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Agenda

Introduction and Overview 10 mins

The MBTI® Instrument 30 mins

Understanding MBTI Preferences 20 mins

Verifying your MBTI® Results 15 mins

Preference Splitting Exercises 15 mins

Coping with Stress using Type 15 mins

Problem Solving and Giving Feedback using Type 15 mins

Learning Objectives

After completing this session, you should be able to:

• Discuss how team interactions are influenced bythe individual preferences and type of teammembers

• Understand how to communicate and workeffectively with others using type

• Develop strategies to work others with oppositepreferences to yourself

Understanding Your Type

• During the program we will explain the ideas underlyingthe MBTI® tool and ask you to undertake a selfassessment

• The score you record on the MBTI® instrument will reportone of 16 different types as your results

• You will use your self-assessment, your results, andIntroduction To Type® booklet to decide which type fitsbest for you

• The exercises in this program to show you how the typesdiffer from one another and to help you clarify what yourtype means for you as a leader

About the MBTI® Instrument

• An indicator - not a test• Forced-choice questions

• No right or wrong answers -Takes about 20-40minutes to complete

• Your results are confidential• The MBTI® questionnaire looks only at normalbehaviour

• There are no good or bad types - all types havesome natural strengths and some possible pitfallsor blind spots

Now Let’s Take the MBTI® Questionnaire

• As you answer thequestions:

• Think of what you preferwhen you do not haveoutside pressures tobehave in a particular way

• Think of yourself, outside ofthe roles you play at workor in personal life.

Complete the MBTI Questionnaire Form M

1. Read the instructions on the front

2. Answer the 93 questions - use a ball point penand a hard surface

3. Do not tear off the side strips and open - we’ll dothis together later

Behind MBTIJung's Theory - Basic Mental Processes

We take in information

Perception

Sensing Intuition

You can't use both methods of takingin information simultaneously, so we

develop a preference for using onemethod over another

We make decisions aboutinformation

Judgement

Thinking Feeling

You can't use both methods of makingjudgments simultaneously, so wedevelop a preference for using one

method over another

Behind MBTIJung's Theory - Orientation of Energy

Extraversion Introversion

Focus on the outer Focus on the innerworld of things, world of thoughts,

people, and events feelings, andreflections

Jung’s Theory

• Jung believed that preferences are an innateinborn predisposition• He also recognised that our innate preferencesinteract with and are shaped by environmentalinfluences:

- Family

- Country

- Education

- and many more…

Jung’s Theory

• We will look at four sets of opposites - like ourright and left hands

• We all use both sides, but one is our naturalpreference

• Jung believed that our preferences do notchange - they stay the same over our lifetime

• What changes is how we use our preferencesand often the accuracy with which we canmeasure the preferences

Extraversion or Introversion

The direction we focus ourattention & energy

Extraversion or Introversion

E - I

People who prefer Extraversion:

• Focus their energy and attention outward

• Are interested in the world of people and things

People who prefer Introversion:• Focus their energy and attention inward

• Are interested in the inner world of thoughts andreflections

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

People Who Prefer Extraversion:

• Are attracted to the outer world of people andevents

• Are aware of who and what is around them

• Enjoy meeting and talking with new people

• Are friendly, often verbally skilled and easy toknow

• Tend to speak out easily and often at meetings

• May not be as aware of what is going on insidethemselves

People Who Prefer Introversion:

• Are attracted to the inner world of thoughts,feelings, and reflections

• Are usually very aware of their inner reactions

• Prefer to interact with people they know

• Are often quiet in meetings and seem uninvolved

• Are often reserved and harder to get to know

• May not be as aware of the outer world aroundthem

Where do you prefer to focus your attention?Where do you get energy?

• Review the characteristics of Extraversion andIntroversion on Page 6 of Introduction to Type

• Tick the one that you think describes your naturalway of doing things?

Sensing or iNtuition

The way we take in information and thekind of information we like and trust

Sensing or Intuition

S - N

People who prefer Sensing:• Prefer to take in information using their five senses - sight,

sound, feel, smell, and taste

People who prefer iNtuition:• Go beyond what is real or concrete and focus on meaning,

associations, and relationships

We all use both ways of perceiving but we typically prefer and trust onemore

People Who Prefer Sensing:

• See and collect facts and details

• Are practical and realistic

• Start at the beginning and take one step at a time

• Are specific and literal when speaking, writing,and listening

• Live in the present, dealing with the here and now

• Prefer reality to fantasy

People who prefer iNtuition:

• See patterns, possibilities, connections, andmeanings in information

• Are conceptual and abstract

• Start anywhere and may leap over basic steps

• Speak and write in general, metaphorical terms

• Live in the future - the possibilities

• Prefer imagination and ingenuity to reality

How do you prefer to take in information?

• Review the characteristics of Sensing andiNuition on Page 6 of Introduction to Type


Thinking or Feeling

The way we make decisions

Thinking or Feeling

T - F

People who prefer Thinking:

• Make their decisions based on impersonal, objective logicPeople who prefer Feeling:

• Make their decisions with a person-centered, value-basedprocess

Both processes are rational and we use both ofthem, but usually not equally easily.

People who prefer Thinking:

• Use logic to analyse the problem, assess pros andcons

• Focus on the facts and the principles

• Are good at analysing a situation

• Focus on problems and tasks - not relationships

• May overlook the personal impacts of decisions,their emotions or those of others

People who prefer Feeling:

• Use their personal values to understand thesituation

• Focus on the values of the group or organisation

• Are good at understanding people and theirviewpoints

• Concentrate on relationships and harmony

• May overlook logical consequences of individualdecisions

How do you make decisions?

• Review the characteristics of Thinking andFeeling on Page 7 of Introduction to Type


Judging or Perceiving

Our attitude to the external world andhow we orient ourselves to it

Judging or Perceiving

J - P

People who prefer Judging:• Want the external world to be organised and orderly

• Look at the world and see decisions that need to be madePeople who prefer Perceiving:

• Seek to experience the world, not organise it• Look at the world and see options that need to be

explored

We all use both attitudes but usually not with equal comfort

People Who Prefer Judging:

• Like to make plans and follow them

• Like to get things settled and finished

• Like environments with structure and clear limits

• Enjoy being decisive and organising others

• Handle deadlines and time limits comfortably

• Plan ahead to avoid last minute rushes

People Who Prefer Perceiving:

• Like to respond resourcefully to changingsituations

• Like to leave things open, gather more information• Like environments that are flexible; dislike rulesand limits

• May not like making decisions, even when pressed• Tend to think that there is plenty of time to dothings

• Often have to rush to complete things at the lastminute

How do you deal with the outer world?

• Review the characteristics of Judging andPerceiving on Page 6 of Introduction to Type


Combined your preferences to estimate your type

E or I

S or N

T or F

J or P

What do you estimate yourtype to be?

___ ___ ___ ___

There is variation within each type and typedoes not measure:

• Intelligence • Illness

• Affluence • IQ

• Normalcy • Stress

• Maturity • Trauma

• Emotions • Psychiatric Illness

Scoring Your Responses

• Tear the perforated left side ofthe form to open the scoringsheet

• Count the number of Xs in eachrow and write the number in theshaded area at the end of thatrow

• Tally each column at the bottomof the page• Copy you score into the Raw

Points box• Determine your Reported Type

• Determine your preferenceclarity

Using the Self-Scorable Form M

• Participants tear off and keep the cover sheet

• Facilitator to collect the rest of the form

Tied Scores for Reported Type:

• A tied score is when you answered an equal number ofquestions on each side of the dichotomy:

- E.g.. E = 10 I = 10

We use a tie-breaking formula:

- I slight

- Nslight

- F slight

- P

slight

Why?

Cultural Norms

• E, S, T, and J are the cultural norms in the USA

- I, N, F and P are less preferred

• If a person is close or tied, there is probably someenvironmental pressure from the cultural norms

• Something is pulling them in the direction that isopposite to the cultural norms - their inbornpreferences

Reported and Self-Estimate Type

• If these are the same - look up the one-pageprofile in Introduction to Type® booklet and decideif it describes how you usually think and act

• If they are different, read the profiles for both self-estimate and reported MBTI® type in Introductionto Type® booklet and decide which is the moreaccurate

Levels of Confidence

True Type (never sure)

‘Best-fit’ Type

Self-estimate Type & Reported Type

Agreement on Reported Type

• 2/3 - 3/4 of any group will agree with their reportedtype

• They will report general agreement with theIntroduction To Type® profile

• When people disagree, it’s usually on onepreference - and often one where they had aslight result

Have I Changed Type?

• When people report having ‘changed type,’ theyare most likely to have had an incorrectadministration - the mind set was not doneproperly, resulting in the reporting of ‘work type’or ‘ideal type.’

Why isn't everyone like me?

• What would an organisation be like if it were runentirely by people who shared your preferences?

• You can determine the type of a workgroup byconstructing a "Type Table"

Type Table

# = ___

E = ___ I = ___S = ___ N = ___T = ___ F= ___J = ___ P = ___

Modal Type (Most Frequent Type)__ __ __ __

Group Type (Most FrequentPreference)

__ __ __ __

ISTJ

ISTP

ESTP

ESTJ

ISFJ INFJ

ISFP INFP

ESFP ENFP

ESFJ ENFJ

INTJ

INTP

ENTP

ENTJ

Working with the Type Table

• What challenge exists in working in a group thathas a different "group type" than your own type?

• What actions might you take to work togethereffectively?

E-I Splitting Exercise

• In your groups, create 3 questions that will giveyou better insight into the opposite to yourpreference on this dichotomy

(5 minutes)

• Elect a spokesperson who will actually ask thequestions

E-I Splitting Exercise

What are some of the Observable BehaviouralDifferences you notice between E’s and I’s?

• E’s are more talkative, energetic, and overtlyenthusiastic about the task.

• I’s go silent when first asked a question.

• E’s answer questions immediately.

• I’s wait to see who will answer.

• E’s talk over one another.

• I’s preserve space between themselves.

• E’s rugby-huddle.

• In the E group, one or two look introverted.

• In the I group, one or two look extraverted.

E-I Splitting exercise

• What are the implications and applications of thissplitting exercise?

• Communication breakdown

• Conflict between the two Types

S-N Splitting Exercise

Look at the following picture for 11/2 minutes, insilence, and then be prepared to share with thegroup what you think you have been looking at.

People with a preference for S:

• Describe what they literally see:

- physical attributes of the picture (colour,shapes, artist’s name, size)

• Then they try to make sense out of the shapes -object sense

• We can usually agree with the interpretations ofthe shapes.

People with a preference for N:

• Interpret the picture, seeing possibilities andmeanings that are highly personalised

• They often make up a story about the picture

• There is often an all-encompassing meaning ormessage.

What can we conclude?

• We all look at the same image but see differentthings.

• Who sees it correctly?

S-N Splitting Exercise

• What are the implications and applications of thisexercise?

• We must remember that we all trust our ownperceptions, while knowing that there are manyother ways of seeing the same object/situation.

T-F Splitting Exercise

• Imagine that you have been invited to a party withyour partner or a close friend.

• Your partner/friend arrives, ready for the party,and you look at what they are wearing and say toyourself‘Oh no! Are they really going to wearthat?’

• What do you do and say in these circumstances?Discuss in your groups.

• T’s concentrate on achieving their desiredoutcome - the partner/friend changes clothes orthey don’t go.

• T’s are frank and to-the-point in stating their viewsabout the clothing.

• F’s often say they don’t care what the person iswearing.

• F’s are often concerned about embarrassing theperson, take a tactful, indirect approach.

T-F Splitting Exercise


• T’s look for faults and helpfully point them out.

• F’s look for good things and point them out.

• Which is the best approach?

J-P Splitting Exercise 1

• There are two signs at opposite ends of the room

A. I have to get my work done before I can playB. I can play anytime

• Form a line that indicates how much each of theseappeal to you, which comes closest to how youusually feel or act


• Assuming that you are all friends, plan a socialpicnic for your group


• J’s plan everything to the nth degree, liking tocover every contingency.

• P’s leave things open, desiring flexibility.

J-P Splitting Exercise


• J’s form a poor opinion of P’s.

• P’s have to look like J’s if they are to succeed inorganisational settings.

• J’s pay a price for their need to organise everything- continuous low-grade stress.

Sources of Stress

• Each of the preferences provide an indication ofwhere the source of stress may be for anindividual

• Aim to understand what may cause stress for you,or someone who does not share the samepreference as you, and what you could do tominimise that stress

Typical Work Stressors for each of the Preferences

Stressors for Extraverts• Working alone

• Having to communicate mainly by email• Lengthy work periods with no interruptions

• Having to reflect before taking action• Having to focus in depth on one thing

• Getting feedback in writing only

Stressors for Introverts• Working with others

• Talking on the phone a lot• Interacting with others frequently

• Having to act quickly without reflection• Too many concurrent tasks and demands

• Getting frequent and verbal feedback

Coping with Being Different

Your Workgroup'sPreference Preference Consider these tactics:

• Networking with others outside your team• Asking them to voice their ideas

• Paying attention to written notices and email• Allowing others to think about your idea before they

provide feedback (count to three - or ten…)

Extraversion Introversion

Your Workgroup'sPreference Preference

Introversion Extraversion

Consider these tactics:• Arriving at work early to take advantage of quiet time• Intentionally seeking out private/reflective time - take

the long way home• Planning private breaks throughout the day to collect

your thoughts• In meetings, voicing even partially thought-through

perspectives


Stressors for Intuitive Types• Having to attend to realities

• Having to do things the proven way• Having to attend to details

• Checking the accuracy of facts• Needing to focus on past experience

• Being required to be practical

Stressors for Sensing Types• Attending to own and other's insights• Having to do old things in new ways

• Having to give an overview without details• Looking for the meaning in the facts

