This sessions explores the four dichotomies of the MBTI® and how personalities interact in the group setting. Participants will be encouraged to practice this knowledge in real world examples that explore communication, behavior and teamwork. Completion of the MBTI® Profile Administration Form M is required with this presentation.
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1. Building Your Team with Type
2. Kevin Taschereau Assistant Director The Office of Student
Activities Syracuse University Presented by:
3. Learning Outcomes: Participants will explore the
characteristics of their best fit MBTI type and discuss the
interactions and differences between their type and other MBTI
types. Participants will appreciate the foundation of type theory
and the MBTI, its background and history as well as its appropriate
usages. Participants will reflect on the usages of the MBTI in the
group environment (including the areas of better communication,
interaction and teamwork) and explore its usage in leadership
development. Participants will practice their comprehension of the
MBTI in the group environment and will assess the impact of the
indicator on communication, behavior, and teamwork as they apply to
intergroup interaction.
4. Lets Set Some Guidelines: Personality type does not explain
everything. There are rarely simple answers. All data should remain
confidential. Everyone has a preferred pathway to excellence. We
are all resources to each other.
5. So, What is the MBTI?
6. The MBTI is an indicator, not a test. a self-report
instrument. nonjudgmental. a way to sort, and not to measure. well
researched and rich in theory. an indicator of preferences.
7. Preferences are natural and inborn. Environment enhances or
impedes expression of type. We use both poles at different times,
but not with equal confidence. All of the types are equally
valuable to us. Types are not traits! Assumptions of the MBTI:
8. IQ Emotions Trauma Stress Learning Normalcy Maturity Illness
Affluence What are we not measuring?
9. What we are measuring?
10. How was it developed? Jungs Theory: The Orientation of
Energy Extraversion Introversion
11. How was it developed? Perception Sensing Intuition Judgment
Thinking Feeling How we acquire information: How we make decisions:
Jungs Theory: The Basic Mental Process
12. PREFERRED/DOMINANT HAND NONPREFERRED HAND What is a
preference?
13. How was it developed?
14. Preference Dichotomies Everyone uses both sides of each
dichotomy.
15. Preference Clarity Index (PCI)
16. OR Extraversion or Introversion E I The direction in which
we focus our energy and attention.
17. EXTRAVERSION Focus energy outward. Are interested in the
world of people and things. Prefer to problem solve and work in
groups. Utilize trial and error with confidence. Appear relaxed and
confident. Experience it and then understand it. Scan the
environment for stimulation. Lets talk this over.
18. INTROVERSION Focus energy and attention inward. Are
interested in the inner world of thought and reflection. ARE NOT
SHY, they just prefer less external stimulation. Consider things
deeply before acting. Are reserved and questioning. Probe inwardly
for stimulation. Understand it and then live it. I need to think
about this.
19. E I Where do you orient your energy? OR Make your selection
on your worksheet.
20. OR Sensing or iNtuition S N How we take in information and
the type of data we like and trust.
21. SENSING 1 2 3 Perceive with the five senses Rely on
experience and data Are in touch with the physical realities Attend
to the present Live life as it is Prefer using learned skills Pay
attention to details Just the facts, please.
22. INTUITION 1 2 3 Perceive with memory and associations See
patterns and meanings See possibilities Are future achievement
Project possibilities for the future Change and rearrange life
Prefer adding new skills Look at the big picture I can see it all
now.
23. S N How do you take in information? OR Make your selection
on your worksheet.
24. OR Thinking or Feeling T F How we make decisions.
25. THINKING ! Decide based on logic Use cause and effect
reasoning Strive for an objective standard of truth Can be
tough-minded Fairness wants everyone treated equally Is this
logical?
26. FEELING ! Decide based on impact on people Are guided by
personal values Strive for harmony and positive interactions May
appear tenderhearted Fairness wants everyone treated as an
individual Will anyone be hurt?
27. T F Which way do you make decisions? OR Make your selection
on your worksheet.
28. OR Judging or Perceiving J P How we orient ourselves to the
outside world.
29. JUDGING 1 2 4 3 Focus on completing tasks Decide and
planning Organize and scheduling Control and regulate Are goal
oriented Want closure even when data are incomplete Want only the
essentials of the job Just do something.
30. PERCEIVING 1 4 Focus on starting tasks Take in information
Adapt and change Are curious and interested Are open-minded Resist
closure in order to obtain more data Want to find out about the job
Lets wait and see.
31. J P What is your attitude to the external world and how do
you orient yourself to it? OR Make your selection on your
worksheet.
32. Individual assessment: Reported assessment: Best Fit Type:
E or I S or N T or F J or P Assessing your Best Fit Type E N T J I
N T J ? N T J
33. You may still be developing your preferences. 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. Your type may itself be the source of
difficulty in getting to a Best Fit Type with which you are
comfortable. Why your Indicator Type may not be your Best Fit
Type:
34. When people report having changed type they are most likely
to have had an incorrect administration to have had an improper
mind set and instead reported a work type or ideal type Have I
Changed Type?
35. # = ___ E = ___ I = ___ S = ___ N = ___ T = ___ F = ___ J =
___ P = ___ Model Type: (most frequent type) ___ ___ ___ ___ Group
Type: (most frequent preference) ___ ___ ___ ___ ISTJ ___ ISFJ ___
INFJ ___ INTJ ___ ISTP ___ ISFP ___ INFP ___ INTP ___ ESTP ___ ESFP
___ ENFP ___ ENTP ___ ESTJ ___ ESFJ ___ ENFJ ___ ENTJ ___ Group
Type Break Down:
36. Type in Practice How does it work out there?
37. EI in Practice Create 3 questions that will give you better
insight into the opposite of your preference.
38. Es are more talkative, energetic, and overtly enthusiastic
about the task. Is go silent when first asked a question. Es answer
questions immediately. Is wait to see who will answer. Is preserve
space between themselves. Es huddle. Extraversion and Introversion
Observable Differences:
39. People who prefer Extraversion should slow down and listen
ask people if they are busy before talking if someone is silent,
ask what they think remember some people need time alone monitor
themselves for redundancy Not assume pauses are an invitation to
speak Extraversion and Introversion Strategies for Working
Together:
40. People who prefer Introversion should make an effort to
verbalize Not forget to socialize remember extroverts often need to
talk use your listening skills to engage be clear when they need
space remember that people cant read minds, verbalize Extraversion
and Introversion Strategies for Working Together:
41. Sensing and iNtuition Split into groups based upon your
preference. Look at the following picture for 5 minutes in silence.
As a group, decide what you think you have been looking at.
43. People who prefer Sensing normally describe what they
literally see: physical attributes of the picture (color, shapes,
artists name, size). try to make sense out of the shapes. all agree
with the interpretations of the shapes. Sensing and iNtuition
Observable Differences:
44. People who prefer iNtuition normally interpret the picture,
seeing possibilities and meanings that are highly personalized.
make up a story about the picture. look an all encompassing meaning
or message. Sensing and iNtuition Observable Differences:
45. People who prefer Sensing should remember that facts arent
everything. make an effort to consider factors other than what is
concrete. consider that a problem doesnt automatically make an idea
invalid. People who prefer iNtuition should consider sticking to
the issue at hand. be open to examining and critiquing ideas.
provide concrete examples. work to develop a plan for their ideas.
Sensing and iNtuition Strategies for Working Together:
46. Thinking and Feeling Split into groups based upon your
preference. Imagine that you have been invited to a party with your
best friend. When they arrive, ready for the party, and you look at
what they are wearing and say to yourself, Oh no! Are they really
going to wear that? What do you do and say in these circumstances?
Discuss with your group?
47. People who prefer Thinking normally concentrate on
achieving their desired outcome the partner/friend changes clothes
or they dont go. are frank and to the point in stating their views
about the clothing. People who prefer Feeling normally say they
dont care what the person is wearing. Are concerned about
embarrassing the person, take a tactful, indirect approach.
Thinking and Feeling Observable Differences :
48. People who prefer Thinking should allow emotion to be
expressed. consider how personal factors can be logical. look for
points of agreement. avoid focusing on only the cons of a
situation. People who prefer Feeling should be direct, dont avoid
confrontation. provide balanced feedback. avoid becoming overly
emotional during a discussion. remember that criticism can be
constructive. Thinking and Feeling Strategies for Working
Together:
49. Judging and Perceiving Form a line that indicates how much
each of these appeal to you; which comes closest to how you usually
feel or act?
50. Js plan everything to the nth degree, liking to cover every
possible angle and contingency. Ps leave things open, desiring
flexibility. Js form a poor opinion of Ps. Ps have to look like Js
if they are to succeed in organization settings. Js pay a price for
their need to organize everything continuous low-grade stress.
Judging and Perceiving Observable Differences:
51. Some Final Considerations So now what?
52. You shouldnt use type for: Trying to predict others
behaviors. Trying to estimate another individuals type. Assuming
that how a preference plays for you is exactly how it would play
out for someone else. Justifying behavior.
53. Self-awareness for better self- management. Identification
of your behavior trends that have positive outcomes. Identification
of your behavior trends that have less desirable outcomes. Linking
trends with other data points to clarify personal or professional
development opportunities. Instead, use type for:
54. Dunning, D. (2003). Introduction to type and communication.
Consulting Psychologists Press. Hirsh, E., Hirsh, K. W., &
Hirsh, S. K. (2003). Introduction to type and teams. CPP.
Krebs-Hirsh, S., & Kummerow, J. M. (1990). Introduction to type
in organizations. Lawrence, G. (1993). People Types and Tiger
Stripes: A Practical Guide to Learning Styles. Gainesville, Fla.
Center for applications of psychological type. Martin, C. R.
(1997). Looking at type: The fundamentals. Center for Applications
of Psychological Type. Myers, I. B. (1987). Introduction to Type: A
description of the theory and applications of the Myers-Briggs type
indicator. Palo Alto, CA: Consulting Psychologists Press. Further
Reading: