Welcome to:The Myers-Briggs Type Indicator,

Interaction Style,and Temperament

Self Discovery

Bill HowlettSr. Analyst, HR OD & TrngExt. 1942

OBJECTIVES

• To increase self understanding and improve personal effectiveness in the workplace

• To utilize Interaction Style, Temperament, and Type dynamics to help us appreciate ourselves and others so as to make constructive use of individual differences

• To have FUN!

INTRODUCTIONS• Name• Where you work• What kind of work do you prefer?• What irritates you most on the job?• What kind of employees are most

difficult for you to work with?• Hobbies/Interests or how you like to

spend your weekends

GROUND-RULES• We all have something to learn and teach• We are all in this together• Questions are encouraged• Everything is open to discussion• Be respectful of the speaker• Everything said in the room and workshop data

is confidential• You, ultimately, decide your type• No Best Type• Other Ground-rules/expectations

Communication StylesWays to Influence

Directing

Pick up some milk on your way home.

Please mail these letters on your way to work.

Informing

“I had some cereal this morning and we were all out of milk…. I’m thinking of making pudding tonight, but won’t be able to without milk….”

“I did all my bills last night…they’re due in 6 days…I’ll need to get them posted today…”

RolesPace and Energy

Initiating

•Initiates first moves

•Reach out

•Interact

•Fast Pace

•Expressive Gestures

•Animated

•Lively

Responding

•Respond to other’s first moves

•Reach in

•Reflect

•Slow pace

•Contained gestures

•Silent or quiet

•Sedate

Interaction Style

“To understand himself man needs to be understood by another. To be understood by another, he needs to understand the other.”

-Thomas Hora

Two ‘disorders’ when interacting with others:

•Be Like Me (BLM) •Be Like Them (BLT)

Interaction style addresses our styles of interacting with others – how we try to influence them and relate to them. It often determines whether we listen to someone or not and whether we like someone.

The Nature of Interaction Styles

Is Inborn

Remains Constant

Drives BehaviorDynamic, Not Static; Influencing, Not Limiting

BasicTreeness

Core Self

Is a Pattern

Is Organic

Is a Communication

All behavior is communication!

- Linda V. Berens, PhD- Linda V. Berens, PhD

Core Beliefs - What Resonates?

It’s worth the effort to think ahead to reach the

goal

It’s worth the effort to think ahead to reach the

goal

It’s worth the time to integrate and reconcile

many inputs

It’s worth the time to integrate and reconcile

many inputs

It’s worth the energy to involve everyone and get them to want to…

It’s worth the energy to involve everyone and get them to want to…

It’s worth the risk to go ahead and act or decide

It’s worth the risk to go ahead and act or decide

Core Beliefs - What Resonates?

It’s worth the effort to think ahead to reach

the goal.

I have faith in the process to get us there.

It’s worth the effort to think ahead to reach

the goal.

I have faith in the process to get us there.

It’s worth the time to integrate and reconcile

many inputs.

I have faith that we can make it all work out in

the end.

It’s worth the time to integrate and reconcile

many inputs.

I have faith that we can make it all work out in

the end.

It’s worth the energy to involve everyone

and get them to want to…

I have faith that whatever emerges in the interaction will move us

forward.

It’s worth the energy to involve everyone

and get them to want to…

I have faith that whatever emerges in the interaction will move us

forward.

It’s worth the risk to go ahead and act or

decide.

I have faith that we can control for whatever

happens.

It’s worth the risk to go ahead and act or

decide.

I have faith that we can control for whatever

happens.

In-Charge Interaction Style

• Drive to Accomplish

• Get an Achievable Result

• Quick Decisions

• Control Resources

• Remove Obstacles

• Take Rapid Action and Get Results

• Supervise

• Mobilize

• Execute

• Mentor

Chart-the-Course Interaction Style

• Drive to Anticipate

• Get a Desired Result

• Course of Action/ Points of Reference

• Movement and Progress

• Keep on Track

• Plan

• Conceptualize

• Analyze

• Foresee and Illuminate

• Deliberate Decisions

Get-Things-Going Interaction Style

• Drive to Involve and Be Involved

• Move the Group to Action

• Get an Embraced Result

• Interaction

• Facilitate the Process

• Make Things Easy

• Discover

• Explore

• Share Insights

• Consensual Decisions

Behind-the-ScenesInteraction Style

• Drive to Integrate

• Reconcile Many Inputs

• Get the Best Result Possible

• Understand and Work with the Process

• Work Toward the Wanted or Needed Outcome

• Support

• Define

• Produce

• Clarify

• Consultative Decisions

Self-Discover

Interaction Styles – Things In Common

Chart the CourseChart the Course

Get Things GoingGet Things Going

Responding•Respond to other’s first moves•Reach in•Reflect•Slow pace•Contained gestures•Silent or quiet•Sedate

