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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
MBTI en entreprise 2003 -  2011
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MBTI en entreprise 2003 - 2011

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  • 1. Facilitator Guide Presentation Page 1MYERS-BRIGGS INDICATEUR de TEMPERAMENT Idealist Choleric Rational Phlegmatic Guardian Melancholic INTERACTION STYLES Artisan Sanguine 1 Idealists Rationals Guardians Artisans 2
  • 2. Facilitator GuidePresentation Page 2 3 4
  • 3. Facilitator GuidePresentation Page 3 5 6
  • 4. Facilitator GuidePresentation Page 4 7 8
  • 5. Facilitator GuidePresentation Page 5 9 10
  • 6. Facilitator GuidePresentation Page 6 11 12
  • 7. Facilitator GuidePresentation Page 7 13 14
  • 8. Facilitator GuidePresentation Page 8 15 16
  • 9. Facilitator GuidePresentation Page 9 17 18
  • 10. Facilitator Guide Presentation Page 10 When communicating with Extraverts• Acknowledge you are listening and use cues to show you are preparing a response• Provide immediate feedback and verbal acknowledgement• Express overt interest and enthusiasm: lean forward, nod, smile, and maintain eye contact• If needed, ask for time to think about something, then set a time to communicate;• Anticipate others will want feedback and be prepared to share more information sooner• Focus on discussing topics you know well or have had a chance to consider• Seek networking opportuinities; find someone to help you make links and contacts• Take initiative to introduce yourself or start a conversation• Deal with conflict and be willing to confront issues when they occur• Remeber others often think out loud, so don’t assume words are well thought out 19 When communicating with introverts• Think before speaking or let others know you are thinking out loud• Respect need for privacy, build trust, and be sure to respect confidentiality• Choose a time and place to communicate with a minimum of distraction• Speak slowly and calmly (without being condescending)• Pause and wait for a response; don’t jump in to fill silence, especially with small talk• Don’t come across as imposing or demanding of an immediate response• Provide information ahead of time and allow time and space for processing• Focus on one topic, stay on topic, and avoid making immediate decisions• Summarize and share your final thoughts and direction. 20
  • 11. Facilitator GuidePresentation Page 11 21 22
  • 12. Facilitator GuidePresentation Page 12 23 24
  • 13. Facilitator GuidePresentation Page 13 25 26
  • 14. Facilitator GuidePresentation Page 14 27 28
  • 15. Facilitator Guide Presentation Page 15 Sensing Types in communication « Just the facts please »Communication Strengths:• Are anchored in current realities and common sense• Are practical and realiste• Are observant and attend to details• Retain and learn well from experience• Immediately apply what is communicated 29 Communication approach with Sensing types• Seek facts, details, and concrete examples• Link information to immediate applications• Want specific plans and procedures• Like step-by-step explanations• Relate information to what has happened in the past of is happening now• Prefer practical, plain language to symbols, metaphors, theory or abstraction• Focus on the here and now• Don’t trust long-term, strategic communications• Trust what has already been tried and proven to be true• Are comfortable with familiarity and practicality 30
  • 16. Facilitator Guide Presentation Page 16 When communicating with sensing types:• Be practical and find ways to bring ideas down to earth• Provide information on specific realities, details, and immediate applications• Provide concrete examples to prove your ideas work; share facts and observations• Present information sequentially rather than changing topics and exploring links• Show a plan and process for change rather than only a concept• Listen carefully to the facts and link new ideas to current realities• Remember others may not seek change• Assess what is working well as well as what needs to be changed• Avoid extensive use of metaphors, analogies, and other abstract communications• Use words that relate to sensory and real-life images 31 Intuitive types in communication « I can see it all now »Communication strengths:• Are open to possibilities• Anticipate and create change• Are future orientated; see trends• Link and integrate information• Generate ideas 32
  • 17. Facilitator Guide Presentation Page 17 Intuitive communication approach• Want to know implications and relationships, not just facts• Become bored or impatient with details• Like to brainstrom or play with ideas and imagine what could be• Focus on the future and long-term aspects and impacts• See patterns and understand the big picture• Are stimulated by possibilities; seek t create, grasp, and share new ideas• Use metaphors, analogies, and other forms fo symbolic language• In conversations, may jump across topics exploring links• Trust and are eager to apply theories, models and frameworks• Don’t like to be hampered by barriers or limits 33 When communicating with intuitive types• Consider possibilities that may initially seem far fetched• Provide an overview or thumbnail sketch first• Suspend realities when necessary to brainstorm and generate ideas• Don’t get bogged down in facts and details• Share main points, then add some detail as necessary• Stretch toward taking a longer-term, future focus• Show future possibilities of your ideas• Trust what works and be open to changing what doesn’t work• Let others share their ideas and dreams• Provide a reality check without discarding ideas; help intuitive types link ideas to reality 34
  • 18. Facilitator GuidePresentation Page 18 35 36
  • 19. Facilitator GuidePresentation Page 19 37 38
  • 20. Facilitator Guide Presentation Page 20 39 Thinking types in communication « Is it logical ? »Communication strengths:• Calm, reasonable, and under control• Provide honest and frank feedback• Analyze, evaluate and critique• Objective and principled• Clear thinking process using defined criteria 40
  • 21. Facilitator Guide Presentation Page 21 Communication approach Thinking Types• Use logic and analysis to spot flaws or weaknesses• Need to know « why »?• Prefer information that is presented objectively as a matter of fact• Debate or challenge information• List and consider pros and cons• Create or use clearly defined criteria• Trust competence and expertise• Like completion and want to win• Use precise and concise language• Task and goal focused 41 When communicating with thinking types• Be calm and objective and demonstrate your competence• Offer honest and frank feedback as well as positive comments• Detach from situations and view them logically and objectively• Support your opinions with logical reasoning and clear thinking• Avoid becoming overly emotional or passionate when discussing issues• Be logical, reasonable, clear, concise• Focus on tasks and objectives as well as on individuals involved in the situation• Don’t feel threatened or attacked when others like to compete, debate or challenge• Show cause-and-effect relationships and pros and cons• Accept critical feedback without personalizing it. 42
  • 22. Facilitator Guide Presentation Page 22 Feeling types in communication « Will anyone be hurt ? »Communication strengths• Able to empathize and develop rapport• Often can see and appreciate others’ perpectives• Supportive, nurturing, and interested in others• Enjoy cooperating and collaborating• Connect with others and create a harmonious environment 43 Communication approach Feeling types• Focus on situational and subjective beliefs and values• See strengths and positive attributes• Enjoy encouragement and positive feedback• Share personal situations, case histories, stories and examples• Want to get to know someone personally• Like making linds to and connections with others• Like collaboration and want to cooperate• Warm, supportive, expressive and harmony• Interested in people and their needs 44
  • 23. Facilitator Guide Presentation Page 23 When communicating with feeling types• Avoid critiquing and evaluationg when you are listening• Focus on people in the situation; find out what is valued and important• Consider the needs of others for harmony and a positive atmosphere• Be friendly and approachable and offer encouragement and support• Know when to provide feedback gently and critique behaviours not people• Include personal needs as criteria in decision making; show people impacts• Connect first, then challenge later, find areas of agreement• Be careful to acknowledge and not analyze others’ feelings and values• Remember some people dislike competition; focus on creating win-win situations 45 46
  • 24. Facilitator GuidePresentation Page 24 47 48
  • 25. Facilitator GuidePresentation Page 25 49 50
  • 26. Facilitator Guide Presentation Page 26 51Perceiving types in communication « Let’s wait and see »Communication strengths:• Are flexible and adaptable• Respond to the situation as needed• Are open to new information• Generate and consider a wide range of options• Take an easygoing approach to change 52
  • 27. Facilitator Guide Presentation Page 27 Communication approach Perceiving types• Seek new information and explore options• Include lots of data and ideas in the decision making process• Have a flexible, spontaneous, and unstructured communication style• Are open to respond to unexpected requests or opportunities• Can postpone decisions or make tentative decisions that can change• Seek input form others exactly when they need it• Feel boxed in if immediate decisions are requested• Ask questions and provide options• Prefer open-ended discussions and language to conclusive statements• See opportunity in interruptions and diversions 53 When communicating with percieving types• Allow opportunities to explore before deciding• Expect and schedule in discussion time and plan for changes in your schedule• Establish mutual deadlines rather than direct others• Avoid making decisions too quickly; seek more information before deciding• Check to ensure you are not making conclusions when speaking• Describe situations rather than evaluate them• COnsider multiple options and ask more questions to gather information• Be open to changing and dynamic information and situations• Be willing to take intial steps without making a complete plan• Be open to accommodating enexpected communication opportunities 54
  • 28. Facilitator Guide Presentation Page 28 Judging types in communication « Just do something »Communication strengths:• Are decisive• Share decisions, then move ahead• Are well organised and efficient communicators• Are task and goal focused• Provide clear expectations and timelines 55 Communication approach judging types• Reach conclusions quickly, make decisions, and provide closure• Establish clear expectations, timelines, and objectives• Are punctual and expect others to be on time• Communicate well-defined assignments and consequences• Like organised and efficient communications• Prefer structured and scheduled interactions• Are uncomfortable with open-ended, free-flowing discussions• Like to have information ahead to time, especially if it is needed to complete tasks• Expect and receive input from others withing scheduled timelines 56
  • 29. Facilitator Guide Presentation Page 29When communicating with judging types• Avoid sharing too many options by focusing on what is most important• Negotiate specific timelines and deadlines and consistently deliver projects on time• Avoid seeking immediate input on changes to established plan• Narrow and focus your options before sharing them• Know when to stop exploring and start making decisions• Create and share timelines so others know when your part of the project will be completed• When sharing information or assigning tasks, provide structure and clear expectations• Avoid adding unexpected tasks or options to a project, especially at the last minute. 57 58
  • 30. Facilitator GuidePresentation Page 30 59 60
  • 31. Facilitator GuidePresentation Page 31 61 62
  • 32. Facilitator Guide Presentation Page 32 Type T F F T INFJ INTJ JI ISTJ ISFJI ISTP ISFP INFP INTP PE ESTP ESFP ENFP ENTP PE ESTJ ESFJ ENFJ ENTP J 63 RM 5-1 NF SJ Meaning and significance, IN Membership or belonging Unique identity Responsibility or Duty Diplomatic skill set Logistical skill set NT SP Mastery and self control Freedom to act Knowledge and competence Ability to make an impact Strategic skill set Tactical skill set 64 RM 3-16
  • 33. Facilitator Guide Presentation Page 33 Conscientous Facilitators Inspirational Organisers Managerial Motivators Intuitive Guides Idealist Guardian Dolphin IN Beaver Improvisators Expeditors Coordinators Experential Inquisitive Engineers Practical Visionary Rational Artisan Owl Fox Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. 65 Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator RM 3-16 Trust in the United States and other countries. Foreseer Harmonizer Planner Protector Developer Clarifier Inspector Supporter NF SJ IN Envisioner Discoverer Implementor Facilitator Mentor Advocate Supervisor CaretakerConceptualiser Deginer Analyser Composer Director Theorizer Operator Producer NT SP Strategist Explorer Promoter Motivator Mobilizer Inventor Executor Presenter Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. 66 Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator RM 3-16 Trust in the United States and other countries.
  • 34. Facilitator Guide Presentation Page 34 INFJ INFP ISTJ ISFJ Idealist Guardian NF SJ IN ENFJ ENFP ESTJ ESFJ INTJ INTP ISTP ISFP Rational Artisan NT SP ENTJ ENTP ESTP ESFP 67 RM 3-16 ABSTRACT CONCRETE Directing Informing Directing Informing AFFILIATIVE Responding Foreseer Harmonizer Planner Protector Developper Clarifier Inspector Supporter Ni Fe Fi Ne Si Te Si Fe NF SJ Envisionner Initiating Discoverer Implementor Faciliator Mentor Advocate Caretaker Fe Ni Supervisor Ne Fi Fe Si Te Si Designer Protector RespondingConceptualizer Analyzer PRAGMATIC Designer Theorizer Operator Supporter Ni Te Ti Ne Ti Se Fi Se f NT SP Strategist Explorer Protector Motivator Initiating Mobiliser Inventor Executor Presenter Te Ni Ne Ti Se Ti Se Fi 68 RM 3-16
  • 35. Facilitator Guide Presentation Page 35 CHART THE COURSE BEHIND THE SCENES Idealist Rational Guardian Artisan IN CHARGE GETTING THINGS GOING 69 RM 3-16 Directing Informing Directing Informing Responding Foreseer Planner Harmonizer Protector Developper Inspector Clarifier Supporter INFJ ISTJ INFP ISFJ Chart-the-course Behind-the-scenesConceptualizer Analyzer Designer Protector Initiating Designer Operator Theorizer Supporter INTJ ISTP INTP ISFPEnvisionner Implementor Responding Discoverer Faciliator Mentor Supervisor Advocate Caretaker ENFJ ESTJ ENFP ESFJ In-Charge f Get-things-going Strategist Protector Explorer Motivator Initiating Mobiliser Executor Inventor Presenter ENTJ ESTP ENTP ESFP 70 RM 3-16
  • 36. Facilitator GuidePresentation Page 36 71 72
  • 37. Facilitator Guide Presentation Page 37AG, EP, NC, BD, CV NB BR, JMC PL 73 AG, EP, NC, BD, CV NB BR, JMC PL 74
  • 38. Facilitator Guide Presentation Page 38OE CV, BD, EP, AG, NC NB 75OE CV, BD, EP, AG, NC NB 76
  • 39. Facilitator Guide Presentation Page 39BR, JMC 77BR, JMC 78
  • 40. Facilitator Guide Presentation Page 40 79 Les modes de perception Dautres ont plutôt une vue densemble immédiate et voient la forêt avant les arbres Certains préfèrent des faits précis et voient les arbres avant la forêt Osiris Conseil 80 Deux points de départ différents SENSATION (6 personnes)  Harley Davidson  Panneau antibruit  Image – pas du reflet de la réalité  Reflet de ce qu’il pense  Un drapeau peut être deux  Obélisque du Capitole  F16, Mirages au dessus de la Concorde  1959  Photo Montage  Le gars réfléchit à la guerre qu’il a faite  Des pavés  Les signatures Osiris Conseil  Une chaîne-clé, portefeuille, gants  Le soleil
  • 41. Facilitator Guide Presentation Page 41 81 Osiris Conseil 82 Deux points de départ différents INTUITION (3 personnes)  Une certaine idée des US  Anachronisme entre le personnage moderne – cool etc. – et le respect des valeurs anciennes  Fin de la division – opposition du symbole du mur/miroir  Album musical  2 images Osiris Conseil
  • 42. Facilitator Guide Presentation Page 42 83 Osiris Conseil 84 Quelques caractéristiques S N Porte son attention sur les Porte son attention sur les faits, les éléments possibilités, les relations Réaliste, pratique, orienté Imaginatif, conceptuel, attiré vers le résultat par la nouveauté Procède par étapes, avec des Procède par à-coups, avec méthodes éprouvées, de façon des méthodes originales, progressive saute à la conclusion Osiris Conseil
  • 43. Facilitator Guide Presentation Page 43 85 Lorientation de lénergie Et dautres plutôt vers le monde intérieur ! Certains dentre nous sont plutôt attirés vers le monde extérieur Osiris Conseil 86 Les Extrovertis vus par les Introvertis Ce qu’ils aiment: Ce qu’ils n’aiment pas:  Bonne vision des choses;  Parlent de 3 sujets à la  Premier contact facile; fois;  Sympathique et  Superficiels; chaleureux;  Ne laissent pas les  Cherche l’aval des autres s’exprimer; autres.  Jugement à l’emporte pièce;  Difficile à suivre; Osiris Conseil  Trop rapide.
  • 44. Facilitator Guide Presentation Page 44 87 Osiris Conseil 88 Les Introvertis vus par les Extrovertis Ce qu’ils aiment: Ce qu’ils n’aiment pas:  Posés et réfléchis;  On ne sait pas ce qu’ils pensent;  Profondeur de la réflexion;  On leur tire les vers du nez;  Prennent du recul;  Impression de lenteur – on  Sereins et calmes; déconnecte;  Qualité de leur parole – c’est  Angoissés; pensée;  Nous énerve;  Nous permet de réfléchir.  Coléreux – soupe au lait;  Ne tranchent pas;  On a envie de parler à leur place;  Déconcertants;  Manquent d’enthousiasme;  Susceptibles;  Ternes Osiris Conseil
  • 45. Facilitator Guide Presentation Page 45 89 Osiris Conseil 90 Quelques caractéristiques E I Tire son énergie du contact, Tire son énergie de son brise facilement la glace monde intérieur, parle des sujets qui lintéressent Action, réflexion, action ; Réflexion, action, réflexion ; élabore sa pensée en parlant parle après avoir élaboré sa pensée Sexprime spontanément ; Manifeste de la réserve ; communication intense et contacts approfondis sans forte interactivité être interrompus Osiris Conseil
  • 46. Facilitator Guide Presentation Page 46 91 Les critères de décision Et dautres se décident plutôt en fonction de leur échelle de valeurs personnelle Certains procèdent plutôt dune manière logique en appliquant une grille de critères Osiris Conseil 92 Les Penseurs (T) vus par les « Feelers » (F) Ce qu’ils aiment: Ce qu’ils n’aiment pas:  Juste;  Trop froids;  Logique;  Agressif et méchant;  Cartésiens;  Jamais satisfaits;  Rigueur;  Trop de détails;  Sait prendre les décisions  Trop rationnel; difficiles (licenciements etc.)  Critique, même blessants;  Efficace;  Mauvaise foie;  N’hésitez pas à créer le conflit;  Manque d’émotions;  On peut s’appuyer sur eux.  Manque d’empathie;  N’attendez pas le « bon moment »;  Pas très souple – ni diplomate;  Idées arrêtées. Osiris Conseil
  • 47. Facilitator Guide Presentation Page 47 93 Osiris Conseil 94 Les « Feelers » (F) vus par les Penseurs (T) Ce qu’ils aiment: Ce qu’ils n’aiment pas:  Plus humains;  Manquent de franchise;  Calment le jeu;  Lent dans la décision;  Temporisent;  Pas assez factuels;  Refusent/évitent le  Pas tranché; conflit;  Compliquent les choses;  Savent qu’ils ont besoin  Ne règlent pas le de nous (T) problème;  Ne pensent pas aux conséquences;  Fuitent les problèmes; Osiris Conseil  Influencables.
  • 48. Facilitator Guide Presentation Page 48 95 Osiris Conseil 96 Quelques caractéristiques T F Décide en appliquant une Décide en évaluant la grille de critères objectifs cohérence avec son échelle de valeurs Plutôt impersonnel, juste, Plutôt personnel, chaleureux, ferme, sceptique confiant Logique, critique, indépendant Empathique, en recherche dharmonie Osiris Conseil
  • 49. Facilitator Guide Presentation Page 49 97 Le style de vie dans le monde extérieur Et dautres improvisent en sadaptant aux circonstances avec un grand sac en caoutchouc Certains gèrent lespace et le temps Osiris Conseil de manière plutôt méthodique, avec une règle et une montre 98 Les Jugers (J) vus par les Percepteurs (P) Ce qu’ils aiment: Ce qu’ils n’aiment pas:  Organisé;  Pas de place pour l’imprévu  Planifient, « tout est prévu »; ou de jeu en travaillant;  Proactifs;  Manque de réactivité et  Listent des choses à faire; d’adaptation;  Ne se dispensent pas;  Rigide;  Bureau bien rangé;  Absence de spontanéité;  Voiture propre;  Décision pour trancher, besoin d’avancer très vite;  Procédures chez Hertz;  Pas multitâches;  Prise de décision logique.  Trop de processus – difficile pour les autres;  Manquent de feeling; Osiris Conseil  Peu dérangeable – porte fermée..
  • 50. Facilitator Guide Presentation Page 50 99 Osiris Conseil 100 Les Percepteurs (P) vus par les Jugeurs (J) Ce qu’ils aiment: Ce qu’ils n’aiment pas:  Opportunistes;  Brouillon;  Créatifs;  Pas organisés (pas de  Plus concentrés sur ce check-list); qu’ils font;  Pas fiables;  Pas stressés;  Disent toujours oui  S’amusent plus. (mais rien derrière);  Manque de côté pratique;  Mono-tâches; Osiris Conseil  Plus lents.
  • 51. Facilitator Guide Presentation Page 51 101 Osiris Conseil 102 Quelques caractéristiques J P Organisation, planification, Adaptation, flexibilité, structure, classement souplesse, dispersion Prévision, aime savoir à Improvisation, agit le moment lavance venu Sy prend à lavance, agit par Sy prend à la dernière anticipation minute, agit sous la pression Osiris Conseil
  • 52. Facilitator Guide Presentation Page 52 103 Osiris Conseil MBTI FUNCTION CHARACTERISTICS ST SF NF NT • Practical • Social • Idealistic • Theoretical Likes work that is… • Crisp • Personal • