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Personality Type and the Legal Profession: Introduction to Normal Personality -- Implications for Practice and Professionalism By Dan DeFoe, JD MS
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Agenda
•Link – Type and Emotional Intelligence
•―Normal Personality‖
•Myers-Briggs (MBTI®)
•References 3
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Link – Type & Emotional Intelligence
Daily experience has several factors:
- personality
- emotional intelligence
- performance
And these are interdependent. 4
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Link – Type & Emotional Intelligence – EI competencies
Intrapersonal
• Self-awareness
• Self-confidence
• Self-regulation of moods, impulses
• Flexibility
• Stress management
Interpersonal
•Empathy
•Assertiveness
•Energy management
• Social skills
•Persuasion
•Leadership 5
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Link – Type & Emotional Intelligence Type understanding concerns
internal – intrapersonal
external – interpersonal
processes that make up emotional intelligence.
Type is an ideal model for exploring and developing emotional intelligence.
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Link – Type & Emotional Intelligence The mental functions of Type
Perception – Sensing / Intuition
Judging – Thinking / Feeling
make up the “engine of personality”, the source of:
analysis, reaction, adjustment, and stability
For our dynamic relationship with the world.
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Link – Type & Emotional Intelligence
―When you have an expanded emotional intelligence and a balanced personality, you have a healthier lifestyle, stronger relationships, and overall greater satisfaction and performance in your chosen work.‖
Roger Pearman, Introduction to Type and Emotional Intelligence 8
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“Normal Personality”
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Foundational Concepts – Normal Personality – “Type”
• Jung & Myers
• ―Normal‖ – ―Gifts Differing‖
• Trait vs. Type
• Assessment v. Sorting: MBTI® - Steps I, II, III
• Type in Organizations
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Normal Personality - The MBTI® Instrument
Developed by Katharine C. Briggs and her daughter Isabel Briggs Myers.
Based on the work of Swiss psychologist C. G. Jung, who presented his psychological type theory in his book Psychological Types (published 1921, translated into English 1923).
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Jung’s Theory – Preferences……
•Preferences – innate, ―inborn predispositions.‖
•Preferences interact with and are shaped by environmental influences: • Family
•Country
•Education
• and many others 12
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Jung’s Theory of preferences (cont)
• Four pairs of opposites—e.g right and left hands - use both, but one is our natural preference.
• Preference basics do not change—they stay the same over our lifetime, e.g. always a RT hand
• But, how we use our preferences and often the accuracy with which we can measure the preferences may change.
• Confounding variable—environment!
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Myers-Briggs (MBTI®)
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Myers-Briggs (MBTI®)
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"The purpose of the Myers-Briggs Type Indicator® is to make the theory of psychological types described by C. G. Jung (1921/1971) understandable and useful in people's lives. The essence of the theory is that much seemingly random variation in behavior is actually quite orderly and consistent, being due to basic differences in the way individuals prefer to use their perception and judgment."
Myers-Briggs (MBTI®) • Perception involves all the ways of becoming
aware of things, people, happenings, or ideas.
• Judgment involves all the ways of coming to conclusions about what has been perceived.
• If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.
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Myers-Briggs (MBTI®)
The aim of the MBTI instrument is to identify,
from self self-report of easily recognized
reactions, the basic preferences of people in
regard to perception and judgment, so that the
effects of each preference, singly and in
combination, can be established by research and
put into practical use.
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MBTI® & Jung’s Theory
• Four pairs of opposites—like our right and left hands. We all use both sides of each pair, but one is our natural preference.
• Jung believed that our preferences do not change—they stay the same over our lifetime.
• What changes is how we use our preferences and often the accuracy with which we can measure the preferences.
• The confounding variable—environment!
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The Four Preferences of the MBTI instrument
Index Preferences
Between E–I
E Extraversion or I Introversion
Affects Choices as to
Whether to direct perception judgment mainly on the outer world (E) or mainly on the inner world of ideas.
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The Four Preferences of the MBTI instrument
Index Preferences
Between S–N
S Sensing perception or N Intuitive perception
Affects Choices as to
Which kind of perception is preferred when one needs or wishes to perceive.
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The Four Preferences of the MBTI instrument
Index Preferences
Between T–F
T Thinking judgment or F feeling judgment
Affects Choices as to
Which kind of judgment to trust when one needs or wishes to make a decision.
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The Four Preferences of the MBTI instrument
Index Preferences
Between J - P
J Judgment or P Perception
Affects Choices as to
Whether to deal with the outer world in judgment (J) attitude (using T or F) or in the perceptive (P) attitude (using S or N).
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Jungian Theory
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Myers-Briggs (MBTI®)
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The 16 Types
As located on the Type Table
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Key Type Concepts…..Type
•is innate •can be influenced •is observable •is not a box •is not an excuse •indicates preferences, not skills
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Energy Extraversion or Introversion
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Extraversion or Introversion
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The direction in which we focus our attention
and energy Introduction to Type®, p. 9
Energy
Extraversion
[E]
• Energized through contact with other people or through engaging in activities
• The outer world
Introversion
[I]
• Being energized through ideas, quiet times, or solitude
• The inner world
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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 and reflections
We all use both preferences, but usually not with equal comfort.
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Extraversion or Introversion
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Introduction to Type® and Change, pp. 4–5
Where People Focus Attention
Extraverted Types
• External environment
• Talking
• Work through
• Broad interests
• Sociable/expressive
• Initiative in relationships
Introverted Types
• Inner world
• Writing
• Reflecting / Mental practice
• Deep interests
• Private/contained
• Initiative when important
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Extraversion-Introversion
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RM 3-13
Source: Work It Out (p. 7) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission.
Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.Davies-Black is a registered trademark of CPP, Inc.
Some Key Words Associated with
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Extraversion
Action
Outward
People
Interaction
Many
Expressive
Do-Think-Do
Introversion
Reflection
Inward
Privacy
Concentration
Few
Quiet
Think-Do-Think
We Have a Preference
We all do Extraverted and Introverted things.
But we usually do not do them
with equal comfort.
Most of us have a preference for one over the other.
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Self-Assessment
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Given the choice, which do you prefer: Extraversion or Introversion?
How clear are you about your preference?
Very
Clear
Fairly
Clear
Slight Slight Fairly
Clear
Very
Clear
?
Information Sensing or Intuition
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Sensing or Intuition
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The way we take in information and the kind of
information we like and trust Introduction to Type®, p. 9
How people take in information | S–N People who prefer Sensing:
• Prefer to take in information using their five senses— sight, sound, smell, touch, 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 one more.
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Sensing [S]or Intuition [N]
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How Do You Take In Information?
SENSING
Present orientation
What is real
Practical
Facts
Perfecting established skills
Utility
Step-by-step
The five senses
INTUITION
Future possibilities
What could be
Theoretical
Inspirations
Learning new skills
Novelty
Insight-by-insight
The sixth sense, a hunch
RM 3-17
Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow. Mountain View, CA: CPP, Inc., 1998. Reprinted with permission.
Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.
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Information – S or N
Sensing [S]
Paying attention to what you perceive through the five senses: seeing, hearing, touching, smelling, and tasting
Intuition [N]
Paying attention to what might be described as the sixth sense—the unseen world of meanings, inferences, hunches, insights, and connections
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Sensing-Intuition
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RM 3-18
Source: Work It Out (p. 8) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission.
Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for
any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust
in the United States and other countries.Davies-Black is a registered trademark of CPP, Inc.
We Have a Preference
We all use Sensing and Intuition when making our observations about the world.
But we usually do not use them
with equal trust.
Most of us have a preference for one over the other.
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Self-Assessment
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Given the choice, which do you prefer: Sensing or Intuition?
How clear are you about your preference?
Very
Clear
Fairly
Clear
Slight Slight Fairly
Clear
Very
Clear
?
Decisions Thinking or Feeling
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Thinking or Feeling
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The way we make decisions Introduction to Type®, p. 10
T–F
People who prefer Thinking:
• Make their decisions based on impersonal, objective logic
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.
