you, you gain powerful insights into maximizing yourown effectiveness and your ability to work with others.

The MBTI tool is great for:• Increasing self-awareness.

Self-awareness alone is a compelling predictor of success atwork and accounts for one third of job performance.Awareness of your unique personality profile is an essentialstarting point.

The Myers-Briggs Type

Indicator(MBTI) is a

valuable toolfor personal

developmentand for

buildinghealthy and

productiveveterinary

health careteams.

P E R S O N A L I TYPESSA S S M E N T

Y12 13

21

18

14 15 16 17

19

8 9 10

20

1176

53 4

1 2

27

25

26

2322 24

3128 29 30

and the Veterinary Team

The purposeof learningabout type isto help youunderstandyourselfbetter and toenhance yourrelationshipswith others.—Isabel

BriggsMyers

• Understanding individualdifferences. Social awareness is thekey to working well with others andthe MBTI instrument helps peopleunderstand the differences in howpeople work and interact.

Using these powerful insights we candiscover how each person’s uniquepersonality type contributes to teamperformance. Plus, we can learn newways to increase collaboration andimprove relationships, productivity,and efficiency at work by consideringall points of view. ●

notes

By Jeff Thoren, DVM, ACC

2 Understanding Type




Preferences6

Understanding and applying aknowledge of personality typeleads to:

• Enhanced leadership• Improved teamwork• Clearer communications• Greater utilization of personal

strengths• Reduced conflicts• Improved decision making• Increased morale

In developing the MBTI, the aim ofIsabel Briggs Myers, and her mother,Katharine Briggs, was to make theinsights of type theory easy to grasp.After more than 50 years, the MBTIassessment continues to be the bestknown and most trusted personalitytool available today. More than 2million assessments are administered toindividuals annually. ●

Benefits of Understanding

PersonalityTyPe

From developing more productive work teamsto building closer families, the MBTI canimprove the quality of life for anyone and anyorganization.

notes


3 MBTI Comparison




Preferences6

The Myers-Briggs Type MBTI Indicator (MBTI)is a psychological instrument that providesinformation about Jungian-based personality orpsychological types. It is not considered to be atest or evaluation instrument, and there are noright or wrong answers. The responses to thequestions give an indication of the person’spsychological type, and all types are positive orgood.

The MBTI is similar to other psychologicalinstruments in that it is designed to assess somequalities of an individual’s personality. Peopleare asked to respond to questions about theirpreferences in various situations, and the resultis an indicated “type” of personality. Knowingone’s type gives insight into motives, behaviors,and interactions with others.

The MBTI instrument is unlike many other psychological instrumentsin that it is not an assessment of mental health, intelligence, or unhealthy personality types orpatterns. The common psychological instrument may tell you, among other things, where youare deficient, lacking or disturbed. It is not possible to have an MBTI result that is bad orunhealthy. The MBTI instrument is intended for self-discovery—what is right with you.

It does not measure amounts of personality traits or quantities of thought or behavior. Mostpsychological instruments report high or low amounts of a good or bad trait. The MBTIinstrument sorts personalities into different types that are qualitatively different. Just as applesare different from oranges, one personality type is different from other types. Trait theory wouldtell you how much orange and how much apple you are.

It does not compare your results to that of other individuals. Most psychological testsevaluate you by comparing you to some normal or pathological standard. With the MBTIinstrument your responses are the only values used to indicate your psychological type.

Whether or not you are an extravert or an introvert is the importantissue, not how you compare to other extraverts or introverts.

It does not tell you what you are. Usually the results of apsychological instrument are the final word. You are depressed ordysfunctional in some way and the test told you so. With the MBTIinstrument, the type that the person reports on the Indicator is ahypothesis that needs to be verified by the respondent as he or sheconsiders the descriptions of the reported and different types. Thisleads to a best-fit type, and continued self-assessment may result in anaccurate indication of type that is different from the reported results.Remember: you are the expert on you. It is up to you to decide howand if type can enhance your life. ●

notes

hSource: capt.org/mbti-assessment/mbti-test-comparison.htm

What Makes MBTI Unique• The MBTI instrument does not evaluate

mental health; there are no bad orunhealthy results.

• The MBTI instrument sorts individualsinto opposite categories, both of whichare desirable. Many instrumentsmeasure the amount or degree of a trait,such as shyness or detail-orientation.Usually, it is desirable to have more orless of a trait, whereas with the MBTIinstrument both categories are desirable.

• The MBTI instrument does not compareyour results to those of other people; itdoes not evaluate you by comparing youto any normal or pathological standard.

• The MBTI instrument describes theinteraction between all preferences(called type dynamics) to create a wholetype pattern rather than just adding upthe qualities of each separate preference.

• The MBTI instrument allows you todetermine your own personality typethrough a personal verification process,leaving the final assessment of your typein your hands.

hSource: http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/different-from-other-instruments.asp

How MBTI Compares to OtherPsychological Tests

The MBTI issimilar tootherpsychologicalinstruments inthat it isdesigned toassess somequalities of anindividual’spersonality.


www.capt.org/mbti-assessment/mbti-test-comparison.htm

http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/different-from-other-instruments.asp

4 Carl Jung



Jung4 The 4Dichotomies5 6

notes

Just remember that, in the words of IsabelMyers, “Type does not explain everything. Humanpersonality is much more complex.”

An underlying personality patternresults from the dynamic interaction ofbasic preferences, environmentalinfluences, and our own choices. Wetend to develop behaviors, skills, andattitudes associated with our type, andthose with different types will likely beopposite to you in many ways, whilepeople with the same personality typesnaturally have similar interests andviews, behaviors, and motivations.

Each type represents a valuable andreasonable way to be. Each has its ownpotential strengths, as well as its likelyblind spots. Awareness of differencesbetween types can help peopleunderstand and value other people who think and act quite differently. ●

What IsPersonalityType?Personality type (also referred to as psychologicaltype) is based on the theory described by Carl Jungthat seemingly random variation in people’sbehavior is actually consistent and orderly. Theconcept is a practical and convenient frameworkfor understanding and appreciating the differencesamong individuals.

The 8Preferences

Recommended ReadingThere are a vast number of books and articles that willhelp you better understand the MBTI and how it to useit. Some of classics in the field:

1. Health Care Communication Using Personality Type:Patients are Different! Allen J—Philadelphia: Taylor andFrancis, 2000.

2. People Types and Tiger Stripes. Lawrence G—Gainesville: Center for Application of Psychological Type, 2000.

3. Please Understand Me: Character and TemperamentTypes. Keirsey D, Bates—Del Mar, CA: PrometheusNemesis Books, 1984.

4. Please Understand Me II: Temperament, Character, andIntelligence. Keirsey D, Bates—Del Mar, CA:Prometheus Nemesis Books, 1998.

Take a moment to think about the people

you work with in your practice. You can

probably identify team members who think

and operate differently from you. As you

continue through this learning module,

pay particular attention to see if some of

these differences may be explained by

differences in personality type.


http://www.amazon.com/Health-Care-Communication-Using Personality/dp/0415213746/ref=sr_1_1?ie=UTF8&s=books&qid=1241812720&sr=1-1#

http://www.amazon.com/People-Types-Stripes-Gordon-Lawrence/dp/0935652167

http://www.amazon.com/ Please-Understand-Me-Character-Temperament/dp/0960695400

http://www.amazon.com/Please-Understand-Temperament-Character-Intelligence/dp/1885705026

5 The 4 Dichotomoies




Preferences6

BLOCKSThere are four key building blocks that make up our personality type. Each of the fourbuilding blocks is made up of a pair of opposite preferences. So there are two possible wayswe can choose to use each building block at any given moment in time.

In type terms, these building blocks are called dichotomies and their pairs of oppositepreferences are called poles. The MBTI reports preferences related to the following fourdichotomies.

The Four Preference Dichotomies• Extraversion/Introversion How you prefer to get energized

• Sensing/Intuition How you prefer to take in information

• Thinking/Feeling How you prefer to make decisions

• Judging/Perceiving How you prefer to approach life

It is important to understand three key points.1.You can and do use each of these eight preferences at different times. We use both

poles at different times and in different contexts. However, we can’t use both at exactlythe same time and we don’t use both with equal confidence.

2.Although you use all of the preferences, you tend to use one preference in each pairmore than the other; one feels more comfortable, more natural. Neither is wrong. You can do both, but you prefer one.

3.Most importantly all eight of the preferences are equally valuable. All preferencesare equally valuable and each type brings an important point of view when peopleinteract.

The Spice of LifeA variety of types is best for a work group or team because many viewsare represented. Although each type approaches situations differently,and another person’s approach may not be what you would choose, eachway can be effective.

For example, let’s say you have a colleague at work named Nicole.Nicole’s type may lead her to like doing things at the last minute, whileyou are uncomfortable if everything isn’t scheduled and planned inadvance. Nicole may feel constrained when she has to plan far inadvance. You are not right and Nicole wrong. Nicole is not right andyou wrong. Different ways, based on different personality types, workfor one of you and not for the other.

Of course when you and Nicole work together, your differences canbe irritating. This is when knowing about personality type can help.You can accept her way as valid and she can accept yours.

THEBUILDING

OF PERSONALITY TYPE

“There is noright or wrongtype, and thereare no better or worsecombinationsof types inwork orrelationships.”- Isabel

Briggs Myers

notes

ExerciseIn her studies of people and extensive readingof Jung’s theories, Isabel Myers concludedthere were four primary ways people differedfrom one another. She labeled thesedifferences “preferences,” drawing asimilarity to “hand preferences” to illustratethat although we all use both of our hands,most of us have a preference for one over theother and “it” takes the lead in many of theactivities in which we use our hands.

To experience this concept, try this simpleexercise:

• Take out a piece of paper and sign yourname as you normally do.

• Now, sign your name again, but this timeuse your other hand.

• How would you describe the experience ofwriting your name with your preferredhand?

• With your nonpreferred hand?• Most people who try this immediately notice

a number of differences:

Preferred Hand

• Feels natural

• Didn’t think about it

• Effortless, easy

• Looks neat, legible, adult

Nonpreferred Hand

• Feels unnatural

• Had to concentrate while doing it

• Awkward and clumsy

• Looks childlike legible, adult

The words used to describe the preferencesfor one hand over the other illustrate thetheory of preferences in the MBTI: You canuse either hand when you have to, and youuse both hands regularly; but for writing, oneis natural, while the other often requiresmore effort and doesn’t come quite as easily.

hSource: Introduction to Type, 6th ed. Myers IB—Palo Alto, CA:CPP, 1998.


6 The 8 Preferences

Your results from the MBTIinstrument help you become aware

of your personality preferences. A preference is what you like. You

may like, or prefer, peppermint candyover butterscotch. You may preferreading over watching movies. Thisdoesn’t mean you won’t sometimeschoose, or be pressured to choose,butterscotch candy or movies. But ingeneral you will prefer to choosepeppermint and reading.

There are no right or wrongpreferences. Reading is not better thanwatching movies; each has its strengthsand its problems. Most people have theability to do both, even if they don’t likeone or the other.

Personality type, also calledpsychological type, is what you preferwhen you are using your mind orfocusing your attention. Studies andexperience have shown that there areconsistent patterns for each person.There are many benefits tounderstanding your own preferences,including how they affect you, how theyaffect your style of communication, andhow they are different from what otherpeople prefer. Preferences allow us tohave different interests, different ways ofbehaving, and different ways of seeingthe world.

While all the preferences are equal,each has different strengths and differentchallenges. Knowing these personalitystrengths and challenges for yourself andothers can help you understand andappreciate how everyone contributes to asituation, a task, or the solution to aproblem.

The Eight Preferences

How you prefer toget energized

How you prefer totake in information

How you prefer tomake decisions

How you prefer toapproach life

ExtraversionPeople who preferextraversion tend tofocus on the outsideworld and get energythrough interactingwith people and doingthings.

SensingPeople who prefer sensing tend to noticeand trust facts, details,and present realities.They like to take ininformation throughthe five senses

ThinkingPeople who prefer thinking tend to makedecisions usingimpartial, logical, andobjective analysis.

JudgingPeople who prefer judging tend to like aplanned approach tolife and are organized,orderly, structured,and decisive.

Note: to avoid confusion, N is used as the abbreviation for Intuition and I for Introversion.

Four of these eight preferences (E or I, S or N, T or F, J or P) make up a person’s MBTI type, also called psychological or personality type. As you act on yourtype preferences, you create a unique approach to the world, to information, to decisions, and to other people.

When the preferences are combined in all possible ways, they form 16 distinct personality types.

E

S

T

J

I

N

F

P

“Becomeaware of yourtype biases(we all havethem!) toavoid negativestereotyping.”- Isabel

Briggs Myers

IntroversionPeople who preferintroversion tend tofocus on the inner worldand get energy throughreflecting oninformation, ideasand/or concepts.

IntuitionPeople who prefer intuition tend to payattention to and trustinterrelationships,theories, and futurepossibilities. They aredrawn to the big picture.

FeelingPeople who preferfeeling tend to makedecisions to createharmony by applyingperson-centered values.

PerceivingPeople who prefer perceiving tend to adopta more spontaneousapproach to life and areflexible, adaptable, andlike to keep theiroptions open.




Preferences6

Understanding YourPreferences

notes


MBTI Module 2:

Exploring Your Preferences

Learning Objectives

Course DescriptionUnderstanding personal strengths is the cornerstone for enhancing the development of exceptional veterinary teams. Through applying this awareness, individual and collaborative leadership capacities are enhanced, and all aspects of the veterinary practice are positively impacted. The purpose of Module 2 is to focus on the interpretation of the Myers-Briggs Type Indicator (MBTI) personality type assessment. Through these interpretations, 16 personality type preferences are understood and can be applied in any context. Utilizing type preference knowledge promotes the effectiveness of your veterinary team to provide providing high-quality patient care, resulting in client adherence and loyalty…and professional satisfaction.

Learning Objectives Optional and Recommended: ◆ Complete the MBTI. (Register at myEVT.com.) ◆ Review your assessment report to become aware of your

type preferences.

Learn the general characteristics of each of the eight type preferences.

Discover how each of the type preferences is expressed.

Explore your preferences, comparing and contrasting examples to determine: ◆ How you prefer to get energized. ◆ How you prefer to take in information. ◆ How you prefer to make decisions. ◆ How you prefer to approach life.

Explore and apply the understanding of team differences, using veterinary practice examples, as a means to strengthen the practice team.

Self-assess your type preferences.

Find out what’s included on your MBTI Profile Report.

Receive guidance to interpret your MBTI Profile Report and your type preferences.

Determine your best fit type.

Reflect on your thoughts, feelings, and behaviors, applying what you have learned about type preferences.

Optional and Recommended: Take the MBTI

Part 7: Extraversion or IntroversionExploring your preferences

How do you prefer to get energized? What do extraversion and introversion look like? General characteristics Extraversion and introversion in a veterinary practice Self-assessment

Part 8: Sensing or IntuitionExploring your preferences

How do you prefer to take in information? What do sensing and intuition look like? General characteristics Sensing and intuition in a veterinary practice Self-assessment

Part 9: Thinking or Feeling Exploring your preferences

How do you prefer to make decisions? What do thinking and feeling look like? Characteristics of people who prefer thinking vs feeling Thinking and feeling in a veterinary practice Self-assessment

Part 10: Judging or PerceivingExploring your preferences

How do you prefer to approach life? What do judging and perceiving look like? Characteristics of people who prefer judging vs

perceiving Judging and perceiving in a veterinary practice Self-assessment

Part 11: Your MBTI ResultsYour self-assessment results

Interpreting your MBTI Profile Report and Indicator Type

What’s included on your MBTI Profile Report Determining your best fit type Reasons your indicator type may not be your

best fit type Tips for discovering your best fit type Questions to help provide clarity

Part 12: Whole Type Descriptions Use whole type descriptions to help verify your

best fit type Next steps Books

Required Materials • Required course content is online.Optional and recommended • Take the MBTI online at the EVT discounted price.

