Towards Better SAMEA Teamwork – thru MBTI 7 October 2010

Are You the SPECIAL

ONE?

Signature Exercise

What

do we

want as a TEAM?

Desired Outcome

At the end of the day, all SAMEA staff will:

acquire some degree of self awarenessself awareness and the awareness of awareness of othersothers in order to appreciate how we can work better in a team

build a sense of camaraderie and team-bonding

Moving forward …To build better working relationships,

increased communication and

higher performance across SAMEA

MBTI Personality Profiling- Understanding Self and Other

Myers-Briggs Type Indicator®

To achieve high performance through teamwork, we need to FIRST understand ourselves and how we differ from other people.

Myers-Briggs Type Indicator® (MBTI®) personality tool and the ideas on which it is based.

It’s all about Preferences

The MBTI

Was developed by Was developed by

Katharine C BriggsKatharine C Briggsand her daughter and her daughter

Isabel Briggs MyersIsabel Briggs Myers

is based on the work of a Swiss is based on the work of a Swiss psychologist named C G psychologist named C G JungJung who who outlined psychological type theory in outlined psychological type theory in

his book entitled his book entitled “Psychological Types”“Psychological Types” published in 1922published in 1922

Ideas underlying the MBTI Understanding your MBTI

Profile Some exercises to show you

how the types differ from one and another

We will discover that people look at the world and make decisions about things in different ways

We’ll cover

Assumptions Underlying Type Theory

Preferences are inborn. Environment enhances or impedes

expression of type. All of the types are equally valuable. Behaviorally you are all types, but

have a preference toward one type.

To get the most value out of this instrument you must ask

the right question.

The question is NOT: “What TYPE personality am I?”

Rather, Ask Yourself ...

How can knowing my preference increase my flexibility?

How can I be more aware of others’ differences and present information in a way that is useful to them?

How can I use others as resources, appreciate their contributions, and build complementary teams?

About the MBTI

An indicator Forced-choice questions No right or wrong answers The MBTI looks only at normal behaviour There are no good or bad types – strengths

and some pitfalls Gives practical results you can use

You decide how ACCURATE

the report is for You.

Within each type we know there is great variation and

type does not measure

Intelligence Affluence Normalcy Maturity Emotions

Illness IQ Stress Trauma Psychiatric

Disturbances

The EI Scale Ways of getting energy Where do you put your attention?

EnergyIntroversion Extraversion

Spend time in the inner world of ideas and images

Spend time in the outer world of people and things

Activity 1 Get into E and I groups

How can an E person irritate others?

How can an I person irritate others?

What do you like about the E person?

What do you like about the I person?

Personality ProfilesIntroverted energy from dealing with ideas, pictures, memories and reactions inside the head, inner world prefer doing things alone or with 1 or 2 people one’s comfortable with take time to reflect for a clear idea of what’s to be done once decision to act is made ideas are almost solid things, sometimes better than the real thing

Extraverted energy from active involvement in events and having lots of different activities excited when with people around and like to energize them like moving into action and making things happen often understands a problem better when talking out loud and hearing what others have to say

Extraverts — In a Work Setting

Like variety and action Impatient with long slow projects Act quickly, sometimes without thinking Phone calls a welcome diversion Develop ideas by discussion Enjoy the people part of management At ease with managing by walking around

Introverts — In a Work Setting

Like quiet for concentration May prefer one project at a time Think before acting/slow to act Phone calls intrusive Interested in facts/ideas behind work Manage by staying in office

and studying Deliver well thought-out decisions

MBTI Preference FacetsWhere do you

process information? Extravert Introvert

Communicating and connecting Initiating Receiving

Communicating emotions/interests Expressive Contained

Breadth and depth of connections Gregarious Intimate

Engagement with environment Active Reflective

Level and kind of energy Enthusiastic Quiet

Who is I and Who is E?

The SN Scale Ways of getting information

FocusS N

Through the 5 senses

Attention to the patterns and possibilities in information received

Activity 2

Look at the picture

What do you see?

Personality ProfilesSensing attention to physical reality concerned with what is actual, present, current and real notices facts and remember details that are important to one like to see practical use of things and learn best when one sees how to use what’s being learnt experience speaks louder than words

Intuitive most attention to impressions or the meaning & patterns of the info received rather learn by thinking through problem than by hands-on experience interested in new things and what might be possible – think more about the future than the past like to work with symbols or abstract theories remember events more as an impression than actual facts

Sensors — In a Work Setting

Use experience/established methods to solve problems

Seldom make errors of fact May distrust/ignore inspiration Prefer detailed planning Hard facts/practical Usually proceed step-by-step

iNtuitors — In a Work Setting

May use non-standard methods to problem solve

May make errors of fact May follow inspirations, good or bad Focus on big picture/may miss

the details Hunches/theoretical Often work in bursts of energy

MBTI Preference Facets

What kinds of data do you focus on? Sensing Intuition

What attention is focused on Concrete Abstract

How everyday tasks and problems lead to something new

Realistic Imaginative

What one does with information Practical Conceptual

Process used to make meaning Experiential Theoretical

Social context used to confer meaning Traditional Original

Who is S and Who is N?