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Thinking or Feeling
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Decisions
Thinking
Making decisions based on impartial criteria—cause-effect reasoning, constant principles or truths, and logic
Feeling
Making decisions based on values-based, person-centered criteria, seeking harmony
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Some Key Words Associated with
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Thinking
Head
Distant
Things
Objective
Critique
Analyze
Firm but fair
Feeling
Heart
Personal
People
Subjective
Praise
Understand
Merciful
How Do You Make Decisions? Thinking
[T]
• Logical system
• Head
• Objective
• Justice
• Critique
• Principles
• Reason
• Firm but fair
Feeling
[F]
• Values system
• Heart
• Subjective
• Mercy
• Compliment
• Harmony
• Empathy
• Compassionate
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Thinking-Feeling
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RM 3-21
Source: Work It Out (p. 9) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission. Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.Davies-Black is a registered trademark of CPP, Inc.
How People Make Decisions
Thinking Types [T]
• Analytical
• Cause & Effect
• Logical
• Objective standard
• Reasonable
• ―Tough-minded….‖
• Fair + Equal
Feeling [F]
• Empathetic
• Guided by values
• Impact to people?
• Harmony
• Compassionate
• ―Tender-hearted…‖
• Fair + Individual
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Some Key Words Associated with
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Thinking
Head
Distant
Things
Objective
Critique
Analyze
Firm but fair
Feeling
Heart
Personal
People
Subjective
Praise
Understand
Merciful
We Have a Preference
We all use Thinking and Feeling when making decisions.
But we usually do not use them
with equal ease.
Most of us have a preference for one over the other.
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Self-Assessment
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Given the choice, which do you prefer: Thinking or Feeling?
How clear are you about your preference?
Very
Clear
Fairly
Clear
Slight Slight Fairly
Clear
Very
Clear
?
Outer World Judging or Perceiving
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Judging or Perceiving
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Our attitude toward the external world and how we
orient ourselves to it Introduction to Type®, p. 10
J–P People who prefer Judging:
• Want the external world to be organized and orderly
• Look at the world and see decisions that need to be made
People who prefer Perceiving:
• Seek to experience the world, not organize it
• Look at the world and see options that need to be explored
We all use both attitudes, but usually
not with equal comfort.
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Judging or Perceiving
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Approach to Life
Judging
[J]
Want to live an ordered life, with goals and structure, making decisions so you can move on
Perceiving
[P]
Want to live a spontaneous life with flexibility, staying open to new information and possibilities
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How Do You Approach Life?
JUDGING
Decide about information
Regulate
Control
Settled
Run one’s life
Set goals
Closing off
Organized
PERCEIVING
Attend to, gather information
Flow
Adapt
Tentative
Let life happen
Seek options
Opening up
Flexible
Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow, Mountain View, CA: CPP, Inc., 1998.Reprinted with permission.
RM 3-23 Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.
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Some Key Words Associated with
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Judging
Organized
Decision
Control
Now
Closure
Deliberate
Plan
Perceiving
Flexible
Information
Experience
Later
Options
Spontaneous
Wait
We Have a Preference
We all use Judging and Perceiving as part of our lifestyle.
But we usually do not use them
with equal comfort.
Most of us have a preference for one over the other.
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Judging-Perceiving
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RM 3-24
Source: Work It Out (p. 11) by Sandra Krebs Hirsh with Jane A. G. Kise. Mountain View, CA: Davies-Black® Publishing, 1996. Reprinted with permission. Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries. Davies-Black is a registered trademark of CPP, Inc.
Self-Assessment
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Given the choice, which do you prefer: Judging or Perceiving?
How clear are you about your preference?
Very
Clear
Fairly
Clear
Slight Slight Fairly
Clear
Very
Clear
?
Personality Type
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When combined, your preferences indicate your personality type.
Type Application Examples
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“Z” Problem Solving Model
•All functions contribute to effective practice
•Tend to use dominant and auxiliary
•Z model – all 4 functions used
•Order of the ―Z‖ process….
• Sensing to
• Intuition to
•Thinking to
• Feeling 70
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Z Problem Solving Model
•Sensing – specifics?
• Intuition – important meanings?
•Thinking – objective evaluation?
•Feeling – subjective evaluation
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Z Problem Solving Model
Sensing (S)
•Gather specific information
•What are the details?
•Applicable rules, law?