Initiating•Initiating first moves•Reach out•Interact•Fast pace•Expressive gestures•Animated•Lively

Directing Communications

•Task accomplishment•Time to get task done•Tell or ask directly•Direct actions•Give structure•Urge completion•More definite

Informing Communications

•Motivation•Evoke buy-in•Inform about…•Inquire•Inspire belief•Seek input•Emergent processes

Behind the ScenesBehind the Scenes

In ChargeIn Charge

Movement ControlBest action to take?

I/O Best p

ossible result

Quickest start?

Resources – fastest r

esult

Interaction Style:Which Fits You?

Chart the Course Behind the Scenes

In-Charge Get Things Going

The Nature of Temperament

Is Inborn

Remains Constant

Drives BehaviorDynamic, Not Static; Influencing, Not Limiting

BasicTreeness

Is a Pattern

- David Keirsey, PhD- David Keirsey, PhD

Best Job/Worst Job - Skills

Best JobBest Job

Worst JobWorst Job

Favorite Skills WorksheetDiplomatic Skill SetDiplomatic Skill Set Logistical Skill SetLogistical Skill Set

Strategic Skill SetStrategic Skill Set Tactical Skill SetTactical Skill Set

Diplomacy – clarifying, unifying, individualizing, inspiring, mediating…

Logistics – organizing, planning, facilitating, inspecting, supporting…

Strategy – engineering, conceptualizing, theorizing, coordinating, designing…

Tactics – composing, producing, motivating, operating, executing…

Artisan Temperament

• Freedom to Act Now!• Impact/ Skillful Performance• Action and Variation• Tactics• Aesthetics• Trouble Shoot• Spontaneity and What’s Next• Tool Intelligence

Guardian Temperament

• Responsibility• Membership• Logistics• Traditions• Conserve• Stabilize• Security• Useful• Service and Duty

Rational Temperament

• Knowledge and Competence• Mastery• Understanding• Insight• Concepts and Ideas• Strategy• Design• Logic• Categories and Why

Idealist Temperament

• Becoming One’s True Self• Meaning and Significance• Human Potential• Empathic Relationships• Authenticity• Diplomacy and Unity• Integrity and Ethics• Growth

Self-Discover

Temperament – Things In Common

GuardiansGuardiansIdealistsIdealists

ArtisansArtisansRationalsRationals

Affiliative•Cooperation and agreement•Want to get along and have agreement•Seek interdependence•Complementary – Exchange different kinds of behaviors•Sanction – Want everyone to work within the norms or values of the group

Pragmatic•Autonomy & outcomes•Do what it takes to get the desired outcomes•Seek independence•Symmetrical – Exchange the same kind of behaviors•Expedience – Want to call shots on own acions to meet goals, regardless of norms

Abstract Idealistic•The mind’s eye•Conceptions•Figurative•Symbolic•Meaning•Fictional•Intuition•Concepts and Patterns

Concrete Realistic•The body’s eye•Perceptions•Literal•Indicative•Observation•Factual•Sensation•Detailed Descriptions

Motives StructureMeaning behind behaviors

Sequential

What’s in it for themMultidimensio

nal

Temperament Patterns:Which Fits You?

Idealist Guardian

Rational Artisan

Four Interaction Styles in Each TemperamentWhere Do You Fit?

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Idealist Guardian

Rational Artisan

Abstract ConcreteP

ragm

atic

Aff

ilia

tive

Directing Informing Directing InformingIn

itia

tin

g

Res

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din

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Myers-Briggs Type IndicatorPreferred Mental Processes

Was developed by:– Katherine Briggs– Isabel Briggs Myers

It is based on:– Carl Jung’s “Theory of Psychological Types”

How we get our

We use both, but one is Preferred and generally better developed

ENERGY

Extraversion IntroversionE I

If you were given two

more weeks of vacation – how would you spend

them?