The TF Scale Ways of coming to a conclusion How you like to make decisions?

Decision MakingT F

Personal concerns and the people involved

Objective principles and impersonal facts

Activity 3John represented the division in the sports day the last 4 years and lost. How are you going to break the news about not wanting him to be in the competition this year?

Personality ProfilesThinking tend to look at the logical consequences of a choice or action like to analyze pros and cons, and then be consistent and logical in deciding try to be impersonal – mentally removes oneself from a situation to examine it objectively goal – objective standards of truth and application of principles

Feeling weigh what people care about and points-of-view of people involved in situation concerned with values and what is best for people involved mentally places oneself in a situation and make decisions on person-centred values goal – harmony and recognition of individuals

Thinkers — In a Work Setting

Tend to decide impersonally/objectively

Can work without harmony

May value bluntness above tact; may hurt others’ feelings without knowing it

Usually can give criticism when appropriate

May undervalue feelings in motivating people

Look at the principles involved in the situation

Feelers — In a Work Setting

Usually apply people values in making rational decisions

Value harmony Value tact above bluntness Tend to dislike telling people

unpleasant things; avoid conflict Look at the underlying values in

a situation

MBTI® Preference Facets

What is the basis of your decisions? Thinking Feeling

Criteria used to reach decision Logical Empathetic

Standard used to maintain relationships when making judgments

Reasonable Compassionate

How we deal with difference of opinion

Questioning Accommodating

What we do after initial judgment is made

Critical Accepting

Style in standing by judgment Tough TenderModified and reproduced by special permission of the publisher, CCP, Inc., Palo Alto, CA 94303 from the Myers-Briggs Type Indicator® by Katharine C. Briggs, Isabel Briggs Myers. Copyright 2001 by Peter B. Myers and Katharine D. Myers. All Rights Reserved. Further reproduction is prohibited without the Publisher’s written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

Who is T and Who is F?

The JP Scale

Ways of organising one’s life

LifestyleJ P

Activity 4Activity 4What is your plan for your

Day 2 of a free-and-easy one week holiday trip?

Personality ProfilesThinking tend to look at the logical consequences of a choice or action like to analyze pros and cons, and then be consistent and logical in deciding try to be impersonal – mentally removes oneself from a situation to examine it objectively goal – objective standards of truth and application of principles

Feeling weigh what people care about and points-of-view of people involved in situation concerned with values and what is best for people involved mentally places oneself in a situation and make decisions on person-centred values goal – harmony and recognition of individuals

Judgers — In a Work Setting

Plan the work; work the plan Prefer to get things settled and finished May not notice new things needing to

be done Reach closure through quick decisions Seek structure and schedules Use lists to prompt action on tasks

Perceivers — In a Work Setting

Start the process and adjust as needed Delay decisions for more data

and options May delay unpleasant tasks Adapt well to changing situations; feel

restricted by inflexible structure/schedule May start too many projects; leave follow-up

to others

MBTI® Preference FacetsHow do you approach

the external world? Judging Perceiving

How we organize physical environment, events

Systematic Casual

Arranging of leisure activities Planful Open-ended

Dealing with deadlinesEarly

StartingPressure-Prompted

Structure in daily activities Scheduled Spontaneous

Sequencing of smaller tasks to finish larger ones

Methodical Emergent

Modified and reproduced by special permission of the publisher, CCP, Inc., Palo Alto, CA 94303 from the Myers-Briggs Type Indicator® by Katharine C. Briggs, Isabel Briggs Myers. Copyright 2001 by Peter B. Myers and Katharine D. Myers. All Rights Reserved. Further reproduction is prohibited without the Publisher’s written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

Which is J’s and Which is P’s?

The 16 types

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP INTP

ESTJ ESFJ ENFJ ENTJ

ISTJAnalytical Manager of Facts and Details – Doing what shd be done

ISFJSympathetic Manager of Facts and Details

INFJPeople-oriented Innovators of ideas – An inspiration to others

INTJInnovator of ideas – Everything has rooms for improvement

ISTPAnalyser – Ready to try anything once

ISFPObservant loyal helper – Sees much but shares little

INFPImaginative, independent helper

INTPAnalyser- A Lover of Problem-solving

ESTPRealistic Adaptor – The Ultimate Realist

ESFPRealistic Adaptor – You only go around once in life

ENFPPlanner of Change – Giving Life an extra squeeze

ENTPAnalyser – One exciting challenge after another

ESTJFact-minded practical Organiser - Life’s Administrators

ESFJPractical Harmoniser

ENFJImaginative Harmoniser

ENTJOrganiser - Life’s Natural Leader

Discovering the HROC Personality TYPE

Once you have decided on your MBTI type, put a DOT on the respective square on the flipchart.