Course Content

Websites Articles

E or I?7 8 S or N? 10 J or P? 11 Your MBTI Results 12 Whole

Types9 T or F?

http://myevt.com/purchase_mbti

Exploring Your Preferences:Extraversion (E) or Introversion (I)

7 Extraversion or Introversion


How Do You Prefer To Get Energized?The first pair of psychological preferences is Extraversion and Introversion. Where do you put your attention and get your energy? Do you like to spend time in the outer world of people and things (Extraversion), or in your inner world of ideas and images (Introversion)?

Extraversion and Introversion, as used by C.G. Jung, explain different attitudes people use to direct their energy. These words have a meaning in psychology that is different from the way they are used in everyday language. Everyone spends some time extraverting and some time introverting. Don’t confuse Introversion with shyness or reclusiveness; they are not related.

The Extraversion/Introversion (see What Do Extraversion and Introversion Look Like?) dichotomy of the MBTI addresses these questions:

◆ Where do you focus your attention?

◆ How do you get energized?

◆ Where do you direct your energy?

◆ What tends to drain your energy?

◆ How much and what kind of contact with others do you prefer?


Types9 T or F?

What Do Extraversion and Introversion Look Like?Which of the these descriptions seems more natural, effortless, and comfortable for you?

Extraversion (E)“Let’s talk this over.”

Introversion (I)“I need to think about this.”

You are drawn to the outside world as your elemental source

of energy. Rarely, if ever, do you feel your energy batteries

are “drained” by excessive amounts of interaction with the

outside world. You engage the things, people, places, and

activities going on in the outside world for your life force.

You draw your primary energy from the inner world of

information, thoughts, ideas, and other reflections. When

circumstances require an excessive amount of attention

spent in the outside world, you find the need to retreat

to a more private setting as if to recharge your drained

batteries.

Your energy is directed outward and stimulates action. Your energy is directed inward and stimulates reflection.

You are responsive to what is going on in the environment.

You learn and work best when able to share, discuss, and

process information with others.

You achieve stability from attending to enduring ideas. You

learn and work best by having time to relate, understand,

and process information on your own.


General CharacteristicsLet’s take a look at some of the characteristics of people who prefer Extraversion and Introversion.

People who prefer Extraversion (E) People who prefer Introversion (I)

◆ Talk more than listen ◆ Listen more than talk

◆ Have broad interests ◆ Focus in depth on their interests

◆ Prefer to do lots of things at once ◆ Prefer to focus on one thing at a time

◆ Act first, think/reflect later ◆ Think/reflect first, then act

◆ Prefer a public role ◆ Prefer to work “behind-the-scenes”

◆ Prefer to communicate by talking ◆ Prefer to communicate in writing

◆ Talk about their thoughts ◆ Keep thoughts inside until they are clearly formulated

◆ Feel their best work is done with others ◆ Feel their best work is done alone

◆ Feel deprived when cutoff from interaction with the outside world

◆ Regularly require an amount of “private time” to recharge their batteries

◆ Need to experience the world before they can understand it

◆ Need to understand the world before they experience it

◆ Plunge in and try out ideas right away ◆ Try things out reflectively first

◆ Look outside themselves for ideas and stimulation ◆ Look inside themselves for ideas and stimulation

◆ Prefer a physical work space that facilitates interaction

◆ Prefer a physical work space that allows for privacy and concentration

◆ Assume that others are interested in what they have to say

◆ Don’t assume that others want their opinion unless they explicitly ask for it

◆ Engage with others to consider conflict ◆ Withdraw from others to consider conflict

Self-Assessment: Do You Prefer Extraversion or Introversion?Based on your understanding of Extraversion and Introversion, which preference do you think more accurately describes you?

Each of us has two faces. One is directed towards the outer world of activities, excitements, people, and things. The other is directed inward to the inner world of thoughts, interests, ideas, and imagination. These are two different but complementary sides of our nature.

Remember, you can and do use both preferences at different times and in different situations, but which one is your most natural energy orientation?

Select either Extraversion or Introversion

Extraversion (E)People who prefer Extraversion tend to focus on the outside world and get energy through interacting with people and doing things.

Introversion (I)People who prefer Introversion tend to focus on the inner world and get energy through reflect-ing on information, ideas and/or concepts.

❏

❏


Extraversion and Introversion in a Veterinary PracticeKatharine and Isabel are licensed veterinary technicians with comparable experience and skills. They have similar roles at their practice, spending time interacting with clients and working on inpatient cases. While both are talented and committed team members, their contrasting work and communication styles are making it difficult for them—and the rest of the team—to work effectively together.

Katharine prefers Extraversion Isabel prefers Introversion

Katharine thrives on active, people-filled days and enjoys talking with clients in the exam rooms and reception area. Because she likes to be involved with activities involv-ing other people, Katharine finds it difficult to focus on solitary tasks for long periods of time. She prefers more active work that requires several pairs of hands, like taking radiographs or surgery prep work.

Isabel prefers working in the back of the hospital to working up front with clients and is at her best when she can concentrate and work independently, working on tasks such as lab work or performing dental procedures.

Katharine is energized by lively, wide-ranging discussions and likes to “talk things out.” Her conversation is rapid paced and she often interrupts others to elaborate on and process thoughts.

Isabel wants to “think things through,” and is more likely to engage in quiet conversations with space for reflection. Her conversation pace is slower as she takes time to formulate and build thoughts and ideas inter-nally before speaking.

The Result:

Because both technicians naturally gravitate to the job functions they enjoy most, important things sometimes don’t get done, patient care suffers, and they resent each other for “shirking their responsibilities.”

Isabel feels she “can’t get a word in edgewise,” but that it doesn’t really matter since Katharine never listens anyway. Isabel thinks Katharine has too many “half-baked ideas.” Katharine, meanwhile, wonders why Isabel is so secretive.

An understanding of the MBTI personality framework can be a starting point for understanding and working through the differences between these two team members related to their preferences for Extraversion and Introversion.

General CharacteristicsLet’s take a look at some of the characteristics of people who prefer Extraversion and Introversion.

People who prefer Extraversion (E) People who prefer Introversion (I)

◆ Talk more than listen ◆ Listen more than talk

◆ Have broad interests ◆ Focus in depth on their interests

◆ Prefer to do lots of things at once ◆ Prefer to focus on one thing at a time

◆ Act first, think/reflect later ◆ Think/reflect first, then act

◆ Prefer a public role ◆ Prefer to work “behind-the-scenes”

◆ Prefer to communicate by talking ◆ Prefer to communicate in writing

◆ Talk about their thoughts ◆ Keep thoughts inside until they are clearly formulated

◆ Feel their best work is done with others ◆ Feel their best work is done alone

◆ Feel deprived when cutoff from interaction with the outside world

◆ Regularly require an amount of “private time” to recharge their batteries

◆ Need to experience the world before they can understand it

◆ Need to understand the world before they experience it

◆ Plunge in and try out ideas right away ◆ Try things out reflectively first

◆ Look outside themselves for ideas and stimulation ◆ Look inside themselves for ideas and stimulation

◆ Prefer a physical work space that facilitates interaction

◆ Prefer a physical work space that allows for privacy and concentration

◆ Assume that others are interested in what they have to say

◆ Don’t assume that others want their opinion unless they explicitly ask for it

◆ Engage with others to consider conflict ◆ Withdraw from others to consider conflict

8 Sensing or Intuition

What Do Sensing and Intuition Look Like?Take a minute and ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you?

Sensing (S)“Just the facts, please.”

Intuition (N)“I can see it all now.”

You favor clear, tangible data and information that fit in well

with your direct here-and-now experience.

You are drawn to information that is more abstract,

conceptual, big-picture, and represents imaginative

possibilities for the future.

You tend to have a mastery of the facts and a knowledge of

what materials and resources are available.

You pay attention to insights and meanings and have a

grasp of what is possible and what the trends are.

You have an appreciation of knowing and doing what works. You have an appreciation of doing what hasn’t been tried

before.

The Sensing/Intuition dichotomy of the MBTI addresses the following questions:✤ What do you become

aware of?

✤ What kind of information do you seek?

✤ What kind of information is important to you?

✤ What kinds of things do you tend to notice, or not notice?

Exploring Your Preferences: Sensing (S) or Intuition (N)

How Do You Prefer to Take in Information?The second pair of psychological preferences is Sensing and Intuition. Do you pay more attention to information that comes in through your five senses (Sensing), or do you pay more attention to the patterns and possibilities that you see in the information you receive (Intuition)?


Types9 T or F?


General Characteristics Let’s take a look at some of the characteristics of people who prefer Sensing and Intuition.

People who prefer Sensing (S)

✤ Focus on details and specifics ✤ Focus on the big picture and possibilities

✤ Admire practical solutions ✤ Admire creative ideas

✤ Are pragmatic—see what is ✤ Are inventive—see what could be

✤ Value utility: approaches that are useful and based on established principles

✤ Value novelty: approaches that stimulate the imagination

✤ Live in the now, attending to present opportunities ✤ Live in the future, attending to future possibilities

✤ Take things literally, at face value ✤ Take things figuratively, looking for a deeper meaning

✤ Have a memory recall that is rich in detail of facts and past events

✤ Have a memory recall that emphasizes patterns, contexts, and connections

✤ Like step-by-step instructions ✤ Like to figure things out for themselves

✤ Work at a steady pace ✤ Work in bursts of energy

✤ Prefer to perfect established skills ✤ Prefer to learn new skills

✤ Like clear and concrete information; dislike guessing when facts are “fuzzy”

✤ Are comfortable with ambiguous, fuzzy data, and with guessing its meaning.

✤ Prefer to stay with the valuable, tried, and true when considering change

✤ Are excited by future possibilities when considering change

✤ Tend to follow instructions ✤ May create their own instructions

✤ Apply experience to problems ✤ Apply ingenuity to problems

✤ Need to be convinced ✤ Need to be inspired

People who prefer Intuition (N)

Self-Assessment: Do You Prefer Sensing or Intuition?Based on your understanding of Sensing and Intuition, which prefer-ence do you think more accurately describes you?

The Sensing side of our brain notices the sights, sounds, smells, and all the sensory details of the present. It categorizes, organizes, records, and stores the specifics from the here and now. It is reality based, deal-ing with “what is.” It also provides the specific details of memory and recollections from past events.

The Intuitive side of our brain seeks to understand, interpret, and form overall patterns of all the information that is collected and records these patterns and relationships. It speculates on possibilities, including look-ing into and forecasting the future. It is imaginative and conceptual.

Remember, you can and do use both preferences at different times and in different situations, but which one of these kinds of perceiving do you instinctively tend to favor?

Select Either Sensing or Intuition

❏ Sensing (S)People who prefer Sensing tend to notice and trust facts, details, and present realities. They like to take in information through the five senses.

Intuition (N)People who prefer Intuition tend to pay attention to and trust interrelationships, theories, and future possibilities. They are drawn to the big picture.

❏

Sensing and Intuition in a Veterinary PracticeBuilding on our previous example, while they differ in their preferences for Extraversion (E) and Introversion (I), both Katharine and Isabel share a common preference for Sensing (S). However, the practice owner, Dr. Jung, prefers Intuition (N).

Katharine and Isabel prefer Sensing Dr. Jung prefers Intuition

Katharine and Isabel excel at using tried and true meth-ods that use their existing skillsets and generally resist changes that don’t seem necessary. They would rather get their work done then participate in strategic planning meetings and their motto is, “If it ain’t broke, don’t fix it.”

Dr. Jung loves to envision the future of the practice and make constant improvements in processes and procedures. He can easily predict outcomes and see how changes will positively affect the big picture and the bottom line. His motto is, “If it ain’t broke, then break it.”

The technicians prefer to receive case management instructions in clear, stepwise fashion. They get frus-trated when Dr. Jung supplies instructions in what they perceive to be vague, haphazard ways that lack specific detail and direction.

Dr. Jung is comfortable creating his own way of doing things without having to always rely on a standard protocol. So he doesn’t understand why Katharine and Isabel need what he thinks is so much unnecessary detail and why they want things laid out in concrete.

The Result:

Conflict results when Dr. Jung fails to recognize all the specific details involved in making changes to the practice work flow and Katharine and Isabel fail to understand the big picture and long-term benefits of proposed improve-ments. The technicians feel that Dr. Jung spends too much time on “pie in the sky” ideas instead of concentrating on the issues at hand. Dr. Jung resents the technicians for their apparent disinterest in the practice vision and getting mired in unimportant practicalities.

Their differing preferences for Sensing and Intuition are causing difficulties and breakdowns in communication as one preference sees “the forest” while the other sees “the trees.”

Both the details and the big picture must be considered for the best possible outcomes in this practice. Once Katharine, Isabel, and Dr. Jung understand personality type, these differences can become useful.


Exploring Your Preferences: Thinking (T) or Feeling (F)

9 Thinking or Feeling


How Do You Prefer To Make Decisions?This third preference pair describes how you like to make decisions. Do you like to put more weight on objective prin-ciples and impersonal facts (Thinking) or do you put more weight on personal concerns and the people involved (Feeling)?

Don’t confuse Feeling with emotion. Everyone has emo-tions about the decisions they make. Also do not confuse Thinking with intelligence.

Everyone uses Thinking for some decisions and Feeling for others. In fact, a person can make a decision using his or her preference, then test the decision by using the other prefer-ence to see what might not have been taken into account.

The Thinking/Feeling dichotomy of the MBTI addresses the following questions:◆ What do you rely on when making a decision?

◆ What kinds of decisions do you like to make?

◆ What consequences are you likely to consider when making a decision?

◆ How do you evaluate the opinions or decisions of others?

What Do Thinking and Feeling Look Like?Ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you.

Thinking (T)“Is this logical?”

Feeling (F)“Will anyone be hurt?”

You have a natural preference for making decisions in an

objective, logical, and analytical manner with an emphasis

on tasks and results to be accomplished.

You make your decisions in a somewhat global, visceral,

harmony, and value-oriented way, paying particular

attention to the impact of decisions and actions on other

people.

You objectively analyze the pros and cons of a situation,

even when you have a personal stake.

You desire to uncover the greatest good in a situation and

notice when people may be harmed.

You want to discover the “truth” and naturally notice

logical inconsistencies.

You know what is important to people and adhere to that

in the face of opposition.


Types9 T or F?


Characteristics of People Who Prefer Thinking Vs FeelingLet’s take a look at some of the characteristics of people who prefer Thinking and Feeling.

People who prefer Thinking (T) People who prefer Feeling (F)

◆ Are honest and direct ◆ Are diplomatic and tactful

◆ Instinctively search for facts and logic in a decision situation

◆ Instinctively employ personal feelings and impact on people in decision situations

◆ Weigh the pros and cons when making decisions ◆ Sort through personal values when making decisions

◆ Are more likely to critique first and compliment later ◆ Are more likely to compliment first and critique later

◆ Tend toward skepticism, controversy, and impartiality ◆ Tend toward acceptance, tolerance, and sympathy

◆ Are motivated by achievement ◆ Are motivated by appreciation

◆ Naturally notice tasks and work to be accomplished ◆ Are naturally sensitive to the needs of others and the work process

◆ Typically respond by first asking questions and challenging what is said

◆ Typically respond by first looking for common ground and expressing agreement or sharing concern

◆ Expect that the best ideas and solutions emerge from argument and debate

◆ Expect that the best ideas and solutions emerge from cooperation and building on everyone’s contribution

◆ Prefer situations where they can critique and get mastery over

◆ Prefer situations where personally helping people is the main work

◆ Do their best work when they can take an analytical approach to new ideas and situations

◆ Do their best work when personal relationships and harmony are the context for their learning

◆ Believe fairness means treating everyone by the same standards

◆ Believe fairness means taking individual needs into account

◆ Are more interested in justice ◆ Are more interested in mercy

◆ Take few things personally ◆ Take many things personally

◆ Accept conflict as a natural, normal part of relationships with people

◆ Are unsettled by conflict; want to avoid disharmony

❏ Thinking (T)People who prefer Thinking tend to make decisions using impartial, logical, and objective analysis.

Feeling (F)People who prefer Feeling tend to make decisions to create harmony by applying person-centered values.

❏

Self-Assessment: Do You Prefer Thinking or Feeling?Based on your understanding of Thinking and Feeling, which prefer-ence do you think more accurately describes you?

The Thinking side of our brain analyzes information in a detached, objective fashion. It operates from factual principles, deduces, and forms conclusions systematically. It is our logical nature.

