Isabel Briggs Myers & Katharine C. Briggs MYERS-BRIGGS MBTI® Isabel Briggs Myers & Katharine C. Briggs

OBJECTIVES To gain an awareness of your own style To have a general appreciation that people are different and that may call for different approaches

DIMENSIONS OF OPPOSITES EXTROVERT (E) INTROVERT (I) SENSOR (S) INTUITOR (N) THINKING (T) FEELING (F) JUDGING (J) PERCEIVING (P)

EXERCISE ARMS NAME Now, you predict as I describe…..

EXTROVERT/INTROVERT(EI) Where do we get energized? EXTROVERTS: external, outer-directed, energized by people and external events INTROVERTS: Reflective Inner- directed, reflective, introspective, depleted by people

SOURCE OF ENERGY Extroversion (E) Introversion (I) Receive Energy from interacting with people, direct attention outward Sociable & expressive Extend themselves into the environment Put themselves in the foreground* Enjoy working in groups* Given a problem – What do you do? Go to others first Talk things over in order to understand them Work out ideas by talking through** Prefer action over reflection Act and respond quickly Speak-Think-Speak Prefer spoken communication Phone calls, Voicemail, Office Visits Broad interests – into a lot Introversion (I) Receive energy from reflecting, direct attention to inner world Private & contained Defend against external demands/intrusions Stay in the background* Enjoy working alone or w/ one or two others* Given a problem - Want to think before talking to others Think things through to understand them Work out ideas by reflecting** Prefer reflection over action Consider and think deeply Think-Speak-Think Prefer written communication E-mail, Written Communication Narrow interests – more in depth

EXTRAVERTS 72% INTRAVERTS 28%

SENSOR/INTUITOR (SN) How we take in information SENSOR: Uses the five senses, trusts and remembers facts, action-oriented, concrete, the actual INTUITOR: Looks at all the possibilities, considers the whole, conceptual, imaginative, patterns in the data

GATHERING INFORMATION Sensing (S) Want to know what is…Here & Now Prefer the tried & true Trust what has worked in the past Prefer information that is real & tangible* Understand ideas & theories through practical application Like hearing facts and details first* Take in info sequentially (Especially during change) Build carefully & thoroughly to conclusion Need sequential steps to get understand big picture** Give me the facts See problems as needing specific answers Observe and remember specifics - talk specifics Desire predictability Intuition (N) Want to know what could be …Future Possibilities Prefer the new & untried Value imagination and trust inspiration* Take in information in random ordering Focus on patterns and meanings of data Remember specifics when related to patterns Bounce around Big picture first, then other information** Move quickly to conclusion- follow hunches See problems as opportunities to innovate Talk generalities Desire change Imaginative & verbally creative

Sensor 76% INtuitor 24%

THINKING/FEELING (TF) Your decision making style THINKING: intellectual, deliberate, analytical, exact, logical, impersonal FEELING: Spontaneous, empathetic, people-oriented

MAKING DECISIONS Thinking (T) Feeling (F) Seek general truths when making decisions Give objective advice Logical decision making Problems Cause & effect Weigh pros & cons Prefer things to be objective Have an interest in data Data or fact oriented Remain detached when making a decision Energized by critiquing or analyzing Question first May appear “tough-minded” or “fair” Strive to be fair All treated equally Feeling (F) Seek individual and interpersonal harmony when making decisions Give supportive advice Harmonious decision making problems: impact on people put weight on values prefer things to be personal Have an interest in people People-oriented Remain personally involved when making a decision Look for qualities to praise Accept first May appear “tender-hearted” Strive to be compassionate All treated as individuals

Feelers need Thinkers Thinkers need Feelers To analyze To organize To fire To stand firm against opposition To hold to policy To persuade To conciliate To forecast how others will feel To teach To sell

JUDGING/PERCEPTION (JP) How we deal with the outside JUDGING: Prefers DM, desires closure, likes deadlines, outcome oriented, neat, planned, orderly PERCEIVING: Prefers data collecting, adaptable, open, fluid, process oriented, resist making a decision, flexible

