1. MYERS-BRIGGS TYPES PERCEIVING PROCESS JUDGEMENT PROCESS Extraversion
You prefer to focus on the world of people and things
Introversion
You prefer to focus on your inner world of ideas and impressions
PERCEIVING
PROCESS
Sensing
You tend to focus on the present and on concrete information gained from your senses
iNtuition
You tend to focus on the future, with a view towards patterns and possibilities
JUDGEMENT
PROCESS
Thinking
You tend to base your decisions on logic and on objective analysis of cause and effect
Feeling
You tend to base your decisions primarily on values and on your own subjective evaluation or feeling of what is right and on the impact of the decisions on other people
Judging
You like a planned and organised approach to life and prefer to have things settled
Perceiving
You like a flexible and spontaneous approach to life and prefer to keep your options open

2. MYERS-BRIGGS HIERARCHY
DOMINANT
AUXILIARY
TERTIARY
INFERIOR
CONSCIOUS
UNCONSCIOUS

3. THE DIRECTION OF THE DOMINANT
If Extraverted
Most
conscious
World of
People
and
Things
DOMINANT
Inner World of
Ideas
and
Impressions
AUXILIARY
TERTIARY
INFERIOR
Least conscious of

4. THE DIRECTION OF THE DOMINANT
If Extraverted
EXAMPLE
E NTJ
Most
conscious
World of
People
and
Things
THINKING
Inner World of
Ideas
and
Impressions
INTUITION
SENSING
FEELING
Least conscious of

5. THE DIRECTION OF THE DOMINANT
If Extraverted
EXAMPLE
E NTP
Most
conscious
World of
People
and
Things
INTUITION
Inner World of
Ideas
and
Impressions
THINKING
FEELING
SENSING
Least conscious of

6. THE DIRECTION OF THE DOMINANT
If Introverted
World of
People
and
Things
DOMINANT
Inner World of
Ideas
and
Impressions
Most
conscious
AUXILIARY
TERTIARY
Least
conscious of
INFERIOR

7. THE DIRECTION OF THE DOMINANT
If Introverted
EXAMPLE
I NTJ
World of
People
and
Things
DOMINANT
INTUITION
Inner World of
Ideas
and
Impressions
Most
conscious
THINKING
FEELING
Least
conscious of
SENSING

8. THE DIRECTION OF THE DOMINANT
If Introverted
EXAMPLE
I NTP
World of
People
and
Things
DOMINANT
THINKING
Inner World of
Ideas
and
Impressions
Most
conscious
INTUITION
SENSING
Least
conscious of
FEELING

9. THE PROCESS OF MAKING SENSE TO OTHERS
THE IMPACT YOU HAVE
THE ACTION YOU TAKE
THE THOUGHTS YOU HAVE
WHAT YOU THINK/CONCLUDE
PERCEIVING
/JUDGING
TELL
WHAT YOU ARE TRYING TO DO

10. THE PROCESS OF MAKING SENSE TO OTHERS
THE IMPACT YOU HAVE
THE ACTION YOU TAKE
THE THOUGHTS YOU HAVE
WHAT YOU THINK/CONCLUDE
PERCEIVING
/JUDGING
LISTEN
WHAT YOU ARE TRYING TO DO

11. THE SIXTEEN TYPES

12. PREFERENCES IN THE POPULATION

13. EXTRAVERTS at WORK like variety and action
often good at greeting people
sometimes impatient with long/slow tasks
interested in how others do their jobs
enjoy talking on the phone
like to have people around
may act quickly, sometimes without thinking
may prefer talking to writing
like learning by talking it through

14. INTROVERTS at WORK like quiet for concentration
have trouble remembering names and faces
can work on same project for a long time without interruption
interested in the idea behind the job
dislike telephone interruptions
think before they act - sometimes without acting
work alone contentedly
may prefer writing to talking
may prefer to learn through reading rather than talking or experiencing

15. SENSING TYPES at WORK aware of the uniqueness of each event
focus on what works now
like an established way of doing things
enjoy applying what they have learned
work steadily, realistic about how long things take
reach conclusions step by step
not often inspired - may distrust inspiration when it happens
careful about the facts
may be good at precise work
can oversimplify a task
accept and work with reality

16. INTUITIVE TYPES at WORK
aware of new challenges and possibilities
focus on how things could be improved
dislike doing the same thing repeatedly
enjoy learning new skills
work in bursts of energy powered by enthusiasm, with slack periods in between
may leap to conclusions quickly
follow their inspirations and hunches
may get facts a bit wrong
dislike taking time for precision
can over complexify a task
ask why things are as they are

17. THINKING TYPES at WORK good at putting things in logical order
respond more to people's ideas than to their feelings
expect or predict logical outcomes
need to be treated fairly
tend to be firm and tough-minded
able to reprimand or fire people when necessary
may hurt people's feelings without noticing it
talent for analysing a problem or situation

18. FEELING TYPES at WORK like harmony and try to make it happen
respond to people's values as much as to their ideas
can see how choices affect people
need occasional praise
tend to be sympathetic
dislike telling people unpleasant things
enjoy pleasing people
interested in the person behind the job or idea

19. JUDGING TYPES at WORK work best if they can plan - and follow the plan
like to get things settled and finished
may decide things too quickly
may dislike to interrupt their tasks for more urgent ones
tend to be satisfied once they reach a judgement on a thing/situation/person
want only the essentials necessary to begin the task
schedule projects so that each step gets done on time
Use lists as agenda for action

20. PERCEIVING TYPES at WORK
don't mind leaving things open for last minute changes
adapt well to changing situations
may have trouble making decisions - feeling they never have enough information
may start too many projects and have difficulty finishing them
may postpone unpleasant jobs
want to know all about a new job
get a lot done at the last minute under pressure of a deadline

21. PROBLEM SOLVING S (what are the facts?)
N (what are the possibilities?)
T (what’s the logical conclusion?)
F (how does it impact the people?
Is it consistent with our values?)
J (plan and implement)
P (remain open to new information;
be prepared to adapt and change)

22. MANAGING AND WORKING WITH DIFFERENT PREFERENCES
SOME TIPS

23. Communications Useful pointers to use when discussing tasks and trying to influence; explain; understand; present to:
Sensors
Be factual
Document successful applications
Reduce risk factors
Work out details in advance
Show why it makes sense
Intuitives
Give the global scheme
Don't let opportunity pass
Be confident and enthusiastic
Indicate challenges
Point out future benefits
Thinkers
Be logical
State principles involved
Stress competent handling of issue
Be well-organised
List the costs and benefits
Feelers
Mention others involved or affected
Be personable and friendly
Indicate how it is helpful
Tell why it's valuable
Show how it supports personal goals

24. EXTRAVERT managing/working with INTROVERT
draw them out on what they say (there is usually more behind the words)
allow them time to reflect
follow up discussion with a written note
will get a better contribution 1:1 or in a small group

25. INTROVERT managing/working with EXTRAVERT
talk things over to ensure understanding
expand on what you say - don't assume it is obvious
bring in other people
keep things moving and active

26. SENSING managing/working with INTUITION
ask them about the possibilities
get them to problem solve complex problems
ask them about trends and future direction
describe the overview first
indicate what your trying to achieve first
give them relevant detail later
be careful they don’t read more into what you say than you intend

27. INTUITION managing/working with SENSING
be specific, describe the current situation
elaborate on what you say, don’t expect them to spot the implications of what you say
build up the argument from the specifics
ask them to check detail particularly when it is important
get them to resolve problems that require patience and diligence
they mean what they say - not what you think they might mean!

28. THINKING managing/working with FEELING
ask them to forecast how people might react
ask them to conciliate when there is disagreement
ask them about the effects of the task on them - not just whether they understand the task
recognise that their ‘feel’ for what is right is often right even if they can’t justify it logically

29. FEELING managing/working with THINKING
recognise they need options and decisions to be grounded in evidence and logically sound
use them when you need someone to take a firm, intellectually rigorous stand
use them to evaluate and analyse options
try changing their minds by reviewing the evidence not challenging the conclusion

30. JUDGING managing/working with PERCEIVING
point out that although they can cope with less structure, others can’t!
emphasise that good project management needs discipline
ask them to deal with unexpected requests
they usually welcome interruptions - so ask!
accept that they often rely on last minute pressure to get things done
they can get side-tracked and may need to be brought back to task

31. PERCEIVING managing/working with JUDGING
ask them to prepare plans and organise tasks
give them good notice of requests - don’t leave it to the last minute
they look for decisions - make them explicit
they are focused on getting things done
they like to work with structure and organise their time

32. THE SIXTEEN TYPES % Distribution among Professionals judged as particularly Creative by their peers

33. Heavy bold = what is dominant
MYERS-BRIGGS TYPES
Italic = what you see
Heavy bold = what is dominant

34. CHARACTERISTICS OF PARTICULAR COMBINATIONS
STs prefer
proven
methods
SFs like to
help others
NFs
communicate
in creative ways
NTs like to
debate challenging
questions

35. CHARACTERISTICS OF PARTICULAR COMBINATIONS
ISs are careful and attentive to detail
ESs want to see and discuss practical results
INs want to work with ideas and concepts
ENs want to maximise variety

36. CHARACTERISTICS OF PARTICULAR COMBINATIONS
SJs value responsibility and loyalty
SPs value cleverness and timeliness
NFs value inspiration and personal issues
NTs value ingenuity and logic

37. IMPLICATIONS FOR WORK CULTURE
SJs value responsibility and loyalty
STs prefer proven methods
ESs want to see and discuss practical results
ISs want to be careful and attentive to details
SFs like to apply experience to help others
ENs want to maximise variety
INs want to work with ideas and principles
NTs value ingenuity and logic
NTs like to debate challenging questions
NFs value inspirations and want to add value for others