The Feeling side of our brain forms conclusions in an attached and somewhat global manner, based on likes/dislikes, impact on others, and human and aesthetic values. It is our subjective nature.

Remember, you can and do use both preferences at different times and in different situations, but which one of these ways of forming conclusions do you lean toward?

Select Either Thinking or Feeling

Thinking and Feeling in a Veterinary PracticeIn addition to sharing a preference for Sensing (S), Katharine and Isabel also both prefer Feeling (F). Their com-mon preferences for Sensing (S) and Feeling (F) might well explain what draws them to work in a veterinary health care environment—they both seek practical ways to help and serve both pets and people. They also want to be part of a predictable and harmonious work environment.

In contrast, Dr. Jung has a preference for Thinking (T). Combined with his preference for Intuition (N), this means that he differs significantly from both technicians in how he prefers to take in information and make decisions. Let’s look at how their differing approaches to decision making play out:

Dr. Jung prefers Thinking Katharine and Isabel prefer Feeling

When making decisions, Dr. Jung will tend to look ob-jectively at a situation, then consider the people aspects, and then return to the objective information to make a final decision.

When making decisions, Katharine and Isabel, tend to consider the effect on people first, then look at the logic involved, and then return to the Feeling data for the final decision.

When considering how to staff the practice to best serve clients, Dr. Jung is more likely to focus on the following questions:◆ What are the pros and cons of acting on different

options?

◆ What is the most reasonable course of action?

◆ What are the financial costs and considerations?

◆ What strategies are needed to achieve each potential outcome?

When considering staffing issues and delivering client service, Katharine and Isabel will consider a different set of questions:◆ What are the people consequences for both the team

and the client of each option?

◆ How will the team members and clients respond to each scenario?

◆ What do we personally like and dislike about what we’re considering here?

◆ Who is committed to carrying out this plan?

The Result:

Dr. Jung is sometimes exasperated by what he sees as the wishy washy, touchy-feely approach to problems that Katharine and Isabel seem to have. “Why can’t they be rational?,” he thinks. Katharine and Isabel are sometimes put off by Dr. Jung’s apparent complete disregard for people’s perspectives and feelings.

It’s important to understand that both these ways of making decisions are rational, they are just based on different priorities and different data sets. Both Thinking and Feeling preferences are essential for the competent and sensitive delivery of healthcare services as well as the management of the veterinary health care team.


10 Judging or Perceiving

Exploring Your Preferences: Judging (J) or Perceiving (P)How Do You Prefer To Approach Life?This fourth preference pair describes how you like to live your outer life; what behaviors others tend to see. Do you prefer a more structured and decided lifestyle (Judging) or a more flexible and adaptable lifestyle (Perceiving)? This preference may also be thought of as your orientation to the outer world.

The Judging-Perceiving dichotomy of the MBTI addresses the following questions:✦ Do you deal with the outer world by gathering

information about it or by making decisions about it?

✦ How much structure do you like or need?

✦ How do you approach tasks that need to be done?

✦ How much information do you want?

Don’t confuse Judging and Perceiving with a person’s level of organization. Either preference can be organized.

What Do Judging and Perceiving Look Like?Take a minute and ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you?

Judging (J)“Just do something.”

Perceiving (P)“Let’s wait and see.”

You rely upon either your T or F preference to manage your outer life. This typically leads to a style oriented toward closure, organization, planning, or in some fashion managing the things and or people found in the external environment. The drive is to order the outside world. While you may have an assertive manner, your “ordering touch”—with respect to other people—may be light.

You rely upon either your S or N preference to run your outer life. This typically results in an open, adapt-able, flexible style of relating to the things and people found in the outside world; and you quickly respond to the needs of the moment. The drive is to experience the outside world rather than order it. So, in general, you easily tolerate a lack of closure.

You like to push to get things settled and decided. You strive to keep your options open so new informa-tion may be gathered.

You have an appreciation of well-organized efficiency. You have an appreciation of the need for spontaneity and exploration.


Types9 T or F?


Characteristics of People Who Prefer Judging Vs PerceivingLet’s take a look at some of the characteristics of people who prefer Judging and Perceiving.

People who prefer Judging (J) People who prefer Perceiving (P)

✦ Want things decided ✦ Want to keep their options open

✦ Feel anxious until things are settled ✦ Feel anxious if there is pressure to settle things too quickly

✦ Make most decisions pretty easily, but may decide too quickly

✦ May have difficulty making decisions and avoid decisions altogether

✦ Control their environment ✦ Understand their environment

✦ Schedule their time, set dates, and make arrangements ✦ Leave scheduling options open as long as possible

✦ Find comfort in schedules ✦ Want the freedom to be spontaneous

✦ Like to make and stick with plans ✦ Like to keep plans flexible

✦ Avoid problems by anticipating and planning ahead ✦ Solve problems if and when they arise

✦ Are serious and conventional ✦ Are playful and unconventional

✦ Prefer to finish projects ✦ Prefer to start projects

✦ Talk about definite results: focusing on goals, objectives, and outcomes

✦ Talk about a general course of action, emphasizing direction, thrust, and approach

✦ Stop taking in information as soon as they have enough to make a decision

✦ Keep taking in information because there is always something more to understand

✦ Like to have due dates and to stay well ahead of them ✦ Like to follow their curiosity and work best under pressure as deadlines approach

✦ Prefer to know exactly what they are accountable for ✦ Prefer to have genuine choices and flexibility in assignments

✦ See the need for most rules ✦ Question the need for many rules

Judging and Perceiving in a Veterinary PracticeWithout an understanding of personality preferences, Isabel’s and Katharine’s contrasting approaches to managing their work day have the potential to negatively affect their work relationship.

Isabel prefers Judging Katharine prefers Perceiving

Isabel likes to draw a very clear line around her respon-sibilities and resists when asked to take on any new or unscheduled tasks or activities. She completes her tasks quickly, competently, and on time, following through on all her commitments

Katharine is prepared to drop everything to get a critical job done in a hurry; consequently, non-urgent tasks sometimes get neglected and she sometimes gets behind schedule

Isabel is decisive, working best when she can organize and finish tasks. She feels comfortable once a decision is made and she is free to focus on what needs to be completed.

Katharine prefers to continually explore options; she enjoys starting tasks and leaving them open for last-minute changes, gathering as much information as possible and keeping her options open.

The Result:

Katharine—and other team members—see Isabel as reliable but very rigid. Katharine is seen as flexible, but not always dependable. Tension erupts when discussing how to comanage their technician duties. Isabel tries to limit op-tions, which stifles Katharine’s open-ended exploratory process. Katharine feels that Isabel decides things too quickly and is resistant to revising decisions, even when compelling new information becomes available.

The MBTI can help everyone concerned appreciate their own strengths and realize that others aren’t purposely trying to drive them crazy, that’s just the way they’re wired.

Self-Assessment: Do You Prefer Judging or Perceiving?Based on your understanding of Judging and Perceiving, which preference do you think more accurately describes you?

A Judging style approaches the outside world with a plan and is oriented towards organizing one’s surroundings, being prepared, making decisions and reaching closure and completion. A Perceiving style takes the outside world as it comes and is adopting and adapting, flexible, open-ended and receptive to new opportunities and changing game plans.

Remember, you can and do use both preferences at different times and in different situations, but which one of these is the most natural orientation towards life?

Katharine Cook Briggs and her daughter Isabel Briggs Myers added the Judging-Perceiving dimension to C.J. Jung’s typo-logical model, identifying the preference for using either the Judging function (Thinking or Feeling) or Perceiving function (Sensing or Intuition) when relating to the outside world.

❏ Judging (J)People who prefer Judging tend to like a planned approach to life and are organized, orderly, structured, and decisive.

Perceiving (P)People who prefer Perceiving tend to adopt a more spontaneous approach to life and are flexible, adaptable, and like to keep their options open.

❏

Select either Judging or Perceiving


What’s Included on Your MBTI Profile ReportThe first page of the report conveys your four-letter Indicator Type (also referred to as your Reported Type).The Preference Clarity Index (PCI) on page 2 of the report indicate how clear you were in expressing your preference for a particular pole over its opposite. Higher numerical scores suggest you are more certain about your preference, while lower scores

suggest you are less sure about that preference. These number scores do not measure skills or ability or degree of use for a specific preference, only preference clarity.At the bottom of page 2 of your report, you can read a brief description of your Indicator Type.

Does the description seem to fit? Many people find that their Indicator Type description describes them quite well. Here’s the bottom line, though. The MBTI Profile Report does not tell you what you are. Usually the results of a psychological instrument are the final word. But with the MBTI instru-ment, your Indicator Type is a hypothesis that needs to be verified. Your continued self-assessment may result in you selecting a Best Fit Type that is different than the reported results.

11 Your MBTI Results

Self-Assessment ResultsBased on your selections for each pair of preference dichotomies thus far, your Self-Assessed MBTI Personality Type is:

I or E; S or N; F or P; T or J

The next step is to compare this to your Indicator Type as reported by the MBTI Instrument, available to Exceptional Veterinary Team subcribers at myEVT.com. When you receive your report, return to complete the learning module and verify your Best Fit Type.

Interpreting Your MBTI Profile Report and Indicator TypeThe two-page MBTI Profile report is designed to help you understand your results on the Myers-Briggs Type Indicator (MBTI) assessment. Based on your individual responses, the MBTI instrument produces results that identify which of the 16 different personality types best describes you.

Your

You are the expert on you and the final judge of your Best Fit Type.

Myers-Briggs Type Indicator®

Profile

FIONA SMITH / ISTJ

June 28, 2009

This profile is designed to help you understand your results on the Myers-Briggs Type Indicator®

(MBTI®) assessment. Based on your individual responses, the MBTI instrument produces results

to identify which of sixteen different personality types best describes you. Your personality type

represents your preferences in four separate categories, with each category composed of two opposite

poles. The four categories describe key areas that combine to form the basis of a person's personality

as follows:

· Where you focus your attention — Extraversion (E) or Introversion (I)

· The way you take in information — Sensing (S) or Intuition (N)

· The way you make decisions — Thinking (T) or Feeling (F)

· How you deal with the outer world — Judging (J) or Perceiving (P)

Your MBTI type is indicated by the four letters representing your preferences. Based on your responses

to the assessment, your reported MBTI type is ISTJ, also described as Introverted Sensing with

Thinking. Your results are highlighted below.

Reported Type: ISTJ

ExtraversionPeople who prefer Extraversion tend to focus their

attention on the outer world of people and things.Where you

focus yourattention

E

IntroversionPeople who prefer Introversion tend to focus their

attention on the inner world of ideas and impressions.

I

SensingPeople who prefer Sensing tend to take in

information through the five senses and focus on

the here and now.The way

you take in

informationS

IntuitionPeople who prefer Intuition tend to take in information

from patterns and the big picture and focus on future

possibilities.N

ThinkingPeople who prefer Thinking tend to make decisions

based primarily on logic and on objective analysis

of cause and effect.The way

you makedecisions

T

FeelingPeople who prefer Feeling tend to make decisions

based primarily on values and on subjective

evaluation of person-centered concerns.F

JudgingPeople who prefer Judging tend to like a planned

and organized approach to life and prefer to have

things settled.How you

deal with the

outer worldJ

PerceivingPeople who prefer Perceiving tend to like a flexible

and spontaneous approach to life and prefer to keep

their options open.P

Your responses to the MBTI assessment not only indicate your preferences; they also indicate the

relative clarity of your preferences—that is, how clear you were in expressing your preference for a par-

ticular pole over its opposite. This is known as the preference clarity index, or pci. The bar graph on the

next page charts your pci results. Note that a longer bar suggests you are quite sure about your prefer-

ence, while a shorter bar suggests you are less sure about that preference.


Types9 T or F?

www.myevt.com

Determining Your Best Fit Type

Compare your Self-Assessed Type with your Indicator Type from your profile report. Are they the same? Congratulations! You’ve likely determined your Best Fit Type. Skip to the Whole Type Descriptions section to read the description for your four-letter type and verify that the description fits.

The percentage of agreement between a person’s Self-Assessed Type and his or her reported type is 70% to 80%. Agreement on three of the preference dichotomies rather than all four is around 95%.

Sometimes circumstances of your life can lead you to answer the questions on the MBTI instrument so that your reported MBTI type does not reflect your true preferences.


Reasons Your Indicator Type May Not Be Your Best Fit Type◆ You may still be developing your preferences (this is

especially true of young people).

◆ You may have completed the MBTI questionnaire based on expectations or preferences of your parents, family, or friends.

◆ You may have based your answers on what you feel is required by your work or current situation rather than what you actually prefer.

◆ You may be worried that someone in authority will see the results and disagree with your preferences.

◆ You may not be acting typically because of stress or a crisis.

◆ You may be reacting to cultural pressure to have certain preferences (for example, planning ahead or being outgoing).

◆ You may be in your teens or early 20s and therefore still exploring your preferences, or you may be at midlife and working to develop the less-preferred functions. In terms of establishing Best Fit Type, either situation can confuse the issue.

◆ Your type may itself be the source of difficulty in get-ting to a best-fit type with which you are comfortable. For example, those who prefer Perceiving favor taking in more information rather than coming to a conclu-sion quickly; those with a preference for Judging on the other hand may rush to conclusions too early. Those who prefer Intuition may engage in too many possibilities; and those who prefer Sensing and Judg-ing may feel the pull of duty to be a certain type.

Tips for Discovering Your Best Fit TypeFocus on your whole type, not on your individual preferences.

People often focus on pairs of preferences. But MBTI type theory is about whole types, in which preferences interact in ways unique to each of the 16 types. Start with what you are sure about. Read all the type descriptions that include the preferences you are sure of. At this point, you may find a type that you know is yours.

Suppose you are unsure whether you prefer, for example, Sensing (S) or Intuition (N), but the other preferences Extraversion (E), Thinking (T), and Judg-ing (J) are clear to you. The real question at this point is not whether you are an S or an N, but whether you are an ESTJ or an ENTJ. The essences of those two types are very different.

The ESTJ is focused on getting things done smoothly and efficiently. As an SJ, you have a core need for seek-ing the good of the community, a sense of belonging, and learning from the past.

The ENTJ, on the other hand, is focused on imple-menting new ideas and challenges. As an NT, you are likely to be concerned primarily with competence and intellectual resourcefulness.

Best Fit Type is simply the four-letter type that you think best fits you. It’s the type that you feel represents your natural preferences.

Q

Opposite types may help you identify what you are not..If you are, for example, hesitating between ISTJ and ISFJ, an MBTI practitioner may ask you to read descriptions of the two opposite types, ie, ENFP and ENTP. You may recognize very clearly the type you are most unlike, thus guiding you toward your own type.


Start observing yourself.For example, if you are undecided about Thinking or Feeling, start noticing how you make decisions. Are decisions better if you trust your heart (F) or your head (T)? Notice when activities take a lot of energy and effort. See if you can identify which mental process you were using. It is often true that preferred processes seem effortless, and less preferred processes are more tiring.

If watching details closely for a long time makes you feel tired, cross, or nervous, you might investigate whether other sensing (S) activities are also hard for you. You could then look to see if intuitive (N) activities come more easily. If they do, you could consider whether intuition might be your preferred process. To test these ideas, you could ask yourself if your hunches, flashes of inspiration and other intuitions are generally accurate or trustworthy.

Think about family or community dynamics growing up. What preferences did your parents expect you to show? Was noise allowed or was quiet required? Were you expected to be practical or imaginative? Did your parents emphasize logic or empathy? Were you rewarded for being planful or encouraged to be more spontaneous? Are you still operating on childhood “shoulds”?

Evaluate cultural influences.What preference does your culture emphasize? For example, most American business organi-zations favor Extraversion, Sensing, Thinking, and Judging, so people with slight preference clarity indexes might consider whether their preferences are really for Introversion, Intuition, Feeling, or Perceiving or whether they feel pressured to be more like the typical business person.

Consider what others require of you.What do significant others (spouse, boss, partner, etc) require of you—more action or thought; common sense or dreaming; fairness or harmony; plans or spontaneity?

