Using Myers Briggs to Better Understand Yourself & Others · PDF fileUsing the Myers-Briggs...

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Using Myers Briggs to Better

Understand Yourself & Others

Allyson Aragon-Fenton

July 17, 18 &19, 2013

Wednesday - Friday – 8:00 a.m. – 9:30 a.m. & 9:50 - 11:20 a.m.

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Housekeeping

• Times - 8:00 - 9:30 a.m. & 9:50 – 11:20 a.m.

• Breaks

• Restrooms

• Participation

• Open Mind

• FUN!

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Workshop Objectives

• Increase self-awareness and confirm self-

perception

• Discover normal differences in people

concerning:

– Energy Source

– Information Gathering

– Decision Making

– Life Style

Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby

granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.

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Workshop Objectives (cont.)

• Appreciate the gifts and strengths of myself

and others

• Learn how to capitalize on my strengths and

the strengths of others

• Supplement and augment those areas that I

may overlook or those areas that do not

come easily to me

• Apply the knowledge about personality type Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby


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Workshop Assumptions

• All of us have something to learn and something

to teach

• Everyone has a preferred pathway to excellence

• All workshop data are confidential

• We are all resources to others in the group

• “When the student is ready, the teacher will

appear”

• Individuals gain from this experience in

proportion to what they put into it



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Workshop Assumptions (cont.)

• Questions are encouraged

• We do not have to agree; we do need to

understand

• We will work hard, but we will have fun

• More time and help are available

• There are great variations within the 16 types

• Personality type does not explain everything

• When it comes to people, there are few simple

answers



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Reasons for Using the MBTI®

• The MBTI is

– a self-report instrument

– non-judgmental

– an indicator of preferences

– a way to sort, not to measure

– well researched

– rich in theory

– professionally interpreted

– used internationally Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby


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Using the MBTI® will:

• Improve relationships with clients, employees and

others as a result of better understanding

differences in personality

• Increase your understanding of your own strengths

and areas for improvement based on the

expectations of the role(s) you perform

• Provide you with information on how to develop

your non-preferences

• Help you understand how the information can help

you to be a better manager (if applicable)



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History of the MBTI®

• Started in 1920s by Katherine Briggs

• Her theory published in the New Republic Magazine on December 26, 1926

• Carl Jung – Swiss Psychoanalyst. His theory was published in Jung’s book, Psychological Types in 1923

• 1940s – Katherine Briggs & her daughter, Isabel Briggs-Myers created a pencil & paper inventory



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Handedness Exercise

© Otto Kroeger Associates

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Preference Scales

Extraversion

Sensing

Thinking

Judgment

Introversion

iNtuition

Feeling

Perception

© 1981,Otto Kroeger Associates

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Energy Source E xtraversion I ntroversion

S ensing i N tuition

T hinking F eeling

J udging P erceiving

Your four-letter type represents a preference from each of the

above four scales. Here are the sixteen possible combinations.

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Perceiving Function

Judging Function

Life Style Orientation


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Functions of the Personality

TO PERCEIVE

• Gather data

• Take in information

• Observe the world around you

TO JUDGE

• Evaluate the data

• Make decisions on the information

• Critique your observations © Otto Kroeger Associates

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First Exercise

Perceiving Function


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Perceiving Function Sensing (S) Intuition (N)

5 Senses

Facts

Trees

Details

Concrete

Present (Here & Now)

Literal

Grounded

Tangible (Hands On)

Perspiration

6th Sense

Meanings

Forest

Big Picture

Abstract

Future

Figurative

Possibilities

Conceptual

Inspiration

66-74% of US Pop 26-34% of US Pop

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Comparison of

Sensing and Intuition



S N

Mode of Perception

Focus

Five senses

(reliance on experience

and actual data

“Sixth sense”

(reliance on possibilities

and inspiration

Practicality

Reality

Present Enjoyment

Innovation

Expectation

Future Achievement

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Comparison of

Sensing and Intuition (cont.)



S N

Orientation

Work Environment

Live life as it is Change, rearrange life

Prefers using learned skills

Pays attention to details

Makes few factual errors

Prefers adding new skills

Looks at “big picture”

Identifies complex patterns

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Perceiving Function

Sensing iNtuition

• FACTS

• DETAILS

• LITERAL

• PRESENT ORIENTED

• DATA THROUGH 5

SENSES

• THEORETICAL

• ABSTRACT

• FIGURATIVE

• FUTURE ORIENTED

• DATA THROUGH 6th

SENSE

Otto Kroeger Associates

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Second Exercise

Judging Function


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Judging Function Thinking (T) Feeling (F)

Analytical

Objective

Logic

Reason

Justice

Detached

Task

Impersonal

Clarity

Consequences

Personal

Subjective

Interpersonal

Relative

Mercy

Situational

Maintenance

Relational

Harmony


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Comparison of

Thinking and Feeling



T F

Mode of Decision Making

Focus

Decisions based on

the logic of the situation

Decisions based on

human values and needs

Things

Truth

Principles

People

Tact

Harmony

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Comparison of

Thinking and Feeling (cont.)



T F

Orientation

Work Environment

Solves problems Supports Others

Is brief and businesslike

Acts impersonally

Treats others fairly

Is naturally friendly

Acts personally

Treats others uniquely

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Judging Function

Thinking Feeling

• OBJECTIVE

• ANALYTICAL

• NON-PERSONAL

• CLARITY

• JUST

• SUBJECTIVE

• EXPERIENTIAL

• INTERPERSONAL

• HARMONY

• MERCIFUL

Perceiving Function S N


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Third Exercise

Energy Source


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Energy Source Extrovert (E) Introvert (I)

External World -People

-Things

-Action

Overkill

Speaks to Think

Socially Gregarious

Spatially Invade

Share/Disclose

A lot of words

External Conversation

Internal World -Thoughts

-Ideas

-Concepts

Underkill

Thinks to Speak

Socially Reserved

Spatially Defined

Private

Few words

Internal Conversation


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Comparison of

Extraversion and Introversion



E I

Energy

Directed outward toward

people and things

Directed inward toward

concepts and ideas

Focus Understand the world

Reserved and questioning

Subtle and impenetrable

Change the world

Relaxed and confident

Understandable and accessible

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Comparison of

Extraversion and Introversion (cont.)



E I

Orientation

Afterthinkers Forethinkers

Work Environment Seeks quiet for concentration

Wants time to be alone

Prefers interests that have

depth

Seeks variety and action

Wants to be with others

Prefers interests that have

breadth

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Energy Source

Extraversion Introversion

• OUTWARD FOCUS - People

- Things

- Activities

• SPEAKS TO THINK

• DISCLOSES FREELY

Perceiving Function

Judging Function

S N

T F

• INWARD FOCUS - Thought

- Ideas

- Contemplation

• THINKS TO SPEAK

• DISCLOSES

CAUTIOUSLY


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Fourth Exercise

Lifestyle Orientation


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Lifestyle Orientation Judging (J) Perceiving (P)

Black/White

Organized

One Right Way

Orderly

Closure

Decisive

Focused

Fixed

Structure

Lists – Use

Product

Gray

Options/Alternatives

Unlimited

Scattered

Open Ended

Choices

Diverse

Flexible

Adaptive

Lists – Lose

Process


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Comparison of

Judgment and Perception



J P

Lifestyle

Focus

Planful Spontaneous

Decisive

Self-regimented

Purposeful

Curious

Flexible

Adaptable

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Comparison of

Judgment and Perception (cont.)



J P

Orientation

Work Environment

Exacting Tolerant

Focuses on completing task

Makes decisions quickly

Wants only the essentials

of the job

Focuses on starting tasks

Postpones decisions

Wants to find out about

the job

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Life Style Orientation E I

Perceiving Function

Judging Function

S N

T F

Which do You Use

in the Outer World

Judging Perceiving

• Decisive

• Structured

• Planned

• Seeks Closure

• Makes Lists & Uses Them

• Open-ended

• Flexible

• Spontaneous

• Seeks Options

• Makes Lists & Loses Them


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Interpretive Comments

for Online Inventory

Very clear preferences

26 - 30

Clear preferences

16 - 25

Moderate preferences

6 - 15

Slight preferences

1 - 5


granted to reproduce this workshop use. Duplication for any other use, including resale, is a violation of the copyright law.

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MBTI® Best Fit Worksheet

My Preferences

E/I

S/N

T/F

J/P

1. Vocabulary

(page 2)

2. Work Situation

(page 3)

3. Communication

(page 4)

4. MBTI Results

5. My “Best Fit” type

as I have finally

concluded is . . .


granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copywright law.

