MBTI Temperments

1,218 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,218
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
91
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

MBTI Temperments

  1. 2. BEHAVIORS Frequently noticed by others; Taken for granted by self. ABILITIES Observable by others; sometimes unknown to self VALUES Often consciously known to self & sometimes inferred by others CORE NEEDS Often invisible to self & others KNOWN TO OTHERS UNKNOWN TO OTHERS CORE NEEDS : Targeting the core needs of an individual provides keys to motivation, increased productivity and personal satisfaction. When a person’s core needs are not met, the person often reports dissatisfaction or severe stress. VALUES : Indicates what one considers worthwhile. They tell us what is likely to draw an individual’s attention and capture their energy. Values indicate those things which are of vital importance in getting core needs met. ABILITIES : Evidenced in a cluster of favored roles and skills. No one person is likely to be expert in all abilities stated in the abilities circle. Propensity, opportunity and practice vary among individuals. When the environment provides a person with opportunities to engage in one’s favorite roles and skills, the person is energized and experiences high self-esteem. BEHAVIORS : This presents a cluster of behaviors frequently engaged in by persons of this temperment. Again, no one person is likely to manifest all behaviors listed, but a person of this temperament will be likely to show most of them. KNOWN TO SELF KNOWN TO OTHERS
  2. 3. Keirseyan Temperaments IDEALIST - NF BEHAVIORS Relationship Centered Creating Harmony Spiritual Warm- Hearted Involved Praising Impressionistic Future Orientation Global Language Metaphors Credulous Imagining Emphatic Inspiring ABILITIES - Roles Mentor or Foreseer Catalyst Diplomacy Interpretation Integrative Thinker Advocate or Proponent Romantic Idealist Facilitate Reveal Counsel ABILITIES - Skills VALUES Personal Relationships Unity Cooperative Interaction Ethics & Morality Authenticity Idealized & Meaningful Words Self-Actualization NEEDS Meaning & Significance Unique Identity
  3. 4. Words that fit Rational <ul><li>Justice </li></ul><ul><li>Concentrating </li></ul><ul><li>Hair-splitting </li></ul><ul><li>Self-organizing </li></ul><ul><li>Seek ultimate truth </li></ul><ul><li>Hate redundancy </li></ul><ul><li>Unimpressed with titles </li></ul><ul><li>Escalate own standards </li></ul><ul><li>Nothing is ever perfect enough </li></ul><ul><li>Work at “play” and live in work </li></ul>
  4. 5. Temperaments iNtuitive Feeling Empathic Relationships Human Potential Meaning & Significance Becoming One’s True Self Ethics Catalyst Unity Imagine Authenticity Integrity Growth IDEALIST – (NF) Sensing Judging Duty Useful Service Security Conserve Stabilizer Membership Preservation Responsibility Roles Tradition GUARDIANS – (SJ) iNtuitive Thinking Knowledge Understanding Insight Competence Concepts Ideas Strategy Logic Design Categorize Why? RATIONAL – (NT) Sensing Perceiving Now! Impulse Aesthetics Action Variation Impact Skillful Performance Spontaneity What’s next? Tactics Troubleshoot ARTISAN – (SP)
  5. 6. Communication Clues Talk About IDEALISTS Relationships Ideals Making the world a better place Meaning of life Significance of events The future GUARDIANS Duties What they have done A concern or worry Operating procedures Real events The past RATIONALS Ideas/Theories Strategies Possibilities How things or systems work Rationales, laws, principles Things outside of a time frame ARTISANS Actions/Activities Tools Luck, chance, odds How things work Risk/Excitement What’s happening now or in the near future
  6. 7. ASSETS Find organization easy Are grounded in what is real Provide realistic time frames LIABILITIES May be rigid about schedules May dislike waiting for others May find it hard to relax Temperament and Time GUARDIAN- SJ’s ISTJ, ISFJ, ESTJ, ESFJ
  7. 8. Communication through the Temperament Lens NF IS IT GOOD FOR PEOPLE? NT WHAT ARE THE LONG RANGE CONSEQUENCES? SJ IS IT ECONOMICAL & CUSTOMARY? SP WILL IT WORK?
  8. 9. <ul><li>Data contained in this presentation is revised from the works of: </li></ul><ul><li>Linda V. Berens, Ph.D. & Alice M. Fairhurst, M.S. and The Teacher Center © 1993 </li></ul><ul><li>Linda V. Berens, Ph.D. & Alice M. Fairhurst, M.S. © 1992 </li></ul><ul><li>Temperament Research Institute © 1992 </li></ul><ul><li>Temperament and Type Dynamics – The Facilitator’s Guide © 1995 Temperament Research Institute </li></ul><ul><li>Please Understand Me © 1978 ( Prometheus Nemesis Book Company) David Keirsey and Marily Bates </li></ul><ul><li>Using the Myers-Briggs Type Indicator for Organizations © 1985 Sandra Hirsh </li></ul>Cited Works

×