Getting Back on the Horse Presented by Shawn Bakker MBTI ® Professional Development Conference.
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Transcript of Getting Back on the Horse Presented by Shawn Bakker MBTI ® Professional Development Conference.
Objectives
• Reintroduction to the MBTI & Personality Type• Review the MBTI feedback process• Cover steps for effective interpretation• Try some workshop activities
MBTI® Professional Development Conference
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Why the MBTI Instrument?
The MBTI assessment is a useful tool for• Identifying your “default style”• Understanding how this impacts your
approach to life• Recognizing individual differences• Determining specific needs of other people
MBTI® Professional Development Conference
MBTI AssessmentForm M (Step I) instrument: • 93 items• Produces only Step I results• Available online and self-scorable
Form Q (Step II) instrument: • 144 items (including the 93 Step I items)• Produces Step I and Step II results• Must be computer scored to produce Step II
results
FORM Q
FORM M93 ITEMS
144 ITEMS
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Introducing the MBTI• Purpose and Objectives • Not a test• Participation is voluntary, results are
confidential• No time limit
MBTI® Professional Development Conference
Introducing the MBTI
“Try to respond from your most natural self, not who you “have to be” due to work or personal demands; who others think you are; who you wish you were; or who you are trying to become.”
“Inconsistent answers are normal”
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The Interpretation Process
• Step 1: Introduction of MBTI Theory and “Preferences” using Handedness exercise
• Step 2: Define the 4 Dichotomies with Self-Assessment
• Step 3: Hand back results• Step 4: Verify Type• Step 5: Take Action
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Remember
• Your MBTI results belong to you• The MBTI instrument is not a skills or
intelligence assessment • Certain personality types are not “better” or
“worse” than others, nor are certain types better or worse for certain jobs
• Our goal is to make constructive use of type differences
MBTI® Professional Development Conference
MBTI ® Results
Indicate preferences—inborn predispositions—on four pairs of opposite preferences, called “dichotomies”
E
S
T
J
Extraversion
Sensing
Thinking
Judging
I
N
F
P
Introversion
Intuition
Feeling
Perceiving
or
or
or
or
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Extraversion or Introversion
This dichotomy is about energy
MBTI® Professional Development Conference
Extraversion or 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.
MBTI® Professional Development Conference
E-I Effect on Work Styles
Extraversion• Prefer to communicate by talking• Work out ideas by talking them
through• Learn best by doing or discussing• Have broad interests• Sociable & expressive• Readily take initiative in work &
relationships
Introversion• Prefer to communicate by writing• Work out ideas by reflecting on
them• Learn best by reflection, mental
“practice”• Focus in depth of their interests• Private & contained• Take initiative when the situation is
very important to them
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Sensing or Intuition
This dichotomy is about perception
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Sensing or Intuition
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 preferences, but usually not with equal comfort.
MBTI® Professional Development Conference
S-N Effect on Work Styles
Sensing• Oriented to present realities• Trust experience• Factual & concrete• Focus on what is real & actual• Observe & remember specifics• Build carefully & thoroughly toward
conclusions• Understand ideas & theories
through practical applications
Intuition• Oriented to future possibilities• Trust inspiration• Imaginative & verbally creative• Focus on patterns & meanings• Remember specifics when they
relate to a pattern• Follow hunches• Want to clarify ideas & theories
before putting them into practice
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Thinking or FeelingThis dichotomy is about decision making
MBTI® Professional Development Conference
Thinking or Feeling
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
We all use both preferences, but usually not with equal comfort.
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T-F Effect on Work Styles
Thinking• Analytical• Use cause-and-effect reasoning• Solve problems with logic• Strive for an objective standard
of truth• Reasonable• Can be “tough-minded”• Fair – want everyone treated
equally
Feeling• Empathetic• Guided by individual needs• Assess impact of decisions on
people• Strive for harmony & positive
interactions• Compassionate• May appear “tender-hearted”• Fair – want everyone to be
treated as an individual
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Judging or PerceivingThis dichotomy is about the attitude you bring to
your external life
MBTI® Professional Development Conference
Judging or Perceiving
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 preferences, but usually not with equal comfort.
MBTI® Professional Development Conference
J-P Effect on Work Styles
Judging• Scheduled• Organize their lives• Systematic• Methodical• Make short- & long-term plans• Like to have things decided• Try to avoid last-minute stresses
Perceiving• Spontaneous• Flexible• Casual• Open-ended• Adapt, change course• Like things loose & open to
change• Feel energized by last-minute
pressure
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Working with Teams and Individuals
Verify type – then make it MATTER Activities combined with Action Plans to build
value
Activity Suggestions For Individuals: Address strengths and
developmental areas For Teams: Splitting activities and action
planningMBTI® Professional Development Conference
Splitting Activities for Teams
E and I: Ideal work Environment To communicate with us effectively...
S and N: What do you See? Directions to the Airport?
T and F: A Friend’s Wardrobe. Working with a friend/slacking colleague.
J and P: Work - Play Would you take a dream trip?
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As a Facilitator…. Capture similarities and differences Discuss impact of differences on team
communication, performance, dynamics Highlight the value that comes from having both
preferences in a team; acknowledge contributions!
Acknowledge the need to give each side what they need to be their best – How do we do this? Help the team action-plan during each activity
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Type is Not . . .
• Intelligence• Maturity• Development• Stress• Emotional health
There is variation within each type and type does not measure:
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Extraversion – Introversion
Form groups based on your preference for Extraversion or Introversion
• Describe your ideal working environment• Record its characteristics on a flip-chart
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E – I Effect on Work StylesPeople who prefer Extraversion tend to:
People who prefer Introversion tend to:
Talk things through Think things through
Take action, get going Reflect before acting
Want to be involved Want to be informed
Prefer face-to-face communication Prefer writing or one-on-one communication
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S – N Effect on Work StylesPeople who prefer Sensing tend to:
People who prefer Intuition tend to:
Focus on practical realities Focus on future possibilities
Want practical data Want the big picture
Build carefully to conclusions Look for connections and patterns
Rely on experience Rely on innovative ideas
Say, “If it’s not broken, don’t fit it.” Say, “Let’s try something new.”
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Thinking - FeelingForm groups based on your preferences for
Thinking or Feeling• You are a sales manager for a team of 6 sales
people.• You can award two all-expenses-paid trips to
Hawaii.• Each salesperson wants to go.• How do you decide who is going?
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T – F Effect on Work StylesPeople who prefer Thinking tend to:
People who prefer Feeling tend to:
Step back to get an objective view Step in and identify with the people involved
Analyze pros and cons Assess impacts on people
Focus on tasks Focus on relationships
Value competence Value harmony and support
Be “fair” Be “fair”
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Judging - Perceiving
• How comfortable would you be with leaving this room, going to the airport, and catching a flight to a dream location?
• Comfortable?• Uncomfortable?• Somewhere In-between?• What thoughts go through your mind?
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J – P Effect on Work StylesPeople who prefer Judging tend to:
People who prefer Perceiving tend to:
Want clear goals See goals as moving targets
Make plans and follow them Want flexible plans, options
Develop schedules and time frames Follow general parameters and time frames
Drive to “wrap it up” Wait for decisions to emerge
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Action Planning Every Individual and Group session should wrap-up with an
action plan What will we change? What will we improve given our insights?
Framework Suggestions Start, Stop, Continue Johari Window Activity Personal Operations Manual: Contributions, what I need, What I
overdo/Overlook, what Annoys me, how I annoy others Benefits of: E-I, S-N, T-F, J-P
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Personal Operating ManualAnswer the following questions to create an “Operating
Manual” on how others can best work with you.• The special contributions I make are...• I do my best work when...• I struggle to do my best work when...• On the job, I get irritated by...• I know that I annoy others by...• The most important thing I want you to know about
me is...
MBTI® Professional Development Conference