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NF INTUITIVE FEELING

Approximately 12%

of Population

QUEST: IDENTITY

STYLE: CATALYST

PATHWAYS PITFALLS

- People Motivators - Carry/Rescue everybody

- Empathetic - Guilt Ridden

- Aware of others Feelings - Avoid Conflict

- Persuaders - Grudge Carriers

- Authority in person(s) - Flounder without Hero(s)

INFJ

INFP

ENFP

ENFJ


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NF

- search for self

For you

Quest: Identity

Style: Catalyst

Achilles’ Heel: Guilt © 1981,Otto Kroeger Associates

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NT INTUITIVE THINKING

Approximately 12%

of Population

QUEST: COMPETENCY

STYLE: VISIONARY

PATHWAYS PITFALLS

- Conceptualizers - Mental Gymnasts

- Systems Planners - Miss Immediate

- Competent and Consistent - Complex and Theoretical

- Firm Minded and Fair - Impersonal and Aloof

- Authority is in being competent - They define competency

INTJ

INTP

ENTP

ENTJ


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NT Why?

- principles

Quest: Competency

Style: Visionary

Achilles’ Heel: Incompetency © 1981,Otto Kroeger Associates

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SJ SENSING JUDGING

Approximately 38%

of Population

QUEST: BELONGING

STYLE: STABILIZER TRADITIONALIST

PATHWAYS PITFALLS

- Administrators - Nit Pickers

- Precise - Rigid

- Take Charge - Do Wrong Thing

- Hold Subordinates/System Accountable - Critical of Wrong

- Authority is in system/organization - Upward Accountability

ISTJ

ISFJ

ESTJ

ESFJ


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SJ What?

Quest: Belonging

Style: Stabilizer/Traditionalist

Achilles’ Heel: Disarray/Disorganization

duty -

- decisive

- stability


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SP SENSING PERCEPTIVES

Approximately 38%

of Population

QUEST: ACTION

STYLE: TROUBLE SHOOTER

NEGOTIATOR

PATHWAYS PITFALLS

- Problem Solvers - Create problems when none to solve

- Practical - Low interest beyond practical

- Immediate/Resourceful - Get bored easily

- Quick Starters - Low Follow Through

- Authority is in moment - Vague idea of authority

ISTP

ISFP

ESTP

ESFP


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When? SP

Quest: Action

Style: Trouble Shooter/Negotiator

Achilles’ Heel - Routine

impulsive -

- practicality

- enjoys the moment

-spontaneous - likes hands-on experience

- adaptable

- most joyful


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The Basic Three

1. Validate and learn your type, reading your

portrait occasionally to remind your of your

strengths and areas to which you may be blind.

2. Four pieces of information that can change your

life or at least the way you communicate with

others on a day to day basis.

2 things about the Ps:

• All Ps generate alternatives

• Help push them to closure. (Remember, Ps

can readily tell you what they don’t want

thereby, keeping their options open.)


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The Basic Three (cont.)

2 things about the Js:

• All Js moan

• Hit and Run (Give them the new data, give them

moan space” and deal with the matter later, when

they have it on their schedule.)

3. The Temperaments - A TYPEWATCHING® short cut.


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Pathways - Prefer things sequentially

- (makes sense)

- Deals well with details

-Random data Collectors

-Good long range planners

- Powerful people motivators

- Empathic

- Aware of others’ feelings

- Powerful Persuaders

- Authority in the person(s)

- Powerful conceptualizers

- System planners

- Competent and consistent

- Firm minded and fair

- Authority is in being competent

Pitfalls S

N

NF

NT

- Can’t wait and fill in (confusion)

- Data overload/too much – too fast

- “Intuitive leaps” – miss much

- Overlook/lose interest in details

- Carry/rescue everybody

- Guilt ridden

- Avoid conflict, “bullet biting”

- Grudge carriers

- Flounder when person(s) fails

- Mental gymnastics

- Can miss immediate

- Complex & theoretical – can’t give

a simple answer

- Impersonal and aloof

- They determine & define

“competency” © 1981,Otto Kroeger Associates

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Pathways - Powerful administrators

- Precise

- Take charge

- Hold subordinates/system

accountable – Don’t reward

what’s expected.

- Authority is in organization/system

- Powerful problem solvers

- Immediate/resourceful

- Grounded/hands on

- Quick starters

- Authority is in the moment

Pitfalls SJ

SP

- Nit pickers

- Rigid

- Do the wrong thing

- Only critical of wrong

- Only critical of wrong

- See the negative, not the positive

- Upward accountability – “The

boss or the system made me do

it”

- Can create problems when none

to solve

- Low interest beyond practical

- Get bored easily

- Low follow through

- Vague definition of authority

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Model of the Four Preferences

Introvert

Extravert

Preference

Perception

Judgement

Sensing

Intuition

Thinking

Feeling

Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby granted to

reproduce this workshop use. Duplication for any other use, including resale, is a violation of the copyright law.

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Allyson Aragon-Fenton

Office: (303)244-3201

Home: (303)651-9566

Cell: (303)818-3312

[email protected]

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