ExtraversionBehaviors

PREFERENCES FOR Introversion

Behaviors

Is Energized by outer experiences, people and activity

Is Energized by inner experiences, privacy and

reflection

Openly express thoughts, ideas and

feelings

Cautious about expressing personal information

Prefers to take action now, and reflect later

Clarifies input by discussing and ‘Thinking Out Loud’

Prefers to reflect before taking action

Clarifies input by ‘Thinking It Over’ before speaking

How we gather

INFORMATION

Perception..

Intuition (N)Sensing (S)

We use both, but one is Preferred and generally better developed

Extraverted Sensing

Introverted Sensing

Extraverted Intuition

Introverted Intuition

Describe this object.

PREFERENCESFOR Intuition

BehaviorsSensingBehaviors

Lives in the Present, Looks for Information in the Realities of Now

Looks toward the Future, Looks for Information in the Possibilities to Come

Prefers a Practical, Hands on approach

Prefers an Imaginative Approach

PREFERENCESFORSensing

BehaviorsIntuitionBehaviors

Attention is drawn to pieces or parts

Attention is drawn to patterns and relationships

Prefers to focus on details to understand concepts

Prefers to focus on “Big Picture,” to understand how pieces fit

PREFERENCESFORSensing

BehaviorsIntuitionBehaviors

Takes things in order, one step at a time

Takes things in any order, skips or misses steps

Likes consistency, routine, established procedures

Likes novelty, variety, setting own standards

IntuitionStereotypes

SensingStereotypes

N’s can think S’s are too literal and materialistic

S’s can think N’s are unrealistic dreamers

How Do These Preferences Help Each Other?

S’s help... N’s help...

How we make

DECISIONS

Judgment..

Thinking (T) Feeling (F)

We use both, but one is Preferred and generally better developed

Extraverted Thinking

Introverted Thinking

Extraverted Feeling

Introverted Feeling

Define Conflict

PREFERENCESFOR

FeelingBehaviors

ThinkingBehaviors

Decisions based on universal principles

Decisions based on personal value

Prefers to analyze Prefers to empathize

Truth & Justice Relationships & Harmony

Logic would dictate that the most efficient course of action

would be...

What I think would work out best for all concerned

is if we…

PREFERENCESFOR

ThinkingBehaviors

FeelingBehaviors

Prefers an Objective view from Outside the situation

Prefers a Subjective view from Inside the situation

Most Concerned with Fairness Most Concerned with

Uniqueness

PREFERENCESFOR

ThinkingBehaviors

FeelingBehaviors

First Impulse is to Correct, Improve and Critique

First Impulse is to Appreciate and Encourage

Expects Feedback to Focus on Problem Solving First, Support

Second

Expects Feedback to Focus on Support First, Problem Solving

Second

ThinkingStereotypes

FeelingStereotypes

F’s can believe that T’s are cold-hearted

T’s can believe that F’s are too emotional

How do these preferences help each other?

T’s help... F’s help...

How we organize our

ENVIRONMENT

JudgementJ

PerceptionP

We use both, but one is Preferred and generally better developed

You are tasked with

setting a goal. How will you go about doing

it?

PREFERENCESFOR

JudgementBehaviors

PerceptionBehaviors

Prefers an organized environment

Prefers a flexible environment

Prefers to plan well in advance Meets deadlines at the last minute

NEVER PUT OFF ‘TIL TOMORROW WHAT YOU CAN DO TODAY

NEVER PUT OFF ‘TIL TOMORROW WHAT YOU CAN PUT OFF UNTIL THE DAY AFTER

TOMORROW

I am….

E/I S/N T/F J/P

Mental Processes Orientation to the World

Preferred World

Integration of Self Discovery

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

Chart the Course

Behind the Scenes

In-ChargeGet Things

Going

IdealistNF

GuardianSJ

RationalNT

ArtisanSP

Abstract ConcreteP

ragm

atic

Aff

ilia

tive

Directing Informing Directing InformingIn

itia

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Res

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itia

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INFJ INFP

ENFJ ENFP

INTJ INTP

ENTJ ENTP

ISTJ ISFJ

ESTJ ESFJ

ISTP ISFP

ESTP ESFP

THE MBTI REPORTS

Some of your key:

• Preferences

• Tendencies

• Characteristics

...but not all of them

THE MBTI DOES NOT MEASURE

• IQ or Intelligence

• Psychiatric disturbances

• Stress or trauma

• Normalcy

• Maturity

• Affluence

• Learning

Your Assessment Results

• Self Discovery:

• MBTI Assessment:

• Review the write-up and select:

• Let’s Talk….