• Focussing on possibilities• Too many complexities


Your Workgroup's Consider these tactics:Preference Preference • Getting involved in projects that require long-range or

future thinking• Practice "brainstorming" with the rest of the team• Preparing yourself for "roundabout" discussions -

look for patterns• Going beyond specifics - try to discover meanings

Sensing Intuition and themes


Intuition Sensing

Consider these tactics:• Practice presenting information in a step-by-step

manner• Providing specific examples of vital information• Honouring organisational values surrounding

experience and tradition• Reading the fine print and getting the facts straight


Stressors for Thinking Types• Using personal experience to assess situations• Adjusting to individual differences and needs

• Noticing and appreciating what is positive• Focussing on processes and people

• Using empathy and personal values to makedecisions• Having others react to questioning as divisive

Stressors for Feeling Types• Analysing situations objectively• Setting criteria and standards

• Critiquing and focussing on flaws• Focusing on tasks only

• Being expected to use logic alone to makedecisions

• Asking questions that feel divisive


Your Workgroup's Consider these tactics:Preference Preference • Working on projects in which alternative causes and

solutions are evaluated in personal terms• Reminding yourself that factoring in the impact on

people is logical even if people aren't• Softening critical remarks - finding the positive, too

• Asking for others' opinions and concerns, looking forThinking Feeling points of agreement before discussing issues


Feeling Thinking

Consider these tactics:• Practice laying out an argument logically by saying

if…then, or by considering the causes and effects• Understanding that critical feedback is often given in

the spirit of improving your professionalism• Bringing attention to stakeholders' concern regarding

projects/work• Using brief and concise language to express your

wants and needs


Stressors for Judging Types• Waiting for structure to emerge from process• Too much flexibility around time frames anddeadlines• Having to marshal energy at the last minute

• Staying open to reevaluation of tasks• Dealing with surprises

Stressors for Perceiving Types• Having to organise themselves and othersplanning• Working within timeframes and deadlines

• Others' distrust of last minute energy• Having to finish and move on• Developing contingency plans• Being required to plan ahead


Consider these tactics:Your Workgroup's

Preference Preference

Judging Perceiving

• Seeking out projects that have definite milestonesand a final deadline

• Trying to wait on a decision for a few days, continuingto gather more information and paying attention to

ideas that may come up• Understanding that work is progressing despite

differences in work styles• Making your own milestones and deadlines

Consider these tactics:Your Workgroup's

Preference Preference

Perceiving Judging

• Recognising that deadlines set by the organisationmay not be negotiable

• Using a past decision you believe others rushed todemonstrate the advantages of slowing down to

gather more information• Becoming active in projects where the process is just

as important as the outcome• Keeping "surprises" to a minimum and reducing your

options

Delivering Feedback that caters to Type

EDiscuss with a peer if necessary.

SDescribe the actual and specific unwantedbehaviour or unfulfilled responsibilities you haveobserved.

Be concrete, factual, and verifiable.

TDetermine and express the logical outcomes ofthis behaviour on you and others.

Consider the pros and cons of your plannedaction.

JDetermine any present or future action plans and

IReflect on need for corrective feedback

NRelate the actual behaviour to the big picture

Give your impressions about how this behaviour orunfulfilled expectation has affected outcomes.

Present your interpretation of the facts.

FDisclose your values and feelings.

Explain why this correction is important to you andwhy it matters.

PAllow for input from the other person and flexibility

secure the other person's commitment to change. in determining any steps.

SNTF Problem Solving

iNtuition• Intuit probable causes• Generate alternatives,

interpretations of thefactual data

• Seek patterns relatingthis problem to others

Sensing• Identify and clarify

problem (who, what,when, where)

• Gather relevant,specific data

• Use facts verifiable by areliable source

iNtuition

2

1

Sensing

Thinking

3

4

Feeling`

Thinking• Weigh practicality of

alternatives• Examine consequences

• Weigh gains/losses

Feeling• Determine “fit” with

personal and• organisational values

• Assess effects onrelationships/organisation

• Determine how to winothers to solution

Further Application of SNTF Problem Solving

AbstractWhat else could this mean?

ImaginativeWhat else can we come up with?

ConceptualWhat other ideas are there?

TheoreticalHow is it all connected?Original:

Is there a new way to do this?

ConcreteWhat do we know?

RealisticWhat are the real costs?

PracticalWill it work?

ExperientialCan you show me how it works?

TraditionalDoes anything really need changing?

N

iNtuitingQuestions

2

1

SensingQuestions

S

T

ThinkingQuestions

3

4

FeelingQuestions

F

LogicalWhat are the pros and cons?

ReasonableWhat are the logical consequences?

QuestioningBut what about…?

CriticalWhat is wrong with this?

ToughWhy aren't we following through now?

EmpatheticWhat do we like and dislike?

CompassionateWhat impact will this have on people?

AccommodatingHow can we make everyone happy?

AcceptingWhat is beneficial in this?

TenderWhat about the people who will be hurt

What Now?

• How does your type contribute to the team?

• What are the pitfalls for your type?

• What are your next steps?

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