✔

✔

✔

Questions to Help Provide Clarity1. Extraversion and Introversion. How long would you be comfortable on

a silent retreat or being by your self?

2. Sensing and Intuition. How do you give directions—in a clear, specific Sensing style, or using vague directions with landmarks and distances?

3. Thinking and Feeling. How comfortable are you with giving critical feedback or with exceptions being made to rules?

4. Judging and Perceiving. Do you like having your weekends planned out or do you prefer to wait to see what turns up, what the weather is like, who else is in town, etc?

All too often, the Best Fit Type decision is a quick pro forma process, in which people either accept their MBTI Indicator results or puzzle briefly about one preference that doesn’t “feel” quite right. However, we encourage you to look in depth at your preferences and to understand the impact of type in all aspects of your life! The experience of verifying type can be very rewarding and enlightening and is very much worth the effort.

Whole Type DescriptionsFour of the eight preferences (E or I, S or N, T or F, J or P) make up your four-letter MBTI type, also called psychological or personality type. When the preferences are combined in all possible ways, they form 16 distinct personality types. MBTI type theory is essentially all about these whole types, in which the preferences interact dynamically in ways that are unique to each of the 16 types. In short, the whole is greater than the sum of the parts.

Use the following whole type descriptions to help verify your Best Fit Type.

The 16 MBTI Types—The Myers & Briggs Foundationmyersbriggs.org/my-mbti-personality-type/mbti-basics/the-16-mbti-types.asp

The Sixteen Types at a Glance—Center for Applications of Psychological Typecapt.org/mbti-assessment/type-descriptions.htm

Next StepsThere are many great resources to help you expand your knowledge of type and apply your understanding to deepen your self- and social-awareness and interpersonal effectiveness. Here are a few recommendations:

Books1. Do What You Are. Tieger PD, Barron B. Little, Brown & Company, 2007.

2. Introduction to Type, 6th ed. Myers IB. 1998, CPP, 1998.

3. Introduction to Type and Teams. Hirsh E, Hirsch KW, Hirsch SK. CPP, 2003.

4. Introduction to Type in Organizations. by Hirsch SK, Kummerow JM. CPP, 1998.

5. Introduction to Type and Coaching. Hirsch SK, Kise JAG. CPP, 2000.

6. Introduction to Type and Communication. Dunning D. CPP, 2003.

7. Looking at Type: The Fundamentals. Martin C. CAPT, 1997.

8. Health Care Communication Using Personality Type. Allen J, Brock SA. Routledge, 2000.

9. People Types & Tiger Stripes, 3ed ed. Lawrence G. CAPT, 1993.

10. Type Talk at Work. Kroeger O. Tilden Press, 2002.

Web SitesMyers & Briggs Foundation—www.myersbriggs.org

Personality Pathways—www.personalitypathways.com

PersonalityType.com—www.personalitytype.com

Articles1. Extraversion and Introversion. Houghton A. Student BMJ 12:393-436, 2004.

2. How do you make decisions? Thinking and feeling. Houghton A. Student BMJ 13:1-44, 2005.

3. How do you like to live your life? Judging and Perceiving. Houghton A. Student BMJ 13:45-88, 2005.

4. Understanding personality type: How do you like to take in information? Houghton A. Student BMJ; 12:437-480, 2004.

12 Whole Type Descriptions


Types9 T or F?

www.myersbriggs.org/my-mbti-personality-type/mbti-basics/the-16-mbti-types.asp

www.capt.org/mbti-assessment/type-descriptions.htm

http://www.amazon.com/s/ref=nb_ss_b?url=search-alias%3Dstripbooks&field-keywords=Do+What+You+Are.+Tieger+PD&x=17&y=19

http://www.amazon.com/Introduction-Type-Understanding-Myers-Briggs-Indicator/dp/B000MBWC3A/ref=sr_1_1?ie=UTF8&s=books&qid=1246904401&sr=1-1

http://www.amazon.com/Introduction-type-teams/dp/B0006S9N5O/ref=sr_1_1?ie=UTF8&s=books&qid=1247107980&sr=1-1

http://www.amazon.com/Introduction-TYPE-Organizations-3rd-1998/dp/B000MLV3R6/ref=sr_1_1?ie=UTF8&s=books&qid=1247108247&sr=1-1

http://www.amazon.com/Introduction-type-coaching-individual-development/dp/B0006E8SL8/ref=sr_1_1?ie=UTF8&s=books&qid=1246904526&sr=1-1

http://www.amazon.com/Introduction-type-communication/dp/B0006S9N9A/ref=sr_1_1?ie=UTF8&s=books&qid=1246904550&sr=1-1

http://www.amazon.com/Looking-Type-Fundamentals-Psychological-Understand/dp/0935652310/ref=sr_1_1?ie=UTF8&s=books&qid=1246904569&sr=1-1

http://www.amazon.com/Health-Care-Communication-Using-Personality/dp/0415213746/ref=sr_1_1?ie=UTF8&s=books&qid=1246904593&sr=1-1

http://www.amazon.com/People-Types-Stripes-Gordon-Lawrence/dp/0935652167/ref=sr_1_1?ie=UTF8&s=books&qid=1246904639&sr=1-1

http://www.amazon.com/Type-Talk-Work-Revised-Personality/dp/0440509289/ref=sr_1_1?ie=UTF8&s=books&qid=1246904666&sr=1-1

http://www.myersbriggs.org

http://www.personalitypathways.com

http://www.personalitytype.com

http://archive.student.bmj.com/issues/04/11/careers/410.php




Learning Objectives

MBTI Module 4:

MBTI Type & Client Communication Course DescriptionClient communication and creating a flexible communication style suited to handle all MBTI personality preferences can have a positive effect on the practice team. Effective communication requires good working knowledge of personality types, full understanding of your own type, and how to communicate with others.

Module 4 will explore ways to connect with clients by using the knowledge gained from modules 1–3. You can do this by understanding the differences between yourself and others and applying what you know about preferred communication techniques from each type.

Learning ObjectivesLearn how to use an understanding of individual MBTI preferences to improve client communication:✦ Identify your preferred style.

✦ Tune in to others’ styles and needs by noticing clues that reveal their personality preferences.

✦ Adjust your communication preferences to fit the needs of others.

Learn about the effective 4-stage model for doctor–client and staff–client communication:✦ In stage 1, understand how to effectively initiate interaction based

on the client’s preference for extraversion or introversion.

✦ In stages 2 and 3, investigate the needs of the client and suggest action based on the client’s style for both sensing or intuition and thinking or feeling.

✦ In stage 4, learn about closure and if a client needs a swift conclusion or would rather discuss options.

✦ Explore the challenge of being flexible with your own style.

Learn how your applied knowledge of MBTI type can encourage and guarantee satisfaction and adherence from clients:✦ Understand that through flexibility with your own type, clients are

more likely to adhere to your advice and guidelines discussed about the necessary care for a pet.

✦ Practice using the model indicated in the chapter.

✦ Consider making lists or write down helpful tips about each type to remember how to influence your clients most effectively.

✦ Learn how to ask the client revealing questions for each type to gauge how to handle the subject.

Once you learn about how to apply the MBTI type preferences, you can teach your staff to understand the types and how to effectively com-municate with clients for a more positive experience in your practice. Don’t forget to ask the client in the case of a potential confrontation or misunderstanding. Clarifying what someone means when they say or do something confusing will influence the way you communicate in the future by revealing more about the client personality preference.

Understanding Preferences 19 20 Client

Communication 21 Benefits of Model 22 References

Course ContentPart 18: Personality types and communicationIdentify your preferred style✦ Determine how you prefer to get energized, take

in information, make decisions, and approach life.

Part 19: Tune In to the Other PersonUnderstanding other’s personality types

✦ Notice the way in which the other person talks and determine whether they are extroverted or introverted.

✦ Understand the kinds of questions the client is asking.

✦ Sense what the client wants from you and what criteria they use to make decisions.

✦ See how quickly the client wants to make a decision.

Part 20: Adjust Your ApproachLearn to be flexible in your style of communication

✦ Based on what you learn from the client, learn to communicate with all personality types, including ones that match and do not match your own.

✦ Use the four stages of client communication as a model for effective doctor–client and staff–client communication.

✦ Learn to connect with clients with different types to more effectively understand what they want and how you get be flexible to give them what they need.

✦ Understand the challenges of flexing your own type and develop skills to overcome that.

Part 21: Adherence—Encouraging clients to follow your clinical recommendationsMeet the goal to communication with clients to promote an informed decision about what is best for the pet.✦ Communicate information in such a way for each

preferred style that clients are more likely to ad-here to recommendations.

✦ When doubtful of how to understand a client’s needs, ask questions to understand what they need from you and how you can more efficiently present information.

✦ Clarify information for clients and for yourself by asking if you interpreted their point of view correctly.

Required materials • Required course content is online. Optional and recommended • Take the MBTI online

MBTI Type & Client Communication


Does this sound familiar? The majority of client complaints received in the typical veterinary practice are related to ineffec-tive communication skills, not a lack of clinical competence. What often lingers in the clients’ mind long after their visit to your hospital is not what you did— however skilled—but what was said and how it was said.

When doctor–client or staff–client communication goes awry, there’s more at stake than dissatisfaction. The client may not follow through with necessary medical treatment or may not fully understand the importance of your clinical recommenda-tions, therefore opting against providing their pet with the care it needs. In either case, the pet’s health and the integrity of the human–animal bond are put at risk.

Personality differences between veterinarians, staff members, and clients may be one of the factors that lead to these breakdowns in communication. If two individuals involved in an interaction differ significantly in their personality preferences, they are likely to be talking on different wavelengths, resulting in potential misunderstandings unless there is some adjustment or “flexing” of style on someone’s part.

Therefore, effective communication in veterinary medicine requires that your entire health care team make a concerted effort to tune in to your clients and adjust your individual styles to assure that you arrive at mutual decisions that are truly in the best interest of the client and patient.

“I’m sure the doctor is brilliant, but after leaving my appointment, I was still

unclear about what exactly was wrong with my dog and what needed to be done.

I just remember being shocked by how much it was all going to cost!”

“An understanding of psychological type can greatly improve the quality of communication between two people. If we can understand and value different approaches, we may unlock qualities in both ourselves and the other person which will allow us to work more effectively and creatively together.” —Judy Allen And SuSAn A. Brock

In this module, we’ll explore ways that you can better connect with your clients by apply-ing your knowledge of the Myers-Briggs Type Indicator (MBTI) framework. Specifically, you will:

1. Learn how to use an understanding of each individual MBTI preferences to improve client communication.

2. Discover a four-stage model for effective doctor–client and staff–client communication that revisits the MBTI Function Pairs learned about in Module 3.

3. Consider the potential relationship between effective client communication and your ability to encourage clients to follow your clinical recommendations (ie, to improve client adherence or compliance).



There are three simple steps involved in utilizing the eight MBTI preferences to improve your communication with others:1. Identify your own preferred style of communication.2. Tune in to the other person’s preferred style or current needs.3. Adjust your approach, if necessary, to match those needs.

As you communicate with clients, it is important to remember that they may have differ-ent preferences than you in the way they take in and evaluate information and the way they are oriented to the world around them. Don’t assume that people want to hear what you have to say in the way you want to say it. Effective communication means presenting different kinds and amounts of informa-tion in different ways.

For example, calm, reasonable communications attract some types (people who prefer Introversion) while others are drawn toward enthusiasm (people who prefer Extraversion). People who prefer to take in practical information (Sensing types) like to hear facts and step-by-step procedures relevant to their current situation. Alternatively, those who prefer Intuition (Intuitive types) need to hear an overview of the information before the facts will become relevant to them. Some people are drawn to personal stories (Feeling types) while others want to be convinced by logic (Thinking types). Some want conclusions and a focus on “how to,” (Judging types) while others are drawn to explore options and consider possibilities (Perceiving types).

19 Understanding MBTI Preferences to Improve Communication

Extraversion (E)People who prefer extraversion tend to focus on the outside world and get energy through interacting with people and doing things.

Related behaviors:◆ Rapid speech.◆ Appears to “think out loud,” talk things out.◆ Interrupts.◆ Louder voice volume.

Identify Your Preferred StyleYour preferred style of communication will be reflected by your MBTI type, also referred to as your personality type. Four of the eight preferences below (E or I, S or N, T or F, J or P) make up your MBTI type. As you communicate using your type preferences, you naturally exhibit specific communication-related behaviors associated with each preference.

The Eight MBTI Preferences

Introversion (I)People who prefer introversion tend to focus on the in-ner world and get energy through reflecting on infor-mation, ideas and/or concepts.

Related behaviors:◆ Pauses in answering or giving information.◆ Appears to be thinking things through.◆ Quieter voice volume.◆ Shorter sentences, not run-on.

How You Prefer to Get Energized

Let’s look at each step in a little more detail...




How you Prefer to Take In Information

Intuition (N)People who prefer intuition tend to pay attention to and trust interrelationships, theories, and future possibilities. They are drawn to the big picture.

Related behaviors:◆ Asks for the purpose of an action.◆ Asks for current and long-range implications.◆ Asks “why” questions.◆ Talks in general terms and possibilities.

How You Prefer to Make Decisions

How You Prefer to Approach Life

Perceiving (P)People who prefer perceiving tend to adopt a more spontaneous approach to life and are flexible, adaptable, and like to keep their options open.

Related behaviors:◆ Seems to want “space” to make own decisions.

◆ The tone is “let’s explore, what are some more factors to consider?”

◆ May decide at the “last moment.”◆ Enjoys processing.

Feeling (F)People who prefer feeling tend to make decisions to create harmony by applying person-centered values. They focus on the impact on people.

Related behaviors:◆ Strives for harmony in the interaction.◆ May talk about “values.”◆ Asks how others have acted or resolved the situation.◆ Matters to them whether others have been taken

into account.

Sensing (S)People who prefer sensing tend to notice and trust facts, details, and present realities. They like to take in infor-mation through the five senses.

Related behaviors:◆ Asks for step-by-step information or instruction.◆ Asks about the present situation.◆ Asks “what” and “how” questions.◆ Uses precise descriptions.

Thinking (T)People who prefer thinking tend to make decisions using impartial, logical, and objective analysis. They focus on the logical implications.

Related behaviors:◆ Appears to be “testing you” or your knowledge.◆ Weighs the “objective” evidence.◆ Not impressed by what others decide.◆ Conversations follow a pattern of checking logic,

“if this, then that.”

Judging (J)People who prefer judging tend to like a planned approach to life and are organized, orderly, structured, and decisive. They want closure.

Related behaviors:◆ Impatient with overly long descrip-

tions, procedures.◆ The tone is “hurry up, I want to

make this decision.”◆ May make decisions prema-turely.◆ Enjoys being “done.”

Recalling the team at the hypothetical River City Veterinary Hospital referred to in Modules 2 and 3, you may remember that one of the veterinary technicians, Isabel, had an MBTI type preference of ISFJ. Another staff member, Paul, had a preference for ENTP.

Isabel, then, would generally communicate in a thought-ful and succinct manner with an emphasis on specific facts and details, paying particular attention to the impact on others. By contrast, someone with the exact opposite type, like Paul, would be more comfortable processing things out loud, talking about future possibilities, and evaluating multiple options using logical analysis.

Once again, remember that we use all eight of the MBTI preferences so, depending on the context, Isabel (the ISFJ) would be perfectly capable of using Paul’s ENTP’s

communication style. Similarly, Paul (the ENTP) could also choose to communicate more like Isabel, using an ISFJ style. However, in reality, some preferences are more comfortable than others and both Isabel and Paul are more likely to behave using a style that’s more consistent with their actual MBTI type.

So, what’s your preferred style of communication? For each of the dichotomies above (E/I, S/N, T/F, J/P), which of the behaviors listed do you naturally and consistently express? You can record your preferred style here:

Extraversion (E) Introversion (I)

Focus: Talk it out Focus: Think it through

Motto: “Let’s talk this over.” Motto: “I need to think about this.”

Sensing (S) Intuition (N)

Focus: Specifics Focus: Big picture

Motto: “Just the facts, please.” Motto: “I can see it all now.”

Thinking (T) Feeling (F)

Focus: Logical implications Focus: Impact on people

Motto: “Is this logical?” Motto: “Will anyone be hurt?”

Judging (J) Perceiving (P)

Focus: Joy of closure Focus: Joy of processing

Motto: “Just do something.” Motto: “Let’s wait and see.”

If you’re still not sure, observe yourself in action over the next week or two. At least once a day, reflect back over the various interactions you’ve participated in and determine which of the

behaviors listed above best describe you.


Tune In


to the Other PersonPersonality type will impact the effectiveness of communication between many types of people. However, the greater the perceived “inequality” in a relationship (such as when one person perceives the other to wield more power or authority), the less likely it is that the “weaker” of the two will demand the kind of information and attitude that they need. This is commonly seen in the exam room where clients look up to the doctor and medical staff and may be hesitant to ask for what they really need in the way of communication.

This makes it all the more important that you tune into your clients’ communication needs. Most of the time this will mean talking with clients in a manner consistent with their preferred communication style, not yours.

Now that you’ve identified your own style, here are some questions that will help you tune into other people’s preferred styles or needs in the moment. For better communication, learn to pick up and respond to the personality type cues that other people are exhibiting.

2

1What do you notice about the way the other person is talking? Extraverts tend to talk relatively quickly and to think out loud, while Introverts tend to be more sparing in their speech and to pause before answering questions.

✱ Cues that you are talking to someone who prefers Extraversion: Eye contact is usually direct and intense; may not review advance materials and, even if he or she did, still wants to “hear it from the horse’s mouth”; partici-pates freely in conversation and discussions with different team members; may interrupt others frequently; may be challenged by listening skills; interacts with others while in the waiting area.

✱ Cues that you are talking to someone who prefers Introversion: Eye contact may be infrequent; will probably have studied any advance materials and come prepared having completed any required paperwork; may pause before they react to a comment; may prefer a one-on-one relationship with a single doctor in the practice; waits quietly for his or her appointment, perhaps reading available literature.

What kinds of questions is he or she asking? Clients preferring Sensing are more likely to ask for details and want step-by-step explanations. Clients preferring Intuition are more likely to want to under-stand the broad implications for the future.

Here are some additional cues to watch for related to Sensing and Intuition:

✱ Cues you are talking to someone who prefers Sensing: May ask LOTS of detailed questions; asks for facts, con-crete examples, and about your experience; uses words like “facts,” “statistics,” “history,” “experience,” etc; may appear resistant to change; takes a sequential approach to gather-ing and processing information.

✱ Cues you are talking to someone who prefers Intuition: Seems frustrated or bored by detail if there is no “big pic-ture”; may have difficulty explaining “how they know what they know”; wants to start with “cosmic significance” then move to detail; becomes irritated at detailed questions; uses words like “gut,” “hunch,” “intuition,” etc.

419 Understanding MBTI Preferences

to Improve Communication

Flex Your ApproachBeing aware of type provides a useful framework for recognizing your own individual preferences and also points to specific strategies for effective communication with others. Although it can sometimes be challenging to communicate even with clients who share type preferences that are similar to your own, the real challenge comes when a client’s preferred communication style differs significantly from yours. It’s at these times that having the ability to adjust to meet the client’s needs and “speak their language” can make all the difference.

Here are some communication strategies to use when you want to “flex” your own style to connect with clients with differing type preferences:

Communicating with Extraverted Clients “Let’s talk this over.”❖ Project energy and enthusiasm.❖ Use nonverbal behavior effectively (eg, lean forward,

nod, smile, and maintain eye contact).❖ Respond immediately to questions, comments, etc.

3What criteria is he or she using for making decisions? What do you sense he or she wants from you as a human being? In decision-making, clients with a preference for Thinking naturally lean toward logic, cause and effect reasoning, and objective evidence. They also tend to prefer an objective, impersonal approach and may be irritated by what they see as being too “touchy-feely.”

Clients preferring Feeling will favor the implications for themselves and those close to them when making decisions and will tend to want some kind of personal connection. They will also value attempts to under-stand how they are feeling.

Here are some additional cues to watch for related to Thinking and Feeling:

✱ Cues you are talking to someone who prefers Thinking: Asks about the logic of your recommendations and decisions; can appear distant; wants to be clear about your policies and procedures; uses words like “logical,” “fair,” “defensible,” etc; has relatively low need for praise and/or acknowledgement; uses phrases like “I think,” or “that makes/doesn’t make sense.”

✱ Cues you are talking to someone who prefers Feeling: May have a “soft” quality to eye contact; inter-ested in honoring other people’s values and priorities; may be uncomfortable around and avoid conflict; conveys an interpersonal warmth that draws others; uses phrases like “my feeling is” or “I feel that…”

How quickly does he or she want to make a decision? Clients who prefer Judging are more comfortable when everything is decided, will tend to decide quickly, and focus more on the outcome. Those who prefer Perceiving are likely to ask for more information, be reluctant to decide, may change their minds, and are more interested in the process.

Here are some additional cues to watch for related to Judging and Perceiving:

✱ Cues you are talking to someone who prefers Judging: Expresses concern over schedules, timetables, and follow-through; wants to know who will be doing what; may rush to make decisions; becomes frustrated if things begin or end late; will learn from your experience and advice; communicates update information frequently; wants things planned.

✱ Cues you are talking to someone who prefers Perceiv-ing: Relatively unconcerned about when things start and end; wants to defer decisions; wants to explore every possible option and gather more and more information; seems to prefer talking to action or “doing;” will learn from doing things on their own; communicates on a need-to-know basis.

❖ Emphasize action.❖ Allow plenty of discussion time for “thinking out loud”

and to help get past any initial resistance to an idea.

Communicating with Introverted Clients “I need to think about this.”❖ Allow them advance notice and time for prior

thought if possible.❖ Don’t expect an immediate reaction—give them time

to reflect and consider things.❖ Practice active listening skills.❖ Don’t be unnerved by pauses before they respond to

something you say or ask. Above all, resist the urge to interrupt them, to rush in while they are pausing, or to complete their sentences.

❖ Think before speaking or let them know that you are thinking out loud.

Communicating with Sensing Types“Just the facts, please.”❖ Go into detail, give plenty of facts and evidence, and

don’t skip over things.❖ Begin with an explicit statement of the problem or issue

and have a definite plan of action.❖ Emphasize tangible results (especially near-term as

opposed to far in the future).❖ Don’t become frustrated or see it as resistance when they

ask lots of questions and want lots of detail.❖ Remember that errors of fact will destroy your credibility.

Communicating with Intuitive Types“I can see it all now.”❖ State the main idea first—know what your main point is.❖ Begin with the big picture, then proceed to the details.❖ Get their attention with the broad implications and long-

term possibilities.❖ Emphasize concepts and general ideas and avoid getting

bogged down in too many details.❖ Discuss any novel, unusual, or innovative approaches that

could be considered.

Communicating with Thinking Types“Is this logical?”❖ Get straight to the point; be as brief and concise as you

can and support your recommendations with logical reasoning and clear thinking.

❖ Focus on clear goals and objectives and demonstrate your competence.

❖ Present advantages and disadvantages, including all known pros and cons.

❖ Use logical, not emotional, arguments; play to the head, not the heart.

❖ Demonstrate how your clinical judgment is consistent with similar cases and show the fairness and even-hand-edness of your policies and procedures.

Communicate with Feeling Types“Will anyone be hurt?”❖ Take time to get to know them and develop rapport.

They will be most amenable to guidance and influence if they like you as a person.

❖ Use personal anecdotes and examples, and let them know some personal details about you.

❖ Avoid critiquing and evaluating when you are listening.❖ Include their needs and values as criteria in making

recommendations.❖ Remember that you cannot “logic them into

submission.”

Communicating with Judging Types“Just do something.”❖ Be prompt and punctual.❖ Be sure you are well-organized in your presentation; let

them know your plan, and follow it; be sure to begin at the beginning and end at the end.

❖ Be decisive, not wishy-washy; draw conclusions.❖ Emphasize schedules, deadlines, and timetables (but

remember you will be held to them).❖ Follow through on your commitments or you will

lose credibility.

To Communicate with Perceiving Types“Let’s wait and see.”❖ Present things in tentative, modifiable form; present

options. Let them draw the conclusions.❖ Avoid deadlines if possible, and don’t press them for an

immediate decision unless absolutely necessary.❖ Follow up, since they are not always proactive with

updates and may need a gentle nudge once they’ve had plenty of time to make up their minds.

❖ Be flexible—listen for new information and be prepared to change your plan if warranted.

❖ Remember that they lose interest if they are simply “talked at” and aren’t involved.


20 Four Stages of Client Communication

A model for effective doctor–client and staff–client communication

According to MBTI estimates provided by the Center for Applications of Psychological Type, 45%–53% of the general U.S. population prefer Extraversion, while 47%–55% prefer Introversion.

At the start of the interaction, the preferences that likely make the most difference are Extraversion and Introver-sion. Extraverts tend to talk first, while Introverts are more likely to listen.

Clients are likely to be most at ease when they feel the health care practitioner is tuned in to them on this dimen-sion. Similar to the tips outlined in the previous “Adjust Your Approach” section, here are some communication strategies to try during this stage of the interaction:

If your client prefers Extraversion✦ In your own way, show energy and animation in your

face, voice, and body.✦ Allow enough time for the client to talk it out.✦ Ask open-ended questions, then listen for and

summarize the main points as they emerge.

If your client prefers Introversion✦ Use calm body movements.✦ Allow for and use a slower verbal pace to allow for the

client to think things through.✦ Listen after asking a question and don’t fill the pauses.

Stages 2 & 3: Investigating Needs and Suggesting ActionAs the exchange proceeds, the client will show a preference for how information is taken in and how decisions are made. Sensing and Intuition are the preferences used for taking in information. Some patients want facts and specifics (Sensing). Others want to know the wider options and possibilities (Intuition). Thinking and Feeling are the preferences used for making decisions. Clients with a preference for Thinking may first weigh the logical options, while those with a Feeling preference may first consider the personal impact of decisions.

How clients prefer others to communicate with them during stages 2 and 3 depends most on their particular combination of function pairs—Sensing/Intuition and Thinking/Feeling.

The function pairs—ST, SF, NF, and NT—are aptly named because they say so much about how people prefer to func-tion in life. They also play a key role in determining the focus of the information and how we interact when commu-nicating. On the other hand, the Extraversion/Introversion and the Judging/Perceiving dimensions affect the pace of the interaction and the approach to concluding it.



As we’ve seen, to be effective with their clients, veterinary practitioners and health care team members must first discover their own preferred style of communication. Next, they need to determine what their patients prefer. Then, they adjust their approach, if necessary, to match those client preferences. This three-step approach can be readily applied at each stage of a model for health care communication developed by Judy Allen and Susan A. Brock.

According to Allen and Brock, what transpires during doctor-client and staff-client communication can be analyzed as a four-stage process:

1. Initiating the interaction

2. Investigating needs

3. Suggesting action

4. Next steps or closing.

Let’s look at each of the stages …

Stage 1: Initiating the Interaction


For a review of the four MBTI function pairs, how they affect practice team dynamics, and tips for communicating with colleagues and coworkers with differing function pairs, refer to section 16 in MBTI “Type and Teams” Module 3.

How Can You Identify Clients with Preferences for ST, SF, NF, and NT?What do each of these preference pairs looks like? Here are some behavior cues to watch for that can tip you off to your client’s preferred way of gathering information and making decisions.

Also included is the estimated prevalence of each of the functional pairs in the U.S. population,which provides interesting insight into the preferences that clients are most likely to display.

ST

Specifics/Logical Implications (estimated 30% of the U.S. population)

✢ Values factual information✢ Gives the facts in a logical order✢ Has a practical, “let’s get the task done” approach✢ Interested in tried and trusted methods with data-back-up✢ How they might prefer to hear bad news:

-“I don’t want to hear all sorts of irrelevant stuff, I just want the straightforward facts, no fuzzy prelude.”

-“When my last pet died, they kept asking me how I felt. It felt intrusive and wasn’t helpful. Please don’t expect me to open up before I know you are trustworthy.”

NF

Big Picture/Impact on People (estimated to be 17% of the U.S. population)

✢ Sees their situation as unique✢ Needs to be valued as a person✢ Interested in new methods of treatment and perhaps

non-traditional approaches ✢ How they might prefer to hear bad news :

-“I hated being treated like a number, just another person with a sick cat. I really wanted to have more time to talk about different treatment options.”

-“I immediately thought of my family, especially the kids, and how they would take the news.”

SF

Specifics/Impact on People (estimated 43% of the U.S. population)

✢ Seeks personalized service, a caring relationship✢ Asks for facts rather than theory✢ Wants a warm and friendly approach✢ Interested in whatever worked for others✢ How they might prefer to hear bad news:

-“The blunt way the doctor broke the news made it so much worse to bear; what helped was how the technician actually related to me as a person.”

-“The worst thing was hearing the news alone, I wished my partner was with me. But it really helped me to have the doctor’s full concentration, and not to be hurried so I could get all my questions answered.”

NT

Big Picture/Logical Implications (estimated to be 10% of the U.S. population)

✢ Asks for logical options✢ Tests the health care providers competence✢ Interested in cutting-edge methods✢ How they might prefer to hear bad news:

- “I just wanted the truth, an understanding of the whole situation, the prognosis and what options there are.”

- “If I have a serious decision to make that might affect my pet’s life, I want to be sure I am dealing with someone who knows what is going on, not an amateur.”


According to MBTI estimates provided by the Center for Applications of Psychological Type:✶ 66% to 74% of the general U.S. population prefers

Sensing, while 26%–34% prefers Intuition

✶ 40% to 50% of people prefer Thinking, while 50% to 60% prefer Feeling.

Note that the Thinking/Feeling dichotomy is the only MBTI preference pair where a significant gender bias is evident. While 65% to 76% of females prefer Feeling, only 33% to 45% of males assess with a Feeling preference.

So, the data suggest that, if veterinary clients are simply a subset of the general U.S. population, then there is a 66% to 74% likelihood that any random client would have a prefer-ence for Sensing and up to a 60% likelihood of a client prefer-ring Feeling, unless the client is female in which case there is a 65% to 76% likelihood that she has a Feeling preference.

What does this data mean? If you play the odds, you can guess that many clients’ preferred communication styles will be represented by the SF function pair. However, you’ll still want to “tune in” to each individual client and be prepared to adapt to their communication needs in the moment.

Exercise

Identifying Client PreferencesLet’s check your understanding and see how you do at identifying the following client statements. Match each group of statements with the appropriate function pair.

A = ST B = SF C = NF D = NT

––––– 1. “I need to know that the person talking to me has my best interests at heart.”

“I need someone to spend time with me talking over the treatment options and possible long-term outcomes.”

“I want to be confident in the treatment that is recommended and understand why it has been chosen.”

––––– 2. “I just want the facts, as much information as I can take in.”

“I don’t want a lot of sentiment or personal stuff.”

“I want to know the pros and cons from someone who really knows what they are talking about.”

––––– 3. “ I need to know the reason for the recommended treatment, the full extent of its effect, both good and bad. I’m not just going to act on faith on this.”

“I want someone I respect to give me the information, but not necessarily all the details.”

“I need to be confident in their competence. If I have it, I’ll pretty much do what I’m told.”

––––– 4. “ I need to trust the person who is providing the information and have confidence in them.”

“I want individual attention and the other person’s full concentration. And I don’t want a whole lot of wild options and alternatives.”

“I like to be channeled into the right solution.”

Answers: 1. C; 2. A; 3. D; 4. B


SF (Sensing/Feeling): The Personal Service ApproachClients with a preference for Sensing and Feeling want a warm, personal connection with their veterinary health care professional. Specific “to do’s” for SF’s include:✦ Listen carefully to them, give them your time and

complete attention.✦ Be warm, friendly and cheerful.✦ Give them factual information honestly, but with a

personal touch; for example, remember what you’ve already told them.

✦ Strive for harmony in the interaction, find points of agreement.

✦ Provide practical information and examples about their pet’s condition.

✦ Tell them about similar cases and what other pet owners in the same situation have done.

✦ Explain any options clearly and allow them time to decide.

NT (Intuition/Thinking): The Logical Options With Competence ApproachClients with a preference for Intuition and Thinking want the veterinary health care team to offer logical options and will often “test” the competence of the doctor and perhaps even the staff. Specific “to do’s” for NT’s include:✦ Respect their intelligence and their need to understand.✦ Demonstrate your competence and show that you

continually update your knowledge.✦ Do not expect or assume a personal relationship—that

will be built when competence is shown.✦ Answer their questions in an honest, open way; do not

hide anything.✦ Share multiple options and involve them in decisions.✦ Listen to their views and ask before giving advice.✦ Be informed about new, innovative treatment options.

How Can You Connect With Clients with Preferences for ST, SF, NF, and NT?The MBTI function pairs make the greatest difference in how patients want information and interaction from members of the veterinary health care team. With this in mind, here are some specific things you can do to ensure that you are communicating most effectively with each client.

ST (Sensing/Thinking): The Facts with Practicality ApproachTypically, clients with a preference for Sensing and Thinking desire fact-based interaction with their veterinary practice. Specific “to do’s” for ST’s include:✦ Be brief, give concise facts.✦ Be straightforward, honest, and realistic.✦ Be competent and pay attention to detail.✦ Present information in a logical way; do not go off

on a tangent.✦ Know the facts about their pet’s condition and expect to

be questioned on them.✦ Give them information on the specific treatment options

so they can weigh them.✦ Do not treat their pet without first giving them all the

facts and relevant details.✦ Give them factual written information about their pet’s

condition and treatment.✦ Have relevant data available for comparison and review.

NF (Intuition/Feeling): The Supporting Their Vision ApproachThose with a preference for Intuition and Feeling want personalized support that respects their values and considers the implications of their situation on others and for the future. Specific “to do’s” for NF’s include:✦ Treat them with respect, involve them in the decision-

making process, and value their unique perspective.✦ Be honest, kind, and sincere.✦ Listen to and acknowledge their concerns.✦ Provide bottom line solutions—an overview without too

many details.✦ Get to know them as a person.✦ Be open to discussing alternate or complimentary

treatments with them.✦ Be consistent in words and actions.


Take, for instance, Dr. Jung, the INTP practice owner at River City Veterinary Hospital (RCVH). Dr. Jung’s natural communication style, considering his NT function pair, is to get straight to the point and present treatment options in a logical and fairly impersonal way. He would typically share the pros and cons of each potential ap-proach at a fairly high level, without providing much in the way of specific detail. When attempting to commu-nicate with an SF client, Dr. Jung’s style could easily get in the way. The SF client would first want to feel like Dr. Jung cared about him or her as a human being. Then, they would need a lot more detail about the “how to’s” related

Exercise

Develop Your Skills ExerciseThink of two recent client interactions that you were involved in: one where the outcome was good and one where it was unsatisfactory from your perspective. Describe each one using the following headings:

◆ What was the situation?

◆ Who was involved?

◆ What did you think, feel, or want to do in this situation?

◆ What did you actually do?

◆ What was the outcome?

The Challenges of “Flexing” Your Style“Flexing” your style to connect with your client will be most challenging when the client’s preferred communication style is exactly opposite to yours.

to each approach and what would be required of them in the way of home care, etc.

In the same way, RCVH’s practice manager, Jean, with an ESTJ type preference, would be challenged to adapt her normally short, crisp, businesslike style to meet the needs of an NF client who had lodged a complaint about the hospital’s billing policy.

With a little practice, though, every member of your practice team can develop the skills needed to “flex” and connect with clients with different communication styles. Try the following exercise to help you reflect and learn from your daily client communication experiences.

Then consider these questions:1. Looking at the functional pairs in particular,

what type mode would best describe you in this interaction?

ST – Specifics/logical implicationsSF – Specifics/impact on peopleNF – Big picture/impact on peopleNT – Big picture/logical implications

2. How would you describe the clients’ type mode?

3. In what ways did your mode match the clients’ mode? In what ways did you perceive a mismatch?

4. For the instances where your behavior cues matched those of your client, what were the positive outcomes, what were the negative outcomes?

5. For the instances where your behavior cues did not match those of your client, what were the positive outcomes, what were the negative outcomes?

6. What insights are coming up for you that could inform how you can be more effective in the future? What do you want to do differently next time?


Stage 4: Next Steps or ClosingThe next step is to move to closure. The Myers-Briggs Judging/Perceiving dimension is most evident as the conversation ends. Some patients (those preferring Judging) are eager to achieve closure. Others seem to enjoy gathering information and considering their options and may delay closure (those preferring Perceiving).

If your client prefers Judging …

✦ Clarify the client’s goals and when they want to achieve them.

✦ Provide a timetable and stick with it.

✦ Expect a push to “get it done.”

✦ Ensure that the client does not make decisions prematurely.

If your client prefers Perceiving …

✦ Clarify the client’s direction, then be ready to make action easy when they make a decision.

✦ Make actions fit the client’s timetable if possible.

✦ Expect the client to take action at the last minute and follow-up with them as appropriate.

✦ Support the client in gathering the information they need to make a decision.

Note: according to MBTI estimates provided by the Center for Applications of Psychological Type, 54%–60% of the general U.S. population prefers Judging, while 40%–46% prefers Perceiving.

Similar to the tips outlined in the previous “Adjust Your Approach” section, here are some communication strategies to try during this stage of the interaction:

Clients in a “J” mode may seek to control the situation as much as possible. They may want:

❖ To reach a decision and move quickly on to the next steps:

“What treatment does my pet need? How soon can it be scheduled?”

❖ No loose ends:

“Is that everything? When do I need to schedule the next appointment?”

Clients in a “P” mode usually like to have options and information. They may want:

❖ To examine the options:

“What are the treatment options? Can we review them again?

❖ To stay open until the last minute:

“I’d like to consider all of this before deciding what to do. I need time to do a little more research.”

21 What are the Benefits of Applying the Four-Stage Model?

Adherence: Communication for Committed ActionEncouraging clients to follow your clinical recommendations



Veterinary health care practitioners and team members can definitely learn how to recognize and respond to client differences. Applying the simple four-stage process outlined here can improve quality of doctor–client and staff–client communication, client satisfaction, client follow-through, and actual pet health outcomes.

The subject of adherence (more commonly referred to as compliance within the veterinary profession) has been a hot topic recently. The use of the term “adherence” is more commonly used in human health care to refer to com-municating with patients for committed action. While “compliance” has enjoyed more widespread use within veterinary medicine, in some circles the term adherence is preferred. The reason? It is not our intent to persuade or manipulate clients to comply passively with whatever we think might be good for their pet. Our goal is to commu-nicate with clients in such a way as to promote an in-formed decision that the patient can own. This ownership and resulting commitment contribute to a greater chance that our clinical recommendations—that are in the best interest of both the pet and client—will be followed.

Poor communication is costly on many fronts and it contributes to the less-than-optimal levels of adherence identified in veterinary practice. Wasted medication, continuous need for medical intervention, a tendency to wait until emergencies arise versus taking a pre-ventive approach—these are all symptoms of low adherence. Most importantly, as a result, our patients may not achieve the fullest possible recovery from disease states or surgical interven-tions and their quality of life (as well as that of the client) is negatively impacted.

Improving Adherence Using the MBTI Framework An understanding of personality type can help veterinary professionals partner with clients and provide information which will help them to reach informed decisions—decisions to which they are more likely to adhere. Essen-tially, better client communication using the lens of MBTI personality type is one key that can help ensure committed action and follow-through on the part of the client.

When encouraging clients to adhere with any recommendation, be it a prescription diet or a course of antibiotics, they are more likely to respond positively if they receive the information in a type mode which reflects their own. So, thinking about what’s already been covered in this module, always remember to:

♦ Follow the three simple steps involved in utilizing the eight MBTI preferences to improve your communication with others:

1. Identify your own preferred style of communication.

2. Tune in to the other person’s preferred style or current needs.

3. Adjust your approach, if necessary, to match those needs.

♦ Practice using the four-stage model for effective doctor-client and staff-client communication outlined earlier in this module. The “to do” lists for each MBTI function pair (ST, SF, NF, NT) provide clear guidance for influencing clients most effectively.

When in Doubt, Ask the Client!There may be times when you just can’t get a lock on what the client’s preferred communication style is at the moment. In those instances, follow this simple rule: When in doubt, ask the client! Simply ask the client a few questions to uncover their needs and find out what they want from you in the way of communication. Here are a few examples:

♦ “Would you like me to focus on the details or the big picture?”

♦ “What other information would be helpful for you right now?”

♦ “What criteria will you be using to arrive at a decision?”

♦ “What do you need from me/us to help you move forward?”

♦ “What lingering questions do you have that I/we haven’t adequately answered?

♦ “What options or steps are you considering?”

Additionally, one of the greatest benefits that comes with under-standing personality type is an improved ability to differentiate between intentional and misunderstood messages. Many misunder-standings are based on differences in personality types, not the result of intended confrontations or slights.

So, how can you prevent misunderstandings? Once again, ask the client. Always “check it out” when you experience a client interaction that seems confrontational or otherwise catches you off guard.

21 What are the Benefits of Applying the Four-Stage Model?

Guidelines for Improving Client Communication and Adherence

Checking it out simply means to ask the client what they meant when they said, did, or failed to do something. When asked in a curious and sincere manner, checking it out is neither offensive nor confrontational.

Here’s what to say …

“When you said (or did) __________, I interpreted that to mean __________. Did I get it right?”

Many things can affect the way in which clients receive information and advice. Pet health care issues can often be emotive and this in itself may lower the client’s ability to assimilate information and make sound decisions. There-fore, it is even more important to match our communica-tion-related behaviors to the patient and their needs.

S u g g e s t e d R e a d i n g

Books1. Health Care Communication—Using Personality Type. Allen J, Brock S. Routledge,

2000.

2. Introduction to Type and Communication. Dunning D. CPP, 2003.

3. MBTI Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator, 3rd ed. Myers IB, McCaulley M, Quenk N, Hammer A. CPP, 2003.

22 References



Articles1. Communication strategies with people of different

psychological types. Carskadon T. Mississippi State University Psychology Department, freshmanseminar.appstate.edu/FS_Students/com_strategies.htm.

2. Doctor-patient communication. Houghton A. BMJ Careers, 2005.

3. Guessing another person’s type without them telling you. mbticlub.com.

4. Personality differences between doctors and their patients: Implications for the teaching of communica-tion skills. Clack GB, Allen J, Cooper D, Head JO, Med Educ 38:177-186, 2004.

5. Tailoring the message. Allen J, Brock SA. Minnesota Medicine, Vol. 83, May 2000.

http://www.amazon.com/Health-Care-Communication-Using-Personality/dp/0415213738/ref=sr_1_fkmr0_3?ie=UTF8&qid=1270147640&sr=1-3-fkmr0

http://www.amazon.com/Introduction-type-communication/dp/B0006S9N9A/ref=sr_1_2?ie=UTF8&s=books&qid=1270147702&sr=1-2

http://www.amazon.com/Manual-guide-development-Briggs-indicator/dp/0891061304/ref=sr_1_3?ie=UTF8&s=books&qid=1270474953&sr=1-3

http://www.peerleader.appstate.edu/Fac_manual_07/Academic%20Success/mbti.pdf

http://medicine.nova.edu/~danshaw/residents/readings/Doctor-Pt%20Comm.pdf

http://www.mbticlub.com/final/mbti_applying.asp

http://www.wiley.com/bw/journal.asp?ref=0308-0110

Learning Objectives

Map Your Team13 14 Team's

Table 16 Function Pairs 17 Maximize

Performance 18 Appendices15Manage, Motivate

Course ContentOptional and Recommended: All practice members take the MBTI (register at myevt.com) and review their reports to become aware of their type preferences.

Part 13: Mapping Your Team Introduction to the type table✦ Building a type table (Appendix 1)

Part 14: Building Your Team’s Type TableTeam Type Analysis✦ Charting similarities and differences✦ Understanding preferences and potential

strengths✦ Analyzing preference representation and

potential blind spots✦ Knowing usefulness of opposite preferences✦ Considering use of all preferences for group

benefit✦ Pondering interaction of the team leader with

the team and individual members

Part 15-16: Managing and Motivating Your Team Effects of MBTI Type Preferences in Work Settings✦ Understanding the effects of preference

dichotomiesBringing Out the Best in Each Team Member✦ Assessing your job fit (Appendix 2)The Four MBTI Function Pairs✦ Determining your own “heart of type”✦ What do the function pairs look like?Communication and the Function Pairs✦ Knowing what works and does not work for each

function pair✦ Using your knowledge of type to communicate

more effectivelyDecision Making and the Function Pairs✦ Following the process✦ Improving your team decision making and

problem solving (Appendix 3)

Part 17: Maximizing Your Team’s Performance ✦ The importance of type diversity in the workplace✦ What team leaders can do to improve team

functioning

ReferencesBooksArticles

Appendix 1MBTI Type Table (Part I)

Appendix 2Job Tasks Categorized by Preferred MBTI Functions (Part II)

Appendix 3Decision Making/Problem Solving for All Types:Questions to Stimulate the Use of Each Function (Part II)

MBTI Module 3:

Type and Teams Module Course DescriptionThe effectiveness of a veterinary practice depends on how well each team member uses his or her capabilities to contribute to the benefit of all. This effectiveness can be gauged on a daily basis as well as when evalu-ating the achievement of long- and short-term practice goals. How do team members interact with each other? What can be done to optimize individual job satisfaction, motivation, performance, communication, client satisfaction, and decision-making processes? The answer lies in the awareness and application of the psychological type information you will learn about through completing this module.

Learning ObjectivesLearn how the Myers-Brigg Type Indicator (MBTI) type table can facilitate the understanding and advantageous use of team dynamics:✦ Become aware of the structure behind the placement of the 16 types

in the table.

✦ Understand how using MBTI type preferences is a means to understand ourselves and others, not a means to characterize ourselves or others.

✦ Identify team or practice typology.

✦ Build awareness of practice member type similarities and differences.

Learn how to bring out the best in each individual and the practice team:✦ Analyze and compare personnel type preferences to job tasks.

✦ Identify the “heart of type” and its effect on attitudes and performance.

✦ Demonstrate respect for type preferences, resulting in effective communication.

✦ Collect information and use S-N-T-F protocol to balance the decision-making process.

Apply the knowledge of psychological type to enhance both individual and team performance:✦ Value type differences within the veterinary team.

✦ Use type preferences to maximize team harmony and productivity.

✦ Learn how type dichotomies can complement each other.

✦ Consider specific steps team leaders can follow to improve team functioning.

Become aware of book and article resources about MBTI type.

In summary, understand that knowing about MBTI type provides a tool for understanding ourselves and others. Type informs us not of abilities, but of preferences. Though likely inborn, type preferences can be dynamic in social situations.

www.myevt.com

Map the Team13 14 Team's



In this module, we’ll look at:

1 Mapping your team: How to use the MBTI type table to understand and influence team dynamics.

Managing and motivating your team: How to bring out the best in each individual and use type knowledge to improve team communication and decision making.

Maximizing your team’s performance: How to use a knowledge of psychological type to en-hance both individual and team performance.

32

No matter where you work within a veterinary practice, no matter what you do, you are part of a team. The practice as a whole represents a team effort to reach a goal and each function within the practice (eg, doctors, technicians, client service staff, etc) serves as a team within the larger team. Any team’s success is directly linked to how well individual members get along and work with each other.

13 Map Your Team


Appendices

Extraversion/Introversion

E

IIntroverted types prefer time to

think, so they are at the head of the

table.

Extraverted types prefer action and

movement, so they are at the

foot of the table.

S NIntuitive types

like “right-brain” activities (eg, hunches and

meanings), so they are on the left.

Sensing types like “left-brain” activities

(eg, careful and sequential use of

facts), so they are on the left.

T TF

Thinking/Feeling

Thinking types like to be objective and

stand apart from their decisions, so they are on the outside

columns of the table.

Feeling types like to please and consider

others in their decisions, so they are

next to each other in the middle of the

table.

J

P

J

Judging/Perceiving

Perceiving types like flexibility and

adaptability, so they are in the middle

rows of the table, just “going with the flow.”

Judging types like structure and order, so they are in the top

and bottom rows, providing structure

for the table.

Sensing/Intuition

Mapping Your Team: Using the MBTI Type Table to Understand and Influence Team Dynamics

Introduction to the Type TableOne of the most useful tools for understanding team dynamics is the Myers-Briggs Type Indicator (MBTI) type table (see MBTI Learning Modules 1 and 2). The table gives you an instant look at a team or entire veterinary practice and is a helpful tool to raise awareness among team members about individual similarities and differences.

Let’s build a type table with all 16 types on it. Isabel Myers and others who designed the table gave us some mnemonics to help us remember the placement of the 16 types.

13 Map Your Team

www.myevt.com/content/mbti

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

13 Map Your Team

Putting it all together, we end up with the complete type table which displays the types together that have the most in common.

Some people feel boxed in when they look at the type table. So, instead of a box, many type experts liken the type table to “a house with 16 rooms.” Your own best-fit type is your favorite room—perhaps the one with the large picture window or the 52-inch flat-screen TV—but there are other rooms you like almost as much and probably visit often.

A few rooms—the laundry room for example—may be far less appealing to you, and yet you know how to function in those rooms when you have to.

Type works the same way, you aren’t stuck being just one type. Personal

growth and maturity involves knowing when you have to move to a different room

by working outside your preferences in order to meet the needs of a particular

situation. Knowing your preferences provides you with a helpful framework for adjustment when you need to step outside

them to function effectively both at work and in your personal life.

1

14 Building Your Team’s Type Table




How diverse or similar are the team members?

Typologically similar individuals and teams share the same ways of being energized, gathering infor-mation, making decisions, and approaching life. Because of this, they often find it relatively easy to work together. Teams with high similarity will reach decisions more quickly but are more likely to make errors due to inadequate representation of all type-related viewpoints.

Typologically diverse teams, on the other hand, can struggle to work well together since individuals and team members prefer to operate in such different ways. The good news is that, while a diverse team may take longer to accomplish a project and need to manage more conflict during the process, the end result is invariably better since more perspectives and strengths are represented.

In RCVH’s case, we can see that although many “rooms” on the type table are filled, almost half (8 out of 17) of the team members are clustered in the upper left-hand corner of the table. Additionally, almost three quarters (12 of 17) of the team members reside on the left-hand side of the table. The team as a whole, then, will undoubtedly reflect some bias toward the characteristics of the types in these sections of the type table.

Let’s take a look at these using the type table below for the fictitious River City Veterinary Hospital (RCVH):

✦ How diverse or similar are the team members?✦ What preferences does the team emphasize? What

are the potential strengths associated with those preferences?

✦ What preferences are less represented? What are the team’s potential blind spots?

ISTJ ISFJ INFJ INTJ Dr. Hirsh Isabel Mary Barbara Judy ISTP ISFP INFP INTP Charles Donna Linda Dr. Jung Sherry

ESTP ESFP ENFP ENTP Katharine Dr. Kise Paul

ESTJ ESFJ ENFJ ENTJ Jean Naomi Janet Allen

✦ Which type or types are minority types within the team? How can minority voices be heard so that everyone’s gifts can be used?

✦ How might the team leader’s type interact with the team’s type? With individual member’s types?

The MBTI type table is a great tool to understand and influence team dynamics.To build your own team’s type table, use the MBTI Type Table provided in Appendix 1 and simply write the names of each team member who has determined his/her best-fit type in the appropriate squares (ie, “rooms”). Make sure that you have each individual’s permission to do this since each person’s type is his or hers to choose to disclose.

Now, add up the number of extroverted types, introverted types, sensing types, intuitive types and so on and record the totals in the space provided at the bottom of the table.

Team Type AnalysisHere are a few initial questions to consider as you evaluate your team from a typological standpoint:

E = 7 S = 12 T = 5 J = 9I = 10 N = 5 F = 12 P = 8

28 Sensing or Intuition14 Building Your Team’s Type Table

What preferences does the team emphasize? What are the potential strengths associated with those preferences?

It’s important to be aware of your team’s overall type and where it is over- or underrepresented by a particular preference. Overall, the RCVH team leans toward Introversion (59% of mem-bers), Sensing (71% of members), Feeling (71% of members), and Judging (53% of members). An ISFJ team will tend to behave like and reflect the strengths of an individual who selects ISFJ as their best-fit type.

Therefore, like many ISFJs, RCVH is likely to excel at taking care of their client’s needs. Collectively, the team will tend to be quiet, friendly, reliable and thorough, and will value order, stability, and harmony.

3What preferences are less represented? What are the team’s potential blind spots?

RCVH’s most obvious blind spots are related to the Sensing/Intuition and Thinking/Feeling preference dichotomies. Preferences for both Intuition and Thinking are underrepresented on the team.

So while the team will naturally have a mastery of the facts, an acute awareness of present realities and an appreciation for knowing and doing what works (Sensing), they may have difficulty focusing on where the current trends are leading, doing things they haven’t tried before and recognizing future possibilities for the team (Intuition).

And while they will be especially sensitive to the impact of their actions and decisions on other people (Feeling), they may have less capacity for making decisions more objectively and placing an equal emphasis on tasks and bottom-line results (Thinking).

Mutual Usefulness of Opposite PreferencesOpposite types can complement each other, filling in each other’s blind spots and balancing decision making. Here are a few ideas:

Intuitive Types Need Sensing Types ... Sensing Types Need Intuitive Types ...

To bring up pertinent facts

To face the realities of the current situation

To apply experience to solving problems

To focus on what needs attention now

To keep track of essential details

To face difficulties with realism

To remind them that the joys of the present are important

To bring up new possibilities

To anticipate future trends

To apply insight to solving problems

To focus on long-term goals

To watch for new essentials

To face difficulties with zest

To show that the joys of the future are worth looking for

Feeling Types Need Thinking Types ... Thinking Types Need Feeling Types ...

To analyze consequences and implications

To hold consistently to a policy

To stand firm for important principles

To create rational systems

To be fair

To forecast how others will react and feel

To make needed individual exceptions

To stand firm for human-centered values

To organize people and tasks harmoniously

To appreciate the Thinking type along with everyone else

8 Sensing or Intuition14 Building Your Team’s Type Table

4Which type or types are minority types within the team? How can minority voices be heard so that everyone’s gifts can be used?

RCVH has several opportunities to insure that the value of minority preferences are recognized and utilized:✦ From the previous question we already know that it would be beneficial for the team to seek out

the perspectives and strengths of those team members who prefer Intuition (N) and Thinking (T).

✦ RCVH’s team of veterinarians includes the practice owner, Dr. Karl Jung (INTP), his business partner, Dr. Sandra Hirsh (ISTJ), and their new associate, Dr. Jane Kise (ENFP). Dr. Kise brings needed balance to the doctor team with her preference for Feeling (F). Drs. Jung and Hirsh will naturally zero in on the work to be accomplished while Dr. Hirsh will be able to offer insight into the “people” aspects of the situation.

✦ As an ENTP, Paul represents the exact opposite of the team type (ISFJ). As such, he has the potential to provide an important and unique perspective. Unlike the team, he will be constantly generating ideas and on the lookout for new and better ways to do things. But without a conscious effort by the team to value and welcome his perspective, he is likely to be ignored or even margin-alized because his personality preferences are so different from the team norm.

5✦ As an INTP the practice owner, Dr. Jung probably enjoys problem-solving and is natu-

rally curious, logical, and analytical. With his preferences for Intuition (N) and Think-ing (T), he offers the team needed balance with his ability to see the big picture and think strategically.

✦ He may become frustrated, though, by the team’s apparent disinterest in his long-range vision and their reticence to consider change. He may also find that leadership and team building are particularly challenging since he tends to be more quiet and independent and handling people issues requires more effort than he’d prefer to put into it.

✦ Understanding these differences and related challenges is a critical first step for Dr. Jung in taking the necessary steps to improve his ability to engage and lead his team.

Moving from recognizing and understanding to appreciating and effectively using differences is a challenge because we all have a natural bias for our own way of seeing things and making decisions.

Psychological type and the MBTI provide a rational structure for understanding normal, everyday differences between people. Appreciating and making constructive use of those differences is also part of the theory and the ethic underlying the MBTI.

How might the team leader’s type interact with the team’s type? With individual member’s types?

Out the Best in Each Team Member

8 Sensing or Intuition15 Managing and Motivating Your Team




People Who Prefer Thinking (T) ... People Who Prefer Feeling (F) ...

- Focus on the tasks- Use logical analysis to understand and decide- Want mutual respect and fairness among colleagues- Are firm-minded, can give criticism when appropriate- Apply principles consistently

- Focus on people’s interactions - Use values to understand and decide - Want harmony and support among colleagues - Are empathetic, prefer to accommodate and reach - Apply values consistently

People Who Prefer Judging (J) ... People Who Prefer Perceiving (P) ...

- Want to plan their work and follow their plan- Like to get things settled and finished- Feel supported by structure and schedules- Reach closure by deciding quickly- Focus on timely completion of a project

- Want to have flexibility in their work - Like to be spontaneous - Feel restricted by structure and schedules - Leave things open as long as possible - Focus on enjoying the process

The right job enhances your life. It is personally fulfilling because it nourishes the most important aspects of your personality. It suits the way you like to do things and reflects who you are. It lets you use your innate strengths in ways that come naturally to you.

Now it’s time to bring out the best in each individual and use type knowledge to improve team communication and decision making.

Effects of the MBTI Preferences in Work SettingsThe following are typical contributions of the eight individual type preferences in work environments.

Bringing

Mutual Usefulness of Opposite Preferences Opposite types can complement each other, filling in each other’s blind spots and balancing decision making. Here are a few ideas:

People Who Prefer Extraversion (E) ... People Who Prefer Introversion (I) ...

- Like variety and action- Enjoy interacting with people- Develop their ideas through discussion- Learn new tasks by talking and doing- Are interested in how other people do their work

- Like quiet for concentration - Enjoy focusing on a project or task - Develop their ideas internally - Learn new tasks by reading and reflecting - Enjoy working alone with no interruptions

People Who Prefer Sensing (S) ... People Who Prefer Intuition (N) ...

- Focus on immediate issues- Provide a realistic and practical perspective- Like to perfect standard ways to do things by fine tuning- Build to conclusion by collecting facts- Draw on their own and others’ experience

- Follow their inspirations - Provide connections and meanings - Like solving new, complex problems - Start with the big picture, fill in the facts - Prefer change, new ways of doing things

consensus

If you’re in the right job, you should:✢ Look forward to going to work

✢ Feel energized (most of the time) by what you do

✢ Feel your contribution is respected and appreciated

✢ Feel proud when describing your work to others

✢ Enjoy and respect the people you work with

✢ Feel optimistic about your future

Appendices

8 Sensing or Intuition15 Managing and Motivating Your Team

Unchecked, these may eventually lead to performance problems, health problems, or both. No job provides a perfect match, but knowledge of your preferences can help you avoid major mismatches, understand sources of job fit-related stress, and guide you in assessing future options or adapting your current role to enable you to use your type preferences more.

Assess Your Job FitLet’s be realistic. You’re not always going to look forward to going to work and you’re not going to be energized by what you do 100% of the time. Your goal is to find a job where you can play to your strengths and use your natural personality prefer-ences at least 51% of the time. The more, the better.

To bring out the best in yourself and others, it’s important to evaluate and potentially adjust roles and responsibilities to insure the best possible job fit. The more type preferences that fit, the more satisfying each day’s work will be.

To get started, review your MBTI best-fit type preference and then use the following questions to assess your job fit for any particular job or position.

✢ How much of the job is Extraverted (E)—dealing with the public, handling phones, attending meetings, taking care of client relations—and how much of it is Introvert-ed (I)— working alone without much interaction with coworkers or outsiders?

✢ How much of the job is Sensing (S)—dealing with tan-gible and immediate issues and using practical hands-on skills—and how much of it is Intuitive (N)—requiring an overview of an entire project or system and making connections between and among several ideas, projects, and people?

✢ How much of the job is Thinking (T)—involving objec-tive and impersonal decision making, and careful, analyti-cal handling of what needs to be done, regardless of what others think or feel—and how much of it is Feeling (F)—involving interpersonal dynamics and making decisions that promote individual and group harmony?

✢ How much of the job is Judging (J)—meeting deadlines, staying punctual and organized, and being accountable—and how much of it is Perceiving (P)—dealing with the unplanned, tending to emergencies, and responding to whatever comes up?

After reading the Section 16 on MBTI Function Pairs (ie, the middle two letters of your 4-letter type code), refer to Appendix 2, Job Tasks Categorized by Preferred MBTI Functions, to further assess your job fit

How do the common job tasks of your current position com-pare with your preferred function pair (ie, ST, SF, NF, or NT)?

With a little effort, any type can potentially perform any job. However, there are natural fits, and the more you know about your personality preferences, the more your career choices can be made from a position of self-confidence. The key to success is raising your self awareness and understanding your MBTI type is a great way to learn more about what makes you tick and what work tasks and environments might bring out the best in you.

When in a job that is ill-suited to their personality type, people often report that they feel one or more of the following:✢ Tired or stressed

✢ Inadequate or incompetent

✢ Undervalued

✢ Misunderstood

People choose occupations and jobs for many reasons, but one of the most important motivations is a desire for work that will permit them to use their type preferences and that will entail relatively little use of their nonpreferences. Type preferences are likely to affect activities as well as environments that people find energizing and satisfying.

16 The Four MBTI Function Pairs




One of the key aspects of psychological type is the combination of the Sensing or Intuition preference with the Thinking or Feeling preference.

The possible combinations (ST, SF, NF, and NT), which form the four columns of the type table, are called function pairs because they say so much about how we function in life.

1 “ I am someone who is decisive, quick to take action, values facts and logic, and pays attention to details.”

3 “I am someone who is guided by my passions and beliefs, has a sixth sense about people, and works to ensure harmony in the workplace.”

4 “I am someone who is an agent of change, a person with a vision who values logical argu-ment, competence, and independence.”

Did the function pair you selected seem like a good fit? Don’t worry if you’re still not sure ... let’s dig a little deeper into this concept.

STs like facts, are practi-cal and analytical, and like using technical and administrative skills for finding tangible solutions to immediate problems.

NTs are interested in possi-bilities and ideas. They like using their analytical skills to solve complex problems and develop theoretical frameworks.

SFs like using facts to provide the right practi-cal and immediate help for people, and to create happy and harmonious environments.

NFs are interested in ideas, possibilities, and theories. They like using their insight to understand and develop people, both individuals and more widely.

Statement 1 Statement 2 Statement 3 Statement 4

Sensing/Thinking (ST) Sensing/Feeling (SF) Intuition/Feeling (NF) Intuition/Thinking (NT)

Now that you’ve made your selection, review these descriptions of the function pairs that correspond with each statement:

To get started, here’s a short self-assessment to help you select the

function pair that is most like you. Which one of the following statements most

accurately describes you?

2 “I am someone who is service-minded, seeks to help people in very practical ways, and is unselfish, kind, and understanding.”

Since these preference pairs form the middle two letters of each person’s four-letter type code and define how we prefer to gather information and make decisions—our core mental priorities—they are sometimes referred to as “the heart of type.”

Determining Your Own

“Heart of Type”

Appendices


What Do the Function Pairs Look Like?All four perspectives add value to a team or veterinary practice. When one or more perspectives are missing or underrepresented, client service, quality of care, practice profitability, and other important outcomes can be negatively impacted.

The table below provides a quick overview of what each of the four perspectives contributes to team performance.

Motto: “Let’s be accurate and responsible.”

“Let’s be practical and service-oriented.”

“Let’s be insightful and inspiring.”

“Let’s be theoretical and entrepreneurial.”

Like work that is: efficient and data-oriented.

social and service-oriented.

creative and growth-oriented.

effective and competition-oriented.

Contribute by: developing policies and procedures.

delivering internal and external customer service.

describing ideals worth striving for.

designing theoretical concepts.

Look for: atability, accountabil-ity, and control.

affiliation, personal interaction, and support.

personal meaning, self-expression, and growth.

rationality, opportu-nity, and long-range visions.

Have as a goal: Efficiency Helping others Empowerment Mastery

Ask questions such as:

“How will it be done and how much does it cost?”

“Who will it affect? Who will do it and how?”

“How will it be com-municated and who will it impact?”

“What is the latest and most relevant theory or strategy?”

Experience conflict when:

work is not done correctly

people disagree values are ignored or crossed

principles are incor-rect or faulty

Want teams to focus on:

the bottom line. offering support. giving encourage-ment.

systems.

Think about where some of your friends and coworkers fit on this table. How are they similar or different from you?

ST SF NF NT

As you may recall, Dr. Jung sometimes gets frustrated by Isabel and Katharine’s apparent lack of interest in his long-range vision and their reticence to consider change. Knowing their preference for SF, Dr. Jung can immediately become more effective when introducing potential changes in the practice by spending less time talking about future projections and abstract possibilities (his forte) and providing detailed plans and information with lots of specific examples.


ESTP ESFP ENFP ENTP Katharine Dr. Kise Paul

ESTJ ESFJ ENFJ ENTJ Jean Naomi Janet Allen

ISTJ ISFJ INFJ INTJ Dr. Hirsh Isabel Mary Barbara Judy

ISTP ISFP INFP INTP Charles Donna Linda Dr. Jung Sherry

ST = 3 SF = 9 NF = 3 NT = 2

These function pairings—ST, SF, NF, and NT—are quite useful in looking at communication patterns, group decision making, and practice culture. Let’s return and take a look at our team at River City Veterinary Hospital (RCVH).

By adding up the number of team members populating each column of the type table, it’s obvious that the most prevalent function pair represented within the RCVH team is SF. The other pairs—ST, NF, and NT—are under-

represented by comparison. Let’s see how this distribution affects team dynamics in the following areas.

Communication and the Function PairsTo communicate effectively with others, it’s important to connect with them in a way that satisfies their preferences for gathering information and making decisions. For the majority of team members at RCVH including Isabel and Katharine— the licensed technicians we met in the last module—that means emphasizing SF.

SFs enjoy communication that is:

✲ Personalized✲ Sequential✲ Empathetic with their position✲ Practical and results-oriented✲ Complete with examples✲ Centered on building the relationship

Keys for connecting with SFs:

SFs are turned off by:

✲ Theoretical possibilities✲ Criticism of others✲ A “cookie-cutter” mentality✲ Logic without soul✲ Future projections

✲ Be friendly ✲ Allow for hands-on experience ✲ Value their input

Effectively connecting with Dr. Jung will require that team members do their homework so that they project competence and can logically defend their ideas when challenged. He will naturally be interested in technical developments and strategic im-provements that have the potential to better the practice in the long run.

RCVH’s practice manager, Jean, has identified ESTJ as her best-fit type, not surprising for someone who has migrated to a management role. Dr. Hirsh, one of the co-owners of the practice prefers ISTJ (a common MBTI type for veterinarians). When talking with Jean and Dr. Hirsh, other team members will want to keep the following “ST” tips in mind.


NTs enjoy communication that is:

✲ Organized✲ Big picture-oriented, considers future implications✲ Straightforward✲ Complete with underlying theory, research✲ Full of options✲ Balanced, with pros and cons

Keys for connecting with NTs:

NT’s are turned off by ...

✲ Being told all the answers✲ Hype✲ Administrative detail✲ Repetition✲ Short-term outlook

On the flip side, when team members want to communicate effectively with Dr. Jung, many of them will need to shift away from their normal style of communicating and “talk NT.”

✲ Be prepared to be challenged ✲ Let them draw their own conclusions ✲ Establish credibility quickly

STs enjoy communication that is:

✲ Short, crisp, businesslike✲ Impersonal✲ Factual and credible✲ Sequential✲ Nonbiased✲ Relevant

Keys for connecting with STs:

ST’s are turned off by ...

✲ Vague statements✲ Errors of fact✲ “Surprises”✲ Untried methods✲ Brainstorming with no practical outcome

✲ Be brief ✲ Be sequential ✲ Be responsible

Decision Making and the Function PairsTeam decision making and problem solving involves collecting information and then making a decision —the two behaviors that form the heart of psychological type. Isabel Myers believed that the best way to make a decision or solve a problem is to use the four type functions deliberately and in a specific order: Sensing, Intuition, Thinking, and then Feeling. The diagram below illustrates this process.


A small number of RCVH team members, including their new associate veterinarian, Dr. Kise, prefer NF.

NFs enjoy communication that is:

✲ Full of new insights and perspectives✲ Enjoyable and fun✲ Big picture-oriented✲ Associative, not sequential✲ Concerned with harmony✲ Fuel for brainstorming

Keys for connecting with NFs:

NF’s are turned off by ...

✲ Playing politics✲ Put-downs✲ Pushiness✲ Documentation, paperwork✲ Insensitivity

✲ Be idealistic ✲ Focus on enabling growth in others ✲ Find the fun

Feeling (F)✲ Involve all parties

✲ Consider effects of decisions on others

✲ Use values to evaluate options

✲ Get buy-in from stakeholders

✲ Work to get harmony on the team

Sensing (S)✲ Identify relevant facts

✲ Act based on experience

✲ Determine realistic constraints

✲ Devise and implement incremental solutions

✲ Question radical new approaches

Thinking (T)✲ Analyze the underlying issue

✲ Dissect the problem

✲ Debate or argue to surface all opinions

✲ Create or apply a model

✲ Question fundamental assumptions

Intuition (N)✲ Consider all possibilities

✲ Brainstorm alternatives

✲ Solve multiple problems at the same time

✲ Consider the future

✲ Identify trends and patterns

In reality, when most teams deliberate, they tend to rely more on their two preferred type functions instead of using all four functions in order. For RCVH with their ISFJ team type, that translates into relying more on Sensing and Feeling (SF) since those behaviors come more easily to the team. Questions like “What already exists and works?” (Sensing) and “How will others react and respond to our decision?” (Feeling) come quite naturally.

As a whole, RCVH will have less interest and spend less time on, behaviors associated with Intuition and Thinking. The team will be much less inclined to ask questions like “What could we do that would be completely different from what we’ve done before?” (Intuition) and “What are the purely logical con-sequences of the options we are considering?” (Thinking)

Team performance may suffer if all four functions aren’t considered in the decision-making process. So to overcome this tendency to overlook certain less-preferred views, the team must pay particular attention to provide balance to the process and give equal voice to all four functions.

Improve Your Team Decision Making and Problem Solving


The next time your team faces a decision, try working through the steps in the order indicated in the diagram above.

Refer to the list of questions provided in Appendix 3 to stimulate the intentional consideration of each function.

Identify team members, or someone from outside the team, who can help address the functions that you tend to overlook.

123

MBTI type theory is vital for developing a better understanding of both individual and team behavior. You can then use that understanding to boost team success.

The Importance of Type Diversity in the WorkplaceOne surefire way to maximize your team’s performance is to honor type diversity within your team. The demands of today’s business climate are increasingly requiring that we successfully tap into all of the different preferences represented within our team. Our willingness and ability to value all personality types will become increasingly important in the future.




17 Maximizing Your Team’s Performance

◆ A business that values some behaviors over others will inevitably perform relatively poorly in the op-posite behaviors and will adversely affect people in the system who have different preferences. It will also create a culture that attracts some types and deters others.

◆ People with preferences different from those most represented in the prevailing work culture are likely to pay a personal price from having to subjugate their preferences, and the business is likely to pay a price too, in failing to encourage these talents.

◆ The trick in having a diverse workforce is to address the weaknesses of the traditional culture by supporting those within it to develop and value the culture’s less preferred behaviors, while holding on to what it does well.

Here are a few important things to remember related to creating type diversity in the workplace:

The ideal veterinary practice culture is one where there is a good understanding of personal preferences at all levels of the practice, where all types are valued for what they do best, and where different kinds of people can work together in ways that are complementary.

A diverse culture will attract a wide range of types, capitalize on all their talents, and provide a more congenial and productive working environment. This, of course, means better care and service for your patients and clients.

Appendices

What Team Leaders Can Do to Improve Team WorkingHere’s a summary of some of the specific steps you can take to enhance individual and team performance:

1 Have each team member complete the Myers-Briggs Type Indicator (MBTI) assessment at myEVT.com and

raise awareness of the benefits of understanding personality type differences.

2 Do a Team Type Analysis as outlined in this module to assess your team’s strengths and potential blind spots.

Be aware of what your team is likely to do well, and where it might tend to struggle.

3 Evaluate and potentially adjust roles and responsibili-ties to insure the best possible job fit for yourself and

each of your team members. The more type preferences that fit, the more satisfying each day’s work will be—and the bet-ter the results will be for individuals and the team alike.

4 Arrange the work and run meetings so as to provide solitary tasks and advance thinking time for Intro-

verted (I) types and plenty of action and time for discussion for Extraverted (E) types. Recognize type-related skills and behaviors that people find more difficult and support them to develop in those areas.

5 Use your knowledge of the MBTI Function Pairs— ST, SF, NF, and NT—to communicate effectively with

others by connecting with them in a way that honors their preferences for gathering information and making decisions.

6 When making decisions and solving problems, seek input from each of the four functions (S, N, T, and

F). Team performance may suffer if all four functions aren’t considered in the decision making process. So the team must pay particular attention to provide balance and give equal voice to all four functions.

7 Explicitly value the contributions of all personality types and actively seek ideas and opinions of team

members who don’t say much or who represent minority types within your team.


S u g g e s t e d R e a d i n g

Books1. Developmental career counseling. Grutter J. In Kummerow J (ed): New Directions in Career Planning and the Workplace.

Davies-Black, 2000.

2. Do What You Are. Tieger PD, Barron B. Little, Brown, 2007.

3. Introduction to Type and Coaching. Hirsh SK, Kise JAG, CPP, 2000.

4. Introduction to Type and Teams. Hirsh E, Hirsh KW, Hirsh SK. CPP, 2003.

5. Introduction to Type in Organizations by Hirsh SK, Kummerow JM. CPP, 1998.

6. Introduction to Type. Myers IB. CPP, 1998.

7. MBTI Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator, 3rd ed. Myers IB, McCaulley M, Quenk N, Hammer A. CPP, 2003.

8. People Types & Tiger Stripes, 3rd ed. Lawrence G. CAPT, 1993.

9. Type Talk at Work. Kroeger O. Tilden Press, 2002.

10. Work it Out: Using Personality Type to Improve Team Performance. Hirsh SK, Kise J. Davies-Black Publishing, 2006.

11. Making it in today’s organizations using the Strong and MBTI. Grutter J, Lund S. CPP, 2000.

Articles1. The importance of having all types in the workforce. Houghton A. BMJ Careers, February 2005.

2. The whole type, and how it relates to job satisfaction. Houghton A. BMJ Careers, December 2004.

3. Type and teams. Houghton A. BMJ Careers January 2005.


Finally, when looking at personality type, always remember:

✔ We can all do everything—type tells us about our preferences, not our abilities.

✔ None of the preferences exist in isolation. Type is dynamic and “the whole is greater than the sum of the parts.”

✔ People often say they behave differently in different situations. The best guide to your preferences is how you behave in situations where you feel most natural and at ease.

✔ Type is useful for gaining understanding and self-awareness and for personal development; it should not be used as an excuse for doing or not doing anything, or for criticizing or typecasting others.

✔ Type is probably inborn, but its expression is affected by a person’s personal circumstances, life stage, culture, upbringing, etc

http://www.amazon.com/Directions-Career-Planning-Workplace-Second/dp/0891061452

http://www.amazon.com/Introduction-type-teams/dp/B0006S9N5O/ref=sr_1_1?ie=UTF8&s=books&qid=1255015809&sr=1-1

http://www.amazon.com/Introduction-type-coaching-individual-development/dp/B0006E8SL8/ref=sr_1_1?ie=UTF8&s=books&qid=1255015771&sr=1-1

w.amazon.com/Do-What-You-Are-Personality/dp/0316167266/ref=sr_1_1?ie=UTF8&s=books&qid=1255015665&s

http://www.amazon.com/Introduction-TYPE-Organizations-3rd-1998/dp/B000MLV3R6/ref=sr_1_1?ie=UTF8&s=books&qid=1255015849&sr=1-1

http://www.amazon.com/Introduction-Type-Understanding-Myers-Briggs-Indicator/dp/B000MBWC3A/ref=sr_1_1?ie=UTF8&s=books&qid=1255015877&sr=1-1

http://www.amazon.com/Manual-guide-development-Briggs-indicator/dp/0891061304/ref=sr_1_1?ie=UTF8&s=books&qid=1255015910&sr=1-1

http://www.amazon.com/People-Types-Stripes-Gordon-Lawrence/dp/0935652167/ref=sr_1_3?ie=UTF8&s=books&qid=1255015936&sr=1-3

http://www.amazon.com/Type-Talk-Work-Revised-Personality/dp/0440509289/ref=sr_1_1?ie=UTF8&s=books&qid=1255015969&sr=1-1

http://www.amazon.com/Work-Out-Revised-Personality-Performance/dp/0891062122/ref=sr_1_1?ie=UTF8&s=books&qid=1255015999&sr=1-1

http://www.amazon.com/Making-todays-organizations-Using-Strong/dp/B00069XBTM

http://mbti.researchass.com/wp-content/uploads/2008/04/mbti9.pdf


http://careers.bmj.com/careers/advice/view-article.html?id=608

18 Appendices




E =

I =

ST =

S =

N =

SF =

T =

F =

NF =

J =

P =

NT =

MBTI Type Table

Appendix 1

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Q

18 Appendices

Job Tasks Categorized by Preferred MBTI Functions

Appendix 2

Analyzing information in a detached, objective way

Providing practical services for others

Encouraging others to grow and develop

Developing systems that contribute to the under-standing of knowledge.

Controlling information

Helping people with information

Motivating others to use information to their own benefit

Mastering knowledge.

Instructing Caretaking Mentoring Teaching

Cost-benefit analyses Planning social events Designing projects Doing research

Finding more efficient ways of doing things

Following written procedures

Changing the way people do things

Starting from scratch to make things better

Applying principles consistently

Being patient with others Motivating and inspiring others.

Applying theoretical principles.

Managing projects Finding resources for people

Creating programs that enrich others

Strategic planning

Doing budgets and overseeing them

Making others feel comfortable and at ease

Helping others resolve conflict

Developing systems and models

Collecting and keeping track of data

Getting answers for people now

Solving new and complex problems that will benefit the future of humanity

Solving theoretical problems without set guidelines

Focusing on what needs to be done now

Focusing on what people need

Focusing on personal meaning and self- expression

Focusing on theoretical systems

Improving Serving Performing Understanding

Getting things right Making others happy Empowering others Designing systems

Source: Developmental career counseling. Grutter J. In Kummerow J (ed): New Directions in Career Planning and the Workplace. Davies-Black, 2000.

ST SF NF NT

?

?Q

18 Appendices

Appendix 3

??

Decision Making/Problem Solving for All Types

Questions to Stimulate the Use of Each Function

Step 1: SensingWhat are the verifiable facts of the situation? The givens?What is the current situation?How did we get into this situation?What data has been gathered so far?What has been done and by whom?What is the history of this issue?What resources are available and what strengths/liabilities do people bring?What already exists and works?

Step 2: IntuitionWhat interpretations can be made from the facts?What are the patterns in the data? What insights and hunches come to mind?What is this problem analogous to?What options and possibilities are open to us?What would the possibilities be if there were no restrictions?What if we looked at this issue a different way?What could we do that would be completely different from what we’ve done before?What are ways of changing this situation?

Step 3: ThinkingWhat are the pros and cons of acting on each option?What are the logical consequences of each alternative?What do we see objectively about this situation? What objective criteria must be satisfied?What are the costs of each choice?What do we see if we look at the issue and ourselves in an impersonal way?What would everyone agree is true about this issue?What are the strategies for getting us to each potential outcome?What is the most reasonable course of action?What are the integrity issues?

Step 4: FeelingWhat are the people consequences for acting on each option?What is really important in this situation?What are my/our own values? What are the underlying values involved for each choice?What are my personal likes and dislikes about each alternative?What do I/we care about in the long run?What is the impact of these options on the values of others?How will others react and respond to the options?Who is committed to carrying out this solution?

Documents

Mbti Module Vet Final