PERSONALITIESON THE TEAM

Sherri B. ZimmermanAssistant Professor/Managing Director ALS-RTC

Indiana University of Pennsylvania

PURPOSE:

To understand the differences in

personality style

and apply that understanding

productively in your

work teams

Learning Objectives:

Become familiar with personality typing as a professional (and personal) tool for valuing and encouraging diversity.

Indentify your individual personality preferences and their meaning according to MBTI.

Learning Objectives:

Apply type watching in the workplace for individual and organizational growth and development.

Understanding Differences Helps to:

Increase respect for each other’s behavior

Maximize diversity

Clarify contributions to problem solving

Reduce Misunderstandings

Provide a framework for resolving conflict

2 points NEVER to forget:

These common needs connect us all

Awareness (by listening)

Understanding

Acceptance

Open to change

1) We all need to be heard2) We all need to feel understood

What is MBTI?

Developed by Katherine Briggs and Isabel Briggs Myers

An instrument to test Carl Jung’s theory of psychological type and put it to practical use

A tool to make Jung’s theory understandable and useful in people’s lives

What is MBTI? Well-researched and statistically

validated

Most widely used psychological instrument in non-residential settings

Self-reporting instrument, based on “preferences”

Has no right or wrong answers

What ISN’T the MBTI

A measure of mental health or illness, traits or behaviors, intelligence or abilities

A perfect instrument. Does not give all the answers. Cannot capture all of the riches of personality.

LEARNING EXERCISE

4

FUNCTIONS

4

FUNCTIONS

ENERGY FLOW

E---------------------------IPERCEIVING

S--------------------------N

JUDGINGT--------------------------F

ORIENTATION TO THEOUTER WORLD

J--------------------------P

BASIC MENTAL FUNCTIONS

PERCEPTION

JUDGEMENT

PERCEPTION

How we take in, gather,

or become aware

of data

TWO TYPES OF PERCEPTION

This index is designed to reflect a person’s preference between two

opposite ways of perceiving information and data.

SENSING------------------------INTUITION

SENSING--------------------------

When one relies primarily on the process of sensing, which reports observable facts or happenings through one or

more of the five senses.

------------------------INTUITION

When one relies more on the less obvious process of intuition,

which reports meanings, relationships, and/or possibilitiesthat have been worked out beyond the reach of the conscious mind.

TWO TYPES OF PERCEIVINGSensing

5 senses

DETAILS-- color, texture, number

Direct observation and first-hand experience

Practical, realistic, and concrete

70% of population

iNtuitive

6th sense – gut feeling

BIG PICTURE–patterns, overall effect

Possibilities, “intuitive flashes” and “leaps”

Theoretical, original, and imaginative,

30% of population

TWO TYPES OF PERCEIVINGSensing

Detailed descriptions

Prefer work that repetitious and practical

How the details of the work make up a complete picture

Doing (see it for what it is)

iNtuitive

Metaphors, analogies

Prefer work that has variety and uses innovation

What is the overall picture, then fill in the details

Dreaming (see it for what it could be)

TWO TYPES OF PERCEIVINGSensing

Past & Present orientation--”What have we learned from past experience?

Present evidence, facts, details and examples first and enthusiastically

Appreciate & enjoy traditional, familiar

iNtuitive

Future orientation--”What are our future opportunities?”

Present insights, concepts and ideas first, and enthusiastically

Enjoy new and different experiences, value change

LEARNING EXERCISE

Forest, autumn, morning, tranquil,

Pine trees, mist, sunbeams, path

LEARNING EXERCISE

Bicycles, children, field, steam, cooling towers, nuclear reactors

Nuclear power plant, Chernobyl, energy, environment, danger

JUDGING FUNCTION

How we order, evaluate, and come to

closure on the data perceived.

THINKING--------------FEELING

THINKING-------------------------

Relying on logic to

decide impersonally and make decisions based on

logical consequences.

--------------------------FEELING

Relying on an

understanding of personal

and group values to evaluate

Information and make decisions.

TWO TYPES OF JUDGINGTHINKING

50% of Population

Two-thirds of Men

Objective, just

Firm-minded

Will argue a point for the sake of clarity, truth over harmony

Logical, detached, analytical

FEELING

50% of Population

Two-thirds of Women

Subjective, humane

Gentle-hearted

Prefer harmony over clarity, dislikes conflict

Personal, caring, accommodating

TWO TYPES OF JUDGINGTHINKING

Laws & Policy

It is more important to be right than be liked.

Accused of being cold & uncaring

Can set personal limits and boundaries

Brief, businesslike

FEELING

Situation& Social Values

Will “take it back” if someone is offended

Accused of taking everything personally

Will over-extend to meet other people’s needs,

Friendly

LEARNING EXERCISE

Influence of the Mental Functions in Problem Solving

S N

T F

1) Gather Facts- What is the situation?

2) Use your imagination to find new

possibilities.

3) Logically analyze each possibility.

4) Weigh the human

consequences of each

possibility.

ENERGY FLOW

E---------------------------I

PERCEIVING

S--------------------------N

JUDGINGT--------------------------F

ORIENTATION TO THEOUTER WORLD

J--------------------------P

ATTITUDES

ATTITUDES

ENERGY FLOW

Attitude which defines the source of

our energy… whether we are

energized or drained by our

interaction with the outer world

Extravert--------------------Introvert

ENERGY FLOWEXTRAVERT

Energized by external things, action, people

Accessible, open to distractions

Talkative

Expressive, External, Extensive

Relaxed, confident

After-thinkers (think after the fact)

INTROVERT

Energized by internal thoughts and concepts

Impenetrable, concentrated, Internal conversation

Quiet

Reflective, Internal, and Intensive

Reserved, questioning

Fore-thinkers (think ahead)

ENERGY FLOWEXTRAVERT

Breadth of interest Will know something

about everyone

Learn by doing and discussing

Often acts quickly interacts to reach

conclusions 60% of population

INTROVERT

Depth of understanding Will know one person very

well

Learn by reading and reflecting

Thinks a lot before doing Thinks before presenting

conclusions to others 40% of population

LEARNING EXERCISE

ORIENTATION TO THE OUTER WORLD

This index points to the process we use in the outer

world… when we are extraverting.

Judgement----------Perception

ORIENTATION TO THE OUTER WORLD

Judgers show their judgements(thinking or feeling) to the

outer world

Perceivers show theirperceptions to the outer world

J

PTHE

4

FUNCTIONS

THE

4

FUNCTIONS

P

ENERGY FLOW

E---------------------------IDATA GATHERING

PERCEIVING FUNCTIONIRRATIONAL

S--------------------------N

DECISION MAKINGJUDGING FUNCTION

RATIONAL

T--------------------------F

ORIENTATION TO THEOUTER WORLD

J--------------------------P

JUDGING -------------------------

Judgers are concerned with

making decisions, seeking

closure, planning operations,

or organizing activities.

------------------- PERCEIVING

Perceivers are attuned to

incoming information, are open

to new events and changes,

and aim at missing nothing.

ORIENTATION TO THE OUTER WORLD

JUDGING

55% of population

Plan ahead

Neatness

Hates surprises

Loves Deadlines

Values punctuality

PERCEIVING

45% of population

Spontaneous

Disarray

Loves surprises

Never really finished

Not a priority

ORIENTATION TO THE OUTER WORLD

JUDGING Seeks closure, wants

things done Organized and

sequential Structured

scheduled Makes lists & uses

them

PERCEIVING

Prefer options, open-ended, alternatives

Random and creative

Flexible, adaptive

Makes lists & loses them

ORIENTATION TO THE OUTER WORLD

JUDGING Focused, punctual,

decisive “If everyone would

do what they are supposed to do, the world would be a better place.”

States conclusions -- “Your suit is fabulous!”

PERCEIVING Casual about time,

“wait and see”attitude

“If it can’t be fun, it probably isn’t worth doing.”

Makes comments or asks questions --“Is that a new suit?”

LEARNING EXERCISE

E I

S N

T F

J P

Extravert

Sensing

Thinking

Judging

Introvert

Intuitive

Feeling

Perceiving

Strong

Slight

Predict Your Style

www.mbticlub.com

The MBTI ClubA Cyber-Community for MBTI Users

TYPE ON TEAMS

1. What are the strengths of the team?

2. What will be the blind spots of the team?

3. Who might have the most trouble communicating with each other?

4. Who might feel like an outsider?

5. What “type” would you add to the team to increase its efficiency?

ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ

Example1

A B

C

D

EF

ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ

Example 2

A B

C

D EF

ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ

Example 3

A B

C

D EF

ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ

Example 4

A B

C

D EF

Most have TJ preference.

TJ managers interact first and out-front with an objective “cause-and-effect” judgment process.

About half of the individuals in management positions prefer to manage by walking around (MBWA)

The other prefer to manage by concentrated desk time (MBCD)

Personality Style in Management

“Excellent manager” ideals fit some managers, appalling to others.

Managers responsible for direct contact with production or service employees often prefer to look at the details and here-and-now specifics,

Managers responsible for organizational and activity planning often prefer to look at the big picture and possibilities.

Personality Style in Management

GRANT’S HYPOTHESIS OF TYPE DEVELOPMENT

0-6 YEARS

6-12 YEARS

12-20 YEARS

20-35 YEARS

35-50 YEARS

55+ YEARS

ALL Dominant Auxiliary Tertiary Inferior ALL

The NF Personality -- In the Workplace

The NT Personality -- In the Workplace

The SJ Personality -- In the Workplace

The SP Personality -- In the Workplace

Questions