COMM 470 Agenda - Week 10 MBTI Profiles LC2 – Due in 2 Weeks (April 25) LC2 – on MBTI Listening Exercise for Week 11 ITE 9

MBTI Profiles Basic Intro to Understanding Your MBTI Profile Preferences on the Four Functions Please Read Your 3-4 page “Profile” (Now) Examine the Chart of the 16 Types (Now) By Next Week – Your “Temperament” Profile

In-Class Team Exercise # 9a Discuss: How did you do with CHARTING Your Interactions this week? Count how many times; share 2 examples Was it easy? Difficult? Deliverable - Summarize in a table how many conversations you each had where you: 1) charted that same day 2) charted before class today, but not the same day 3) didn’t chart at all 4) ADDED: estimate your TOTAL # of conversations last week How did you do on “Speaking into the Listening of Others” this week? Share an example if you have one...

Conversation “Timeframes” Pair Up: Pick an A and a B (A has a longer last name) A talk to B for 1-2 minutes about the difference between his/her conversations based in past events vs. conversations based in the present, future B’s job is to occasionally reflect As ideas back to A and let A lead the discussion Reverse Roles Now as a team – What are the fundamental differences between “past” vs. “present”/”future” conversations? Deliverable: List the 2-3 most important differences the team discussed

Conversation “ Topics” Pair Up: Pick a different A and a B (A has a longer first name) A talk to B for 1-2 minutes about the difference between his/her conversations – when talking about himself/herself or the other interactant vs. talking about other people who were not present B’s job is to occasionally reflect As ideas back to A and let A lead the discussion Reverse Roles Now as a team – What are the basic differences between talk about ‘people there’ vs. ‘people not there’? Deliverable: List the 2-3 most important differences the team discussed

The Cast Carl G. JungINTP Katherine BriggsINFJ Isabel Briggs MyersINFP © Otto Kroeger Associates 2005

“Much seemingly chance variation in human behavior is not due to chance; it is in fact the logical result of a few basic, observable preferences.” C. G. Jung © Otto Kroeger Associates 2005

A tool designed to implement the theories of C. G. Jung, a Swiss psychiatrist, who developed one of the most comprehensive theories explaining human personality. An instrument popularized by Katherine Briggs and Isabel Briggs Myers to make C. G. Jung’s theory of personality types practical and useful in people’s lives. Currently it is the most widely utilized personality preference instrument in the world. A tool that reflects an individual’s preferences, does not measure abilities, likelihood of success, intelligence, skills, maturity or mental health. An extremely useful and practical tool for achieving an understanding of oneself and the differences of others. MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc., Palo Alto, CA © Otto Kroeger Associates 2005 What is the Myers Briggs Type Indicator (MBTI ® )?

The MBTI offers individuals an affirmative way to look at themselves and to evaluate strengths and needed areas for development. The MBTI helps individuals to understand personality differences in others and to use them constructively. The MBTI can offer individuals a way to build communication patterns that will meet their needs as well as the needs of others, helping them to achieve a higher level of influence. The MBTI helps people value their strengths and become aware of the strengths of other types. Isabel Briggs Myers said there are 16 paths to excellence. Finding a rewarding pathway leads to motivated behavior. The MBTI supports our learning about how to be more effective leaders, managers, teachers, learners, team members and partners. MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc., Palo Alto, CA © Otto Kroeger Associates 2005 Individual Benefits of the MBTI ®

The MBTI helps people become aware of their differences and can reduce conflict through appreciation of differences. The MBTI supports decision making and problem solving processes. The MBTI facilitates team building by identifying strengths, weaknesses and blind spots for organizational units and helps in establishing effective ad hoc teams. The MBTI builds understanding regarding an organization’s norms and cultures. The MBTI acts as a lens through which to diagnose organizational issues and to organize people and processes to develop strategies and solutions. MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc., Palo Alto, CA © Otto Kroeger Associates 2005 Organizational Benefits of the MBTI ®

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 2005 Functions of the Personality

© Otto Kroeger Associates 2005 ENERGY FLOW E S T JP F N I A T T I T U D E THE FOUR FUNCTIONS DATA GATHERING PERCEIVING FUNCTION DECISION MAKING JUDGING FUNCTION A T T I T U D E ORIENTATION TO THE OUTER WORLD

S ensing i N tuition FACTS DETAILS LITERAL PRESENT ORIENTED DATA THROUGH 5 SENSES THEORETICAL ABSTRACT FIGURATIVE FUTURE ORIENTED DATA THROUGH 6TH SENSE © Otto Kroeger Associates 2005 Perceiving Function

Sensors (S) vs. iNtuitives (N) Present Focus Facts Specifics Perspiration Details Literal Concrete 5 Senses Future Focus Possibilities Generalizations Inspiration Patterns Figurative Symbolic 6 th Sense © Otto Kroeger Associates 2005 Good S/N Words

© Otto Kroeger Associates 2005 PERCEIVING FUNCTION S N OBJECTIVE ANALYTICAL NON-PERSONAL CLARITY JUST SUBJECTIVE EXPERIENTIAL INTERPERSONAL HARMONY MERCIFUL T hinking F eeling Judging Function

Thinkers (T) vs. Feelers (F) Objective Cause-Effect Logic Clarity Analytical Problem 1 st People 2 nd Critique Justice Subjective Person-Centered Values Harmony Circumstantial People 1 st Problem 2 nd Appreciate Mercy © Otto Kroeger Associates 2005 Good T/F Words

OUTWARD FOCUS — People — Things — Activity SPEAKS TO THINK DISCLOSES FREELY INWARD FOCUS — Thought — Ideas — Contemplation THINKS TO SPEAK DISCLOSES CAUTIOUSLY E xtraversion I ntroversion PERCEIVING FUNCTION JUDGING FUNCTION S N F T © Otto Kroeger Associates 2005 Energy Source

Extraverts (E) vs. Introverts (I) Externally Directed - People - Places - Things Active Gregarious Breadth Expressive Publicly Disclosing Speak-to-think Internally Directed - Ideas - Thoughts - Concepts Reflective Reserved Depth Contained Publicly Guarded Think-to-speak © Otto Kroeger Associates 2005 Good E/I Words

J udging P erceiving DECISIVE STRUCTURED PLANNED SEEKS CLOSURE MAKE LISTS & USES THEM OPEN-MINDED FLEXIBLE SPONTANEOUS SEEKS OPTIONS MAKES LISTS & LOSES THEM PERCEIVING FUNCTION S N JUDGING FUNCTION FT IE Which Do You Use In the Outer World? ENERGY SOURCE Outer World Orientation © Otto Kroeger Associates 2005

Judgers (J) vs. Perceivers (P) Closure Structured Planned Decisive Scheduled Control Directive Options Open-ended Go-with-the-flow Tentative Flexible Adapt Facilitative © Otto Kroeger Associates 2005 Good J/P Words

© Otto Kroeger Associates 2005 Your four-letter type represents a preference from each of the above four dichotomies. Here are the sixteen possible combinations: Extraversion Introversion Sensing iNtuition Thinking Feeling Judging Perceiving ISTJISFJINFJINTJ ISTPISFPINFPINTP ESTPESFPENFPENTP ESTJESFJENFJENTJ E N E R G Y S O U R C E P E R C E I V I N G F U N C T I O N J U D G I N G F U N C T I O N L I F E S T Y L E O R I E N T A T I O N

© Otto Kroeger Associates TYPESTEMPERAMENTQUESTSTYLEACHILLES HEEL ENFJ INFJ ENFP INFP NF IdentityCatalystGuilt ENTJ INTJ ENTP INTP NT CompetencyVisionaryIncompetence ESTJ ISTJ ESFJ ISFJ SJ Belonging to Meaningful Institutions Stabilizer or Traditionalist Disarray or Disorganization ESTP ISTP ESFP ISFP SP Action Trouble Shooter or Negotiator Routine or Inactivity David Keirsey’s 2 letter Temperament combinations (NF, NT, SJ, SP) give the widest behavioral prediction with the highest accuracy. The Temperaments: A Summary

© Otto Kroeger Associates 2005 Temperament PATHWAYS Powerful people motivators Empathic Aware of others’ feelings Powerful persuaders Authority in the person(s) PITFALLS Powerful conceptualizers System planners Competent and consistent Firm minded and fair Authority in being competent 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 Carry/rescue everybody Guilt ridden Avoid conflict, “bullet biting” Grudge carriers Flounder when person(s) fails Mental gymnastics/game players Can miss immediate Complex and theoretical – cannot give a simple answer Impersonal and aloof They determine and define “competency” Nit pickers Rigid Do the wrong thing 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 NFNF NTNT SJSJ SPSP

1. Life tends to support our preferences, making us even more distrustful of our non-preferences. 2. Your strength maximized becomes a liability. 3. TypeWatching is only a theory; it takes real life to validate it. 4. TypeWatching is only an explanation; never an excuse. 5. The whole is greater than the sum of its parts. 6. TypeWatching is only one lens through which to view human personality. 7. To be effective, TypeWatching must begin with yourself before you can apply it to others. 8. TypeWatching is easier said (or thought about) than done. 9. Don't blame everything on your opposite type. 10. TypeWatching can't solve everything. © Otto Kroeger Associates 2005 The Ten Commandments of TypeWatching