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP INTP

ESTJ ESFJ ENFJ ENTJ

Guidelines for using the MBTI with Teams

Best used to understand oneself 1st and then others

Resist stereotyping or pigeonholing individuals, each type has a wide range of human behaviour

Preferences, not behaviour Preferences don’t measure abilities Use as starting point for discussion and

understanding, not end in itself

“The greatest revolution in our generation is the discovery

that human beings, by changing the inner attitudes of their

minds, can change the outer aspects of their lives”

William James

Applying MBTI @ Work

Using the knowledge of MBTI you have of yourself, think of• What can I do to help my team

work better together for better performance?

• What can I hope that my team can help me work better in the team?

Discuss these with your colleagues

Questions ?

Types and their traits at a glance

ISTJ – Loyal, supportive, responsible, learn to take credit INFJ – Great Senser, highly intuitive; prophet or 3 blind mice INTJ – Professor, strive to be all knowing, tend to be stubborn ISTP – Commander, gets bored easily; no public display of affection, don’t talk too

much, just action ISFP – Best friends, handy-crafty INFP – Prophet, deep intense philosophy; deep thinker INTP – Strategist, do not enjoy implementation though they like strategising and

giving ideas ENTP – Explorer, it’s the journey, not the destination, always worried ENFP – Always enthusiastic, training industry, always seeking to improve, have a lot

of friends, need focus ESFP – Actor, experimental ENFJ – Sweet talker ENTJ – Don’t over manage people. If they don’t know, it’s ok

The end or the Beginning?

MBTI Humour ISTJ – Lord help me to relax about insignificant beginning

tomorrow at 11.41am E.S.T ISTP – Lord help me to consider people’s feeling, even if most of

them ARE hypersensitive ESTJ – God help me to not try to RUN everything. But, if You

need some help, just ask ISFJ – Lord, help me to be more laid back and help me to do

EXACTLY right ENFP – God, help me to keep my mind on one th – Look a bird –

in at a time INTJ – Lord keep me open to others’ ideas, WRONG though they

may be INTP – Lord help me to be less independent, but let me do it my

way ENTJ – Lord, help me slow downandnotrushthroughwatIdo

MANAGERIAL STYLESSJ Manager SP Manager NF Manager NT Manager

Orientation Product and services that meet standards

Product that reflect current needs

Higher productivity thru motivation

Strategy that ensure the org’s future

Focus Hierarchy Expedient needs

Growth needs Mission/systems

Abilities Establishes rules and procedures

Thorough and reliable

Quick response to problems

Exhibit an open and flexible style

Makes decision by participation

Has personal and insightful style

Develops prototypes and pilots

Plans approaches to change

Questions Asked

Why change?

Who is responsible?

What is the need right now?

How does this affect workers’ morale?

What is the strategy?

Beliefs Everyone must earn heir keep

Must focus on the present

People are the most impt asset

Org must grow and develop

MANAGERIAL STYLESSJ Manager SP Manager NF Manager NT Manager

Values Caution and work accuracy

Hard work is the way to success

Flexibility, action

Believes in taking risks

Autonomy, harmony

Believes in co-operation

Complexity, intelligence

Believes in competence

Needs Appreciation Response Approval Recognition

Irritated at work by

Ignored deadlines and procedures

Not playing by the rules

Restrictions

Being told how to do work

Status quo

Impersonal treatment

Criticism

Lack of positive feedback

Redundancy

Stupid errors

Illogical actions

MANAGERIAL STYLESSJ Manager SP Manager NF Manager NT Manager

Irritates others by

Too practical to be fun

Insisting rules are followed

Resisting new options

Ignoring established priorities

Working at the last min

Plunging ahead in haste

Emotional and moralistic stands

Creating dependencies

Getting over-extended

Being skeptical, splitting hairs

Hurting feelings

Taking people for granted

Potential Pitfalls

Decides issues too quickly

Focuses are dire outcomes

Hard to predict

Impatient with abstraction

Sweeps problems under rug

Plays favourite

Escalates work

Annoyed by personal concerns

Appreciates in Self

Responsibility

Hard work

Sense of timing

Cleverness

High energy

Valuing others

Ingenuity

Logical analysis

Motto Early to bed, early to rise

Eat, drink and be merry

To thine own self

Be excellent in all things