•Make the situation ―real‖
•Challenge using facts
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Z Problem Solving Model
Intuition (N) •Patterns & relationships
•Central themes or stories
•Broad sweep – then relate
•Progressions, assumptions
• Strategize to make themes
•Openness to creative solutions
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Z Problem Solving Model
Thinking (T) •Objective judgments
•Precedent
• Sequential analysis
•Examine judicial reasoning
•Arguments for all sides
• Step by step legal analysis skills
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Z Problem Solving Model
Feeling (F) • Subjective understanding
•Who are the people?
•Values, interests, needs
•Relational considerations
•Consider all sides
•Personal values not ―best‖ always
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S–N Splitting Exercise
Look at the following pictures for a few moments, in silence.
Then, be prepared to share with the group what you have perceived.
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People with a Preference for Sensing
•Describe what they literally see:
•Physical attributes of the picture (color, shapes, artist’s name, size)
•Then try to make sense out of the shapes—object sense
•Others can usually agree with the interpretations of the shapes
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People with a Preference for Intuition
• Interpret the picture, seeing possibilities and meanings that are highly personalized
•Often make up a story about the picture
•May come up with a big-picture interpretation of the meaning
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What Can We Conclude?
•When we all look at the same image, we see different things.
•Who sees it correctly?
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S–N Splitting Exercise
What are the implications and applications of this exercise?
•We must remember that we all trust our own perceptions, while knowing that there are many other ways of seeing the same object/situation.
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Constructive Use of Differences
Isabel Myers’ goal for type and the MBTI®
instrument:
• Becoming aware of differences
• Acknowledging the value of differences
• Practicing new behaviours, seeking out others with differences
• Incorporating different perspectives into our own processes
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About the MBTI® Instrument
• An indicator—not a test
• Looks only at normal behavior
• Forced-choice questions
• Takes about 20–40 minutes to complete
• No right or wrong answers—answer as you see fit
• Your results are confidential
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About the MBTI® Instrument (cont.)
• There are no good or bad types.
• All types have some natural strengths and some possible pitfalls or blind spots.
• The instrument gives practical results you can use:
• In teamwork
• In communication
• In decision making
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MBTI® Benefits to Lawyers & Firms • Reliable, valid, cost-effective, easy to use
• Logical model of consistent human behavior
• Reduce conflict….objective, rational framework
• Emphasizes value of diversity
• Identify assets/blind spots: persons/teams
• Understand organizational character
• Clarify fit – people & jobs
• Ethical guidelines support use
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MBTI® Benefits to Lawyers & Firms
•Leadership development
•Team building
•Career development
•Communication
•Conflict management
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References– Myers-Briggs & MBTI® Kummerow, J.M., Barger, N.J., Kirby, L.K. (1997).
WorkTypes: Understand your work personality – how it helps you and holds you back, and what you can do to understand it. New York: Business Plus.
Myers, I.B., (1980). Gifts differing. Palo Alto: Consulting Psychologist’s Press.
Pearman, R. (2002). Introduction to type and emotional intelligence. Mountain View, CA: CPP, Inc.
Pearman, R., Albritton, S. (2010). I’m not crazy, I’m just not you: the real meaning of the 16 personality types: secrets to how we can be so alike when we’re so different (2nd ed.). Boston, MA: Nicholas Brealy.
Peters, M. & Peters, D. (2007) Juris Types: Learning law through self-understanding. Gainesville FL: Center for Applications of Psychological Type, Inc.
Peters, D. (1993). Forever Jung: Psychological type theory, the Myers-Briggs Type Indicator, and learning negotiation. Drake Law Review 42, no. 1:1-121.
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Web References – Myers-Briggs & MBTI®
www.aptinternational.org -
Association for Psychological Type International
www.capt.org – Center for Applications of Psychological Type
www.cpp.com – CPP, Inc. f/k/a Consulting Psychologist Press
www.myersbriggs.org – Myers Briggs Foundation
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Thank you very much.
Conclusion & Thank You!
• This presentation has provided just a brief introduction and overview of ―Normal Personality‖ as defined by Carl Jung and Myers-Briggs and the MBTI® Type Indicator.
• Please check out the references noted above and also the web sites if you have interest.
Thank you very much. Dan DeFoe, JD MS dan@adlitemsolutions.com MBTI® Type Indicator, Steps I,II,III, Certified Administrator
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