1. Raquel Romero David Freeman Linda Kirby Nancy Barger
P R E S E N T E D B Y
Raquel Romero
D E V E L O P E D B Y
David Freeman Linda Kirby Nancy Barger
Introduce your self and talk a bit about why you like doing the MBTI etc. You might solicit other people’s opinions and whether they have ever done the MBTI before.

2. MBTI® Used World Wide USA Canada Mexico South America UK Europe
Australia
New Zealand
China
India
Japan
Korea
Malaysia
Singapore
Middle East
South Africa
Kenya
And more!
Most Fortune 100 companies
More than 2 million people worldwide each year
Translated into 30+ languages
Used in 70+ different countries

3. Session Intentions…
Learn some ways to describe and understand yourself and others.
Learn how your “preferences” may affect your behavior, and why others may behave differently from you.
Recognize cues about personality preferences in others, learn how to understand them better and to adapt to their preferences as needed.
Learn about where you already flex your preferences and how awareness of your preferences can contribute to your growth.
Learn how MBTI preferences can influence team decision-making, and how knowledge of those preferences can improve these and other aspects of work.

4. About the MBTI® Instrument
An indicator—not a test
Looks only at normal behavior
Forced-choice questions
No right or wrong answers
Your results are confidential
Ethical use of the instrument

5. The MBTI® Basics Katharine C. Briggs Isabel Briggs Myers
Based on the work of psychologist Carl Jung, who presented his psychological type theory in his book Psychological Types (published 1921).

6. Preferences are Innate
Jung believed that preferences are innate—
“inborn predispositions.”
He also recognized that our innate preferences
interact with and are shaped by environmental
influences:
Family
Country
Education
and many others

7. Preferences Illustrated
Dominant Hand
Hand & Arm Folding
Call out some words that describe the writing of the first signature.
Now, some words to describe the second signature.

8. 4 Opposites or Preferences
Extraversion (E) and Introversion (I) – Ways of gaining and using energy.
Sensing (S) and Intuition (N)– Ways of gathering information and the kind of information we trust.
Thinking (T) and Feeling (F) – Ways of making decisions.
Judging (J) and Perceiving (P) – Styles of relating to the outside world.

9. Extraversion or Introversion
The direction in which we focus our attention and energy

10. Extroversion or Introversion
Attracted to the outer world of people and events
Aware of who and what is around them
Enjoy meeting and talking with new people
Friendly, often verbally skilled, and easy to know
Tend to speak out easily and often at meetings
May not be as aware of what is going on inside themselves
Do their thinking as they speak
Attracted to the inner world of thoughts, feelings, and reflections
Usually very aware of their inner reactions
Prefer to interact with people they know
Often quiet in meetings and seem uninvolved
Often reserved and harder to get to know
May not be as aware of the outer world around them
I usually read down through each listing…
If they need more examples, please see p. 9 in booklet.

11. Exercise Divide into to groups of E’s and I’s
Create a list of questions you would like to ask the opposite group.

12. Extraversion or Introversion
The direction in which we focus our attention and energy

13. Sensing or Intuition
The way we take in information and the kind of information we like and trust

14. Sensing/Intuition See and collect facts and details
Practical and realistic
Start at the beginning and take one step at a time
Specific and literal when speaking, writing, and listening
Live in the present, dealing with the here and now
Prefer reality to fantasy
See patterns, possibilities, connections, and meanings in information
Conceptual and abstract
Start anywhere and may leap over basic steps
Speak and write in general, metaphorical terms
Live in the future—the possibilities
Prefer imagination and ingenuity to reality
If you need more examples, please see p. 9 in booklet.

15. Exercise Divide into to groups of S’s and N’s
Observe the following picture for 10 seconds.

17. S and N
What did you observe? Think about it for a moment to collect your thoughts and then discuss in your groups.

18. People with a Preference for Sensing
Describe what they literally see:
Physical attributes of the picture (color, shapes, people, objects, size)
Then try to make sense out of the shapes— “object sense”
Others can usually agree with the interpretations of the shapes

19. People with a Preference for Intuition
Interpret the picture, seeing possibilities and meanings beyond what the literally see
Often make up a story about the picture
May come up with a big-picture interpretation of the meaning

20. Sensing or Intuition
The way we take in information and the kind of information we like and trust

21. The way we make decisions
Thinking or Feeling
The way we make decisions

22. Thinking/Feeling
Use logic to analyze the problem, assess pros and cons
Focus on the facts and the principles
Good at analyzing a situation
Focus on problems and tasks—not relationships
May not include the impacts on people or people’s emotions in their decision making
Use their personal values to understand the situation
Focus on the values of the group or organization
Good at understanding people and their viewpoints
Concentrate on relationships and harmony
May overlook logical consequences of individual decisions
If you need more examples, please see p. 10 in booklet.

23. Exercise
Divide into to groups of T’s and F’s

24. Exercise
Imagine that you work in the private sector. Your team developed a new interpretative display, and the display won numerous awards. You have been invited to go to a conference being held in Bali to present the team’s new design, and there will be plenty of time to relax and vacation as well. Everyone on the team wants to go. Due to budget constraints, however, only 2 members of your team can go.
Who will go to Bali?

25. Exercise What are the implications and applications of this exercise?
Thinking types often develop objective criteria for determining who should attend
Feeling types often look first to how the decision will impact individuals and the team in making a decision
Which is the best approach?
Give some time to discuss at tables and then debrief…

26. The way we make decisions
Thinking or Feeling
The way we make decisions

27. Judging or Perceiving
Our attitude toward the external world and how we orient ourselves to it

28. Judging/Perceiving Like to make plans and follow them
Like to get things settled & finished
Like environments with structure and clear limits
Enjoy being decisive and organizing others
Handle deadlines and time limits comfortably
Plan ahead to avoid last-minute rushes
Like to respond resourcefully to changing situations
Like to leave things open, gather more information
Like environments that are flexible; dislike rules & limits
May not like making decisions, even when pressed
Tend to think there is plenty of time to do things
Often rush to complete things at the last minute
If you need more examples, please see p. 10 in booklet

29. Exercise
Place yourself on the line to where you think you are in terms of:
You are going on a two-week vacation, so you plan well in advance all of your activities (even your down time) to get the most out of each day
You are going on a two-week vacation, and you can’t wait to have two whole weeks of unscheduled time just to see what happens each day
Write “I work before I play” on one white board, and then “I play before I work on the opposite white board”
Have students line up between the two white boards in a single file line, based upon where they fall on the spectrum between them in terms of their personal preference. Emphasize that this is about “preference”, not what you actually end op doing…
Once they are settled in line, bring two people at opposite end of the line together as a partner team. Have them stand against the wall out of the way (I usually use the wall with windows). Repeat this process until every one has a partner. Have them share their reasoning for why they chose to stand on the line where they did. Debrief the exercise by randomly choosing a few teams and have them report out. Each person reports out for their partner and descries what they heard…
Then back to original seats.

30. Exercise Pair with someone on the opposite end of the spectrum
Interview each other using the following questions:
How do you prefer to accomplish a big project?
How do you feel when you work with someone who has the opposite style?
Help me understand the benefits of your style.

31. Exercise BACK IN THE WORK PLACE...
Judging types may form a poor opinion of Perceiving types.
Perceiving types pay the price for their need to keep options open – high-grade stress at deadline time
Perceiving types may have to look like Judging types to succeed in organizational settings.
Judging types pay a price for their need to organize everything—continuous low-grade stress.

32. Judging or Perceiving
Our attitude toward the external world and how we orient ourselves to it

33. 16 Personality Preference Combinations
This just illustrates the 16 diff types that are generated from MBTI. Make note that none of us are actually “in a box” and that this is an oversimplification….etc.

34. Preference Distribution of the US Base Population
Total:
Male:
Female:
11.6%
ISTJ
16.4%
6.9%
13.8%
ISFJ
8.1%
19.4%
1.5%
INFJ
1.2%
1.6%
2.1%
INTJ
3.3%
0.9%
5.4%
ISTP
8.5%
2.3%
8.8%
ISFP
7.6%
9.9%
4.4%
INFP
4.1%
4.6%
INTP
4.8%
1.7%
4.3%
ESTP
5.6%
3.0%
ESFP
10.1%
ENFP
6.4%
9.7%
3.2%
ENTP
4.0%
2.4%
8.7%
ESTJ
11.2%
6.3%
12.3%
ESFJ
7.5%
16.9%
2.5%
ENFJ
1.8%
ENTJ
2.7%
Make note that the bottom left corner is the type that most often associates with positional leadership in the US culture.
The four corners together are the types most commonly associated with leadership roles in general.

35. MBTI
BREAK

36. Introducing MBTI® Step II™ Results
JEAN M. KUMMEROW | NAOMI L. QUENK

37. MBTI® Step II™ Results
Show the distinctive ways you express your MBTI Step I™ type
Help clarify unclear preferences
Suggest ways to use all parts of your personality
Help you better understand others

38. Relationship Between Step I™ Preferences and Step II™ Facets
Extraversion
Introversion
Initiating
Expressive
Gregarious
Active
Enthusiastic
Receiving
Contained
Intimate
Reflective
Quiet
thinking
feeling
Logical
Reasonable
Questioning
Critical
Tough
Empathetic
Compassionate
Accommodating
Accepting
Tender
Sensing
Intuition
Concrete
Realistic
Practical
Experiential
Traditional
Abstract
Imaginative
Conceptual
Theoretical
Original
Judging
Perceiving
Systematic
Planful
Early Starting
Scheduled
Methodical
Casual
Open-Ended
Pressure-Prompted
Spontaneous
Emergent

39. Receiving In-Preference

40. Initiating In-Preference

41. Receiving Out-of-Preference

42. Initiating Out-of-Preference

43. Initiating–Receiving Midzone

44. Your Results…
Take the next 40 minutes on your own to read through and digest your results
Consider whether the report accurately reflects your preferences
Consider whether the facets help clarify how you express your unique self
Be prepared to debrief when we come back together

45. Group Discussions - communicating
Going around the room, count off 1-8
Form groups according to your numbers
After reviewing page 9, please share with your group the facet that represents your greatest strength in communicating, AND where it might be most beneficial to “enhance” your style, and why. Can you give concrete examples of each? (20 min)

46. Group Discussions – Making Decisions
Stay in the same group
Applying the “Z” principle…
Which questions are most challenging for you to remember and/or value? Can you give a concrete example at work?(10 min)

47. Group Discussions – Managing Change
Find a partner
After reviewing page 11, please share with your partner the facet that represents your greatest strength in managing change, AND where it might be most beneficial to “enhance” your style, and why. Can you give concrete examples of each? (10 min)

48. Group Discussions – Managing Conflict
After reviewing page 12, please share with your partner the facet that represents your greatest strength in managing conflict, AND where it might be most beneficial to “enhance” your style, and why. Can you give concrete examples of each? (10 min)

49. Thank you!