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MBTI

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by

Ardine Verhoog

on 2 December 2016

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Transcript of MBTI

TEAM EFFECTIVENESS
Teams with only a single representative of a certain preference (e.g., only one Introvert) may fail to appreciate the gifts/skills associated with that preference and may view that member as different
Teams that come to appreciate and use different types may experience less conflict
Successful teams with members of many different types promote the personal development of team members by encouraging learning from the gifts of other types

PERSONALITY TYPE
When combined, your preferences indicate your personality type.

TYPE
Type is about preferences. It is not about knowledge, skills, or abilities
There are no right or wrong preferences
No preferences are unhealthy or inappropriate
Type is not an excuse—we can all use every function and every attitude
Team members are the best judges of their own preferences
Type should empower team members, not limit them

TYPE AND TEAM EFFECTIVENESS
MBTI
Thank you!
Origins of the MBTI
Carl Jung
"Psychological Types'
1921
WHAT IS TYPE?
Innate preferences that indicate:
Where you get your energy from (Extraversion vs Introversion)
How you take in information (Sensing or iNtuition)
How you make decisions (Thinking or Feeling)
How you deal with the outside world (Judging or Perceiving)
Where do you get your energy from?
Extraversion
Introversion
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 and reflections

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

Are attracted to the outer world of people and events
Are aware of who and what is around them
Enjoy meeting and talking with new people
Are friendly, often verbally skilled, and easy to know
Tend to speak out easily and often at meetings
May not be as aware of what is going on inside themselves

People who prefer EXTRAVERSION
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 around them

Do their thinking as they speak
May act and/or speak first, then (possibly) think
Tell you about themselves, speaking rapidly
Give breadth to life
Can get bored and restless if they’re alone too long
Can seem shallow and intruding to Introverts
Need Introversion for balance

People who prefer EXTRAVERSION
Need time to gather their thoughts before speaking
Reflect and think before (possibly) acting
Want to know you before self-disclosing
Become drained and tired interacting with people (particularly strangers)
Give depth to life
Can seem withdrawn and secretive to Extraverts
Need Extraversion for balance

People who prefer INTROVERSION
ACTIVE
OUTWARD
SOCIABLE
OPEN
MANY
EXPRESSIVE
BREADTH
REFLECTIVE
INWARD
RESERVED
PRIVATE
FEW
QUIET
DEPT
E
I

How do you take in information?
Sensing and iNtuition

Prefer to take in information using their five senses – sight, sound, smell, touch, and taste


Go beyond what is real or concrete and focus on meaning, associations, and relationships


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

1
2
3
People who prefer INTUITION:

See patterns, possibilities, connections, and meanings 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

Study the overall design to see how the parts fit
Thrive on change, new ideas, and variety
Prefer imaginative new solutions to problems and become impatient with details
Can seem impractical dreamers to Sensing types
Need Sensing for balance
People who prefer INTUITION
People who prefer SENSING
Like to work with the parts to see the overall design
Like set procedures, established routines
Prefer practical, concrete problems and dislike theoretical or abstract problems
Can seem materialistic and too literal to Intuitive types
Need Intuition for balance

THINKING
details
present
practical
facts
sequential
directions
repetition
enjoyment
perspiration
conserve
literal
s
patterns
future
imaginative
innovations
random
hunches
variety
anticipation
inspiration
change
figurative
N
FEELING
Make their decisions based on impersonal, objective logic

People who prefer THINKING
People who prefer FEELING
Make their decisions with a person-centered, values-based process

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

People who prefer SENSING
People who prefer INTUITION
We all use both ways of perceiving,
but we typically prefer and trust one more.

Use logic to analyse the problem, assess pros and cons
Focus on the facts and the principles
Are good at analysing a situation
Focus on problems and tasks – not relationships
May not include the impact on people or people’s emotions in their decision making

People who prefer THINKING
People who prefer FEELING
Use their personal values to understand the situation
Focus on the values of the group or organisation
Are good at understanding people and their viewpoints
Concentrate on relationships and harmony
May overlook logical consequences of individual decisions

People who prefer THINKING
Take a long-term view, seeing things as an onlooker
Are good at spotting flaws and inconsistencies and stating them clearly
When required, can reprimand or fire people
Believe fairness, justice, and equitability are very important
May seem cold and detached to Feeling types
Need Feeling for balance

People who prefer FEELING
Take an immediate and personal view of situations
Like to show appreciation and caring for others
Have difficulty telling people unpleasant things
Believe fairness means treating each individual as a whole person
May seem overly emotional and irrational to Thinking types
Need Thinking for balance

head
objective
justice
cool
impersonal
critique
analyze
precise
principles
heart
subjective
harmony
caring
personal
appreciate
empathize
persuasive
values
Judging
Perceiving
Our attitude toward the external world
and how we orient ourselves to it

People who prefer JUDGING
Want the external world to be organised and orderly
Look at the world and see decisions that need to be made

People who prefer PERCEIVING
Seek to experience the world, not organise it
Look at the world and see options that need to be explored

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 JUDGING
People who prefer PERCEIVING
Like to respond resourcefully to changing situations
Like to leave things open, gather more information
Like environments that are flexible; dislike rules and limits
May not like making decisions, even when pressed
Tend to think there is plenty of time to do things
Often have to rush to complete things at the last minute

People who prefer JUDGING
Like rapidly getting to the bottom line and deciding
Dislike being interrupted on a project, even for a more urgent one
May make decisions too quickly, or cling to a plan
May not notice new things that need to be done
May seem rigid, demanding and inflexible to Perceiving types
Need Perceiving for balance

People who prefer PERCEIVING
Want to explore all the options before deciding
May start too many projects and have difficulty finishing them
May have trouble making decisions, or have no plan
May spontaneously change plans
May seem disorganised and irresponsible to Judging types
Need Judging for balance

organized
structure
control
decisive
deliberate
closure
plan
deadline
productive
flexible
flow
experience
curious
spontaneous
openness
wait
discoveries
receptive
J
P
PERSONALITY TYPE
The more similar the types on a team, the more readily the team members will understand one another
The more dissimilar the types on a team, the slower the understanding
Groups with high similarity will reach decisions more quickly but are more likely to make errors due to inadequate representation of all viewpoints
Groups with members of many different types will reach decisions more slowly (and painfully) but may reach better decisions because more viewpoints are covered


self reported questionnaire
describes 16 types
identifies unique talents or gifts
helps to appreciate differences

Why do we use the MBTI?
Easy to understand
60 Years of research and development, reliable and valid (4000 scientific studies)
Is used worldwide by 1000's of organisations like PWC, Deloitte and multinationals like Microsoft, Shell, Coca Cola en Procter & Gamble
Emphasizes the value of diversity
Provides neutral and affirmative language to deal with difference
Identifies blind spots of teams and team members
14 languages
Jung concluded that differences in behavior
result from people's inborn tendencies to use their minds in different ways
How do you make Decisions?
Principle of Type and MBTI tool
Type is about preferences, not about knowledge, skills and abilities
There is no right or wrong preferences
Type is not an excuse, we can all use every function and every attitude
Type should empower team members, not limit them
MBTI
Personal Development
Solving problems
Understand reactions to stress
Career Development

Working with others
Relationships at work
Communication styles
Conflict Management

Working in Teams and Organisations
Leadership style
Change Management
Appreciating diversity
Team and Organisational Culture


How can the MBTI be of use?
Preference
It energizes and makes you feel comfortable
Feels natural, you don't need to pay attention
You can use all 8 preferences
Full transcript