1. Isabel Briggs Myers & Katharine C. Briggs (1940’s) Coming out of Carl Jung’s work (1920’s) MYERS-BRIGGS MBTI® 1959

2. OBJECTIVES

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

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

6. EXTROVERT/INTROVERT(E/I) W HERE DO WE GET ENERGIZED ?  EXTROVERTS: external, outer- directed, energized by people and external events  INTROVERTS: Reflective Inner- directed, reflective, introspective, depleted by people

7. SOURCE OF ENERGY Extroversion (E)  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 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

8. N OT T HIS !!

11. E XTROVERTS -72% I NTROVERTS -18%

13. SENSOR/INTUITOR (S/N) H OW 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

14. 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** 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

15. S ENSOR -76% IN TUITOR -24%

16. S OR N? Y OU C HOOSE

17. THINKING/FEELING (T/F) Y OUR DECISION MAKING STYLE  THINKING: intellectual, deliberate, analytical, exact, logical, impersonal  FEELING: Spontaneous, empathetic, people- oriented

18. MAKING DECISIONS Thinking (T) 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 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

20. T OR F? Y OU C HOOSE

21. F EELERS NEED T HINKERS T HINKERS NEED F EELERS  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

22. JUDGING/PERCEPTION (J/P) H OW 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

23. 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

24. J OR P? Y OU C HOOSE

27. R ANGE OF D ECISION S TYLES ST Sensation/Think NT Intuition/Think SF Sensation/Feel NF Intuition/Feel Focus of Attention FactsPossibilitiesFactsPossibilities Method of Handling Things Impersonal Analysis Personal Warmth Tendency to Become PracticalLogicalSympathetic Enthusiastic Expression of Abilities Technical Skills with facts & objects Theoretical & technical development Practical help, service for people Understand & communicate with people

28. 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?”

29. C OMBINATIONS OF D ECISION M AKING (T/F) AND THE E XTERNAL O RIENTATION (J/P)

30. L EADING /F OLLOWING S TYLES  TJ  TP  FP  FJ  Logical Decision Makers  Adaptable Problem Solvers  Supportive Coaches  Values-Based Decision Makers

31. TJ L OGICAL D ECISION M AKERS  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.

32. TP A DAPTABLE P ROBLEM S OLVERS  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.

33. FP S UPPORTIVE C OACHES  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.

34. FJ V ALUES -B ASED D ECISION M AKERS  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.

35. L EADING /F OLLOWING S TYLES  TJ  TP  FP  FJ  Logical Decision Makers  Adaptable Problem Solvers  Supportive Coaches  Values-Based Decision Makers

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

37. NT R ATIONALS : V ISIONARY, A RCHITECT NNeed power over nature, mastery, self-control VValue concepts, ideas, progress, truth, theory, intelligence. Likes to be thought of as an expert. PPrefer to perpetually learn, to categorize, design, strategize, organize CCore: Must be competent.

38. NF. I DEALIST : C ATALYST, D IPLOMAT NNeed Meaning and significance VValue relationships, ethics, morality, genuineness, cooperation, authenticity PPrefer to advocate, facilitate, give advice, dream CCore: Significance, uniqueness

39. SP. A RTISANS : T ROUBLESHOOTER NNeed freedom to act, ability to make an impact VValue excitement, aesthetics, adventure, variety, performance PPrefer promotion, crises management, adapting to new, participating in games CCore: Freedom, recognition, see the fruit of their labor

40. SJ. G UARDIANS : S TABILIZER, T RADITIONALIST NNeed membership, belonging, responsibility VValue rules, security, conformity, stability PPrefer to provide, protect, supervise, make rules CCore: Being responsible. Take care of all the details. Need to belong to the organization.