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

2. 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

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

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

5. 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

6. 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, Voic , 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
, Written Communication
Narrow interests – more in depth

7. EXTRAVERTS 72%
INTRAVERTS
28%

8. 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

9. 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

10. Sensor 76%
INtuitor
24%

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

12. 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

13. 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

14. 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

15. 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

16. REVIEW DICHOTOMIES – GIVE RESULTS PUT NAMES ON BOARD

17. 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

18. 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

19. 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?

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

21. 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?”

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

23. Leading/Following StylesTJ TP FP FJ
Logical Decision Makers
Adaptable Problem Solvers
Supportive Coaches
Values-Based Decision Makers

24. 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.

25. 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.

26. 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.

27. 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.

28. Leading/Following StylesTJ TP FP FJ
Logical Decision Makers
Adaptable Problem Solvers
Supportive Coaches
Values-Based Decision Makers

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

30. 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.

31. 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

32. 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

33. 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.