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MBTI Introduction
 

MBTI Introduction

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Introduction to MBTI: verify best fit type, group exercises illustrating type differences, application to teams and problem-solving

Introduction to MBTI: verify best fit type, group exercises illustrating type differences, application to teams and problem-solving

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    MBTI Introduction MBTI Introduction Presentation Transcript

    • + Understanding yourself and others using the Myers-Briggs Type Indicator
    • + 2 Roger Patterson  LLB. BCom (New Zealand)  Baker & McKenzie Director of Professional Development  Formerly litigation lawyer with Baker & McKenzie  Five years before that in-house with a construction group  Qualified and Accredited Administrator of the Myers- Briggs Type Indicator Introducing…
    • + 3 Please Tell Us  Your Name  Your job title, office and responsibilities  Any experience with the MBTI Please keep your comments brief
    • + 4 At the end of this workshop you will:  Appreciate differences as expressed in MBTI types  Know your MBTI Type and of the others in the group, and the benefits  Understand the effect of Type on your legal problem solving strategies and teamwork  Identify ways to use our differences constructively Aims & Objectives
    • + 5 Method  To achieve these aims, we need firstly to understand ourselves and how we differ from other people  To help us achieve this objective we will be using the Myers-Briggs Type Indicator (MBTI) and the ideas on which it is based
    • + What Is Psychological Type? Psychological type is a model for explaining how we perceive and make sense of our external and internal experiences.
    • + Why understanding Type can be useful  Common language  Self understanding  Understand differences between people  Work better together 7
    • + The Myers-Briggs Type Indicator  Myers-Briggs Type Indicator (MBTI) is a widely used instrument  More than 60 years of Research and Development  2 million people plus complete the MBTI each year worldwide  Does not measure skill, abilities, attitudes, emotional or mental health  No preference is good or bad, better or worse 8
    • + Session agenda 8.30am – 12.00pm 1. Introduction to Type theory 2. Self-estimate of your MBTI type 3. Verification of your Best Fit MBTI type 4. Exercises illustrating Type dichotomies Coffee Break 4. The Type Problem Solving model 5. Type in Teams 6. Getting to know the Types 9
    • Type dichotomies (pairs of preferences) 10 Where do I prefer to get and focus my attention and “energy”? Extraversion/Introversion (E-I) How do I prefer to take in information? Sensing/iNtuition (S-N) What process do I prefer to use to make a decision? Thinking/Feeling (T-F) How do I prefer to deal with the world around me, my “lifestyle” Judging/Perceiving (J-P)
    • + Type dichotomies  Are innate, like “handedness”  Are accessible to everyone, but usually not with the same level of comfort  Are not the same as skills, abilities or traits, which have magnitude that can be measured  Interact with and are shaped by environmental influences:  family  country  education…and others 11
    • 12 Type dichotomies  According to MBTI Type theory, our preferences do not change – they stay the same over our lifetime.  What changes is how we use our preferences and often the accuracy with which we can measure the clarity of our preferences  The confounding variable – environment! Next: → Self Assessment
    • Direction we focus our attention and energy - Think – Speak – Think - Start the problem-solving process individually - Seek time for quiet concentration - Can appear quiet and reserved (contained) - Keep matters to themselves 13 Extraversion E Outer world vs. Introversion I Inner world - Speak – Think – Speak - Start problem-solving as a group - Like energetic environments - Appear friendly and open (expressive) - Let others know what they are thinking
    • 14
    • + Self assess – which is your preference? 15 Extroversion Introversion E I x
    • How we prefer to gather information - Consider the wider impact of information - Patient with abstract theory - Focus on change/improvement - Easily convinced by the value of innovation - Strategic outlook - End goal, Intuitive leaps and bounds 16 Sensing S Realistic, facts vs Intuitive N Abstract, theories - Like to deal with practical matters in the here and now - Good at focusing on facts, detail - Pragmatic problem solvers - Favour conventional approaches - Need convincing of the value of new techniques - Step by step, build to conclusion
    • 17 17
    • + Self assess – which is your preference? 18 Sensing Intuition S N x
    • The way we make decisions - Decisions with a person- centered and values based process - Fit in with group and seek to maximise group harmony - Accommodating and helpful - Supportive - Won‟t fight every corner - Subjective 19 Thinking T Logical/analytical vs. Feeling F Personal, values - Decisions based on logical and reasoned analysis of the facts - Try to remove sentiment from decisions - Not afraid to be unpopular in pursuit of the truth - Take a critical stance - Value efficiency and accurate analysis to achieve group goals
    • 20
    • + Self assess – which is your preference? 21 Thinking Feeling T F x
    • How do you like to manage your lifestyle? - Joy of process - Seek to experience the world, not organise it - Look at the world and see options that need to be explored - Want to keep taking in information to make the best decision 22 Judging J Organised, planful vs Perceiving P Spontaneous, flexible - Joy of closure - Want the external world to be organised and orderly - Look at the world and see decisions that need to be made - Impatient with the unplanned and unforeseen - Enjoy making decisions and completing tasks
    • 23 23
    • + Self assess – which is your preference? 24 Judging Perceiving J P x
    • 25 16 Broad Personality Types But Type does not put you in a box
    • + 16 Room House 26
    • 27 Self-Estimate – As a result of learning about the 8 preferences and deciding for yourself which you prefer, you have completed a „Self-Estimate‟ of your Type • Write down your Self-Estimate.
    • 28 Levels of confidence True Type (never 100% sure) ‘Best-fit’ (Verified) Type Self-Estimate Type Reported Type (questionnaire)
    • 29 Expectations of MBTI questionnaire – 2/3rd any group will report general agreement with the official MBTI profile – 50% will differ on at least one preference – often where they had a „slight‟ clarity score – If you wish to change your Verified Type, the MBTI distributor will reissue your Profile Report (in PDF format) with your Best Fit (verified) type inserted (let us know and we will arrange)
    • 30 Have I changed Type? – When people report having „changed Type,‟ they are most likely to have had an incorrect administration – the mind set was not done properly, resulting in the reporting of „Work Type‟ or an „Ideal Type‟ – Remember: MBTI scores do not measure strength or development of your preference. - only how clearly you indicated your preference.
    • 31 Verification exercise – Review your type as reported in your Profile Report (in PDF format) (handed out now). – If this is the same as your self hypothesis – see the profile in your Report and decide if it describes (>85%) how you usually think and act. – If they are different, you may revise your Best Fit Type.
    • + Type population distribution 32 16 Types and their frequency (approximate): ISTJ 11-14% ISFJ 12-14% INFJ 3-5% INTJ 3-4% ISTP 6-8% ESTP 5-8% ESTJ 7-11% ISFP 7-8% INFP 3-5% INTP 2-4% © Oxford Psychologists Press ESFP 8-10% ENFP 4-6% ESFJ 11-15% ENTP 3-5% ENTJ 3-6% ENFJ 4-7%
    • + Group exercises 33 33
    • + A deeper understanding of E-I preferences Instructions 1. Get into E and I groups (as directed) 2. In your groups, formulate a question that will give you better insight into the opposite to your preference on this dichotomy (5 minutes) 3. Elect a spokesperson who will ask the question then ask the other group 4. I‟s then tell the E‟s what the E‟s could do to help communication between them in a group or one to one 5. Now E‟s tell the I‟s what the I‟s could do to help communication between them in a group or one to one 34
    • + Common E-I behaviours • Prefer Extraversion  Enthusiastic  Talk more (“Look with their mouths”)  More animated  Think out loud  Talk faster, louder  Are easily distracted  Change subjects quickly  Like to be around people  Prefer centre stage  Act first, think later  Interrupt • Prefer Introversion  Calm, measured  Talk less (“look with their eyes”)  More reserved  Think then talk  Talk slower, more quietly  Able to focus attention  Stay with one subject  Like to spend time alone  Often shun the limelight  More cautious (appear)  Listen 35
    • + S–N exercise: What do you pay attention to? Look at the picture about to be displayed…  What do you see in the picture?  What do you notice?  Write it down  Don‟t confer 36
    • 37 37
    • + Common S-N behaviours • Sensing  Clear, straightforward speech  Sequential thoughts  Literal, facts and examples  Direct and to the point  Include details  Remember the past accurately  Listen to others to the end of the thought • Intuition  Complex speech patterns  Inspirational thoughts, “leap around”  Figurative, analogies and metaphors  Repeat themselves, recap and rephrase  Talk about global issues, big picture  Tend to finish others‟ sentences 38
    • 39
    • + 40 A Dilemma  POV 1: “Anna is in my class. She has a child with leukemia and has had a really hard time this semester. She took the tests several times and she really tried hard, but she still failed them anyway. I want to pass her anyway, not a high grade but passing. She tried really hard, but she just has so much else going on. She seems to be able to talk about the information but can’t produce on paper.”  POV 2: “She has already been given a chance to take the tests several times. There’s no way we can make an exception for her. We have to be up front about it. It’s not fair to the others in the class to pass her. It is certainly unfortunate what she is having to go through, but we can’t make exceptions.”
    • + Common T-F behaviours • Thinking  Act cooler, more distant  May seem (to Fs) blunt, tactless, insensitive  May argue and debate for fun  Tough-minded  Justice is equal treatment for all  Appear business-like  Use names infrequently • Feeling  Act warmer, more friendly  Sensitive to feelings/empathetic  More gentle and diplomatic  Justice is individuals treated in accordance with their situation  Avoid arguments, conflict  Engage in small talk first  Use names frequently  Use lots of value words  May seem (to Ts) to lack assertiveness and have feelings hurt more easily 41
    • + A deeper understanding of the J-P preferences 42 Finish work then play Play while work
    • 43
    • + Common J-P behaviours • Judging  More formal, conventional  Like to take charge, control  Like to make decisions, decide quickly  Are definitive, express strong opinions  Hurry, rapid pace  Like a scheduled environment  Usually well-organised  Timely  Make lists  Can appear too rigid (to Ps)  Comfortable moving toward a fixed solution  Find indecisiveness stressful • Perceiving  More casual and unconventional  Are good at adapting  May put off decisions  Prefer leisurely pace  Initiators of projects  Want communication to be spontaneous  Can appear (to Js) to be disorganised  Comfortable keeping options open  May find premature closure stressful 44
    • + 45 45 Coffee Break (Next: Type Dynamics, Problem solving and Teams)
    • + Things to remember about Type 1. Our True Type i.e. our real preferences, may not be expressed due to socialisation, our role, company culture, education or background, personal style e.g. Americans tend to ESTJ, Japanese are more F, Latin culture more P, 2/3 women are F (changing)), Gen X and Y prefer E and P 2. No right or wrong type 3. No better or worse combination of types in work or relationships 4. Each person, irrespective of type, is unique 5. Everyone uses each of their preferences to some degree 6. Type does not explain everything 46
    • + 47 Type Dynamics: Primary, Secondary, Tertiary and Inferior Extraverted Types Type ESTJ ENTJ ESFJ ENFJ ESTP ENTP ESFP ENFP Primary TE TE FE FE SE NE SE NE Secondary SI NI SI NI TI TI FI FI Introverted Types Type ISTJ INTJ ISFJ INFJ ISTP INTP ISFP INFP Primary SI NI SI NI TI TI FI FI Secondary TE TE FE FE SE NE SE NE Read: TE as Thinking that is extraverted, SE as Sensing that is extraverted, NI as Intuition that is introverted, and so forth.
    • + SENSING INTUITION THINKING FEELING Find the objective judgments. What are the relevant criteria? Seek the subjective judgments. Who are the people and what are their interests? Look for patterns and relationships. What are the central themes? Gather specific information. What are the important details? Z Problem-Solving Model
    • + Applying the Z model: Exercise  On your Individualizing Approaches with Psychological Type Dynamics worksheet:  First row: insert your primary, secondary, tertiary, and inferior functions into the chart.  Second row: write some of the strategies you currently use associated with each function. 49
    • + Lawyer career development  Initially:  J : punctual, organised, planner  S : factual, details, methodical  T : logical, skeptical  I : writing, thoughtful  As becomes more senior:  E : express opinions, network, share, show energy  N : lateral thinking, future, big picture, patterns  F : empathy, caring, insights  P : responsive, adaptive  As a leader:  F : people manager  NT : vision 50
    • + Type in team settings (1) 1. Similar types are quicker to understand each other; Different types slower 2. Groups with high similarity reach quicker decisions but are more error prone because of less views 3. Team members who are opposite on all four preferences have special problems in achieving understanding 51
    • + Type in team settings (2) 4. The sole representative of a preference may be seen as „different‟ and their views discounted 5. Teams that appreciate different types and use accommodating behaviours experience less conflict 6. Leaders and teams that appreciate type diversity are likely to overcome conflict and be more successful than those that fail to recruit, understand and value different type preferences 52
    • +  Exercise: Personal Style Insights 53 53
    • + 54 Personal style insights • 10 minutes to read your reports some more. • Make notes on the Now that you know your MBTI Best-fit type worksheet: • “Any observation is a good observation” • Try to put at least 2 observations for each section • Be as specific as possible about the situation or person as illustration • In groups of 3 or 2, share your observations, insights and “new to try”s
    • +  Exercise: It takes all types 55 55
    • + 56 It takes all types  Read through scenarios 1 and 2.  Discuss in small groups (5 minutes per scenario) and be prepared to report back  Group debrief  Read and discuss scenarios 3 and 4  Group debrief
    • + Points to stress in closing  MBTI is intended to increase self-awareness and understanding of differences. It is not intended to put you or anyone else in a box or label anything “good” or “bad”. Myriad styles succeed.  Paradoxically, awareness of your preferences helps you to understand and access other styles – this is where one can become a truly flexible, fluent professional.  It‟s where strong managing – of yourself and your team – will really start to happen. 57
    • 58 Thank you We hope you have enjoyed your session learning about Type