LIFESTYLE - ORGANIZING LIFE Judging (J) Make short & long-term plans Scheduled, organized lives See routines as effective Systematic & methodical Systematic communication Like to have things decided – avoid last minute stressors Quickly commit to plans & decisions Like to come to closure and act on decisions Finish tasks before the deadline Want things to be settled & structured Stressor: indecisiveness Perceiving (P) Flexible, casual lives See routines as limiting Like to adapt & change course Like things loose – feel energized by last minutes stressors Reserve the rights to change plans & decisions Like to remain open and adapt to new information Finish tasks at the deadline Want things to be flexible & open Spontaneous communication Stressor: “premature” closer Open-minded

REVIEW DICHOTOMIES – GIVE RESULTS PUT NAMES ON BOARD

Range of Decision Styles Sensation/Think NT Intuition/Think SF Sensation/Feel NF Intuition/Feel Focus of Attention Facts Possibilities Method of Handling Things Impersonal Analysis Personal Warmth Tendency to Become Practical Logical Sympathetic Enthusiastic Expression of Abilities Technical Skills with facts & objects Theoretical & technical development Practical help, service for people Understand & communicate with people

EXERCISE – E vs. I DREAM ROOM GROUP EXERCISE EXERCISE – S vs. N DESCRIBE THUNDERSTORM INDIVIDUAL EXERCISE EXERCISE – T vs. F LAYOFFS EXERCISE – J vs. P PLAN YOUR VACATION

WHAT IS A TEAM? WHAT DO TEAMS DO? 2 OR MORE …same goal WORK GROUPS – SPORTS TEAM - MEMBERS WITH SPECIFIC ROLES WHAT DO TEAMS DO?

WHAT IS GOOD ABOUT WORKING ON A TEAM? WHAT IS HARD ABOUT WORKING ON A TEAM? SUMMARIZE WITH ISSUES TEAM FACE:

SUMMARY EXERCISE Mix groups and have them answer following question: “How would you (or your business organization) use knowledge from a tool like the MBTI in teams?”

Combinations of Decision Making (T or F) and the External Orientation (J or P)

Leading/Following Styles TJ TP FP FJ Logical Decision Makers Adaptable Problem Solvers Supportive Coaches Values-Based Decision Makers

TJ Logical Decision Makers Analytical Decisive leader. Make decisions based on principles and systems, overall impact and rational assessment of outcomes. Can be tough-minded in implementing decisions. Effective implementers of policies IF they respect the leader.

TP Adaptable Problem Solvers Lead by example. Value and display technical expertise, create consistent, orderly frameworks for working. Objective, skeptical, curious. Will change course as new info comes in. Effective problem solver IF interested.

FP Supportive Coaches Warm, flexible, encouraging leaders. Support individual work styles and like to involve others in decisions. Prefer collegial relationships, shared rewards, consensus in decisions. Energetic followers IF treated with respect.

FJ Values-Based Decision Makers Warm, decisive leaders. Make decisions based on their personal vales and empathy with others. Strive for harmony, consensus, supportive environment. Are expressive and often inspiring. Loyal followers IF the leader honors their values.

Leading/Following Styles TJ TP FP FJ Logical Decision Makers Adaptable Problem Solvers Supportive Coaches Values-Based Decision Makers

NT. Rationals. Visionary, Architect NF. Idealist.. Catalyst, Diplomat SP. Artisans. Troubleshooter SJ. Guardians. Stabilizer, Traditionalist

NT Rationals: Visionary, Architect Need power over nature, mastery, self-control Value concepts, ideas, progress, truth, theory, intelligence. Likes to be thought of as an expert. Prefer to perpetually learn, to categorize, design, strategize, organize Core: Must be competent.

NF. Idealist: Catalyst, Diplomat Need Meaning and significance Value relationships, ethics, morality, genuineness, cooperation, authenticity Prefer to advocate, facilitate, give advice, dream Core: Significance, uniqueness

SP. Artisans: Troubleshooter Need freedom to act, ability to make an impact Value excitement, aesthetics, adventure, variety, performance Prefer promotion, crises management, adapting to new, participating in games Core: Freedom, recognition, see the fruit of their labor

SJ. Guardians: Stabilizer, Traditionalist Need membership, belonging, responsibility Value rules, security, conformity, stability Prefer to provide, protect, supervise, make rules Core: Being responsible. Take care of all the details. Need to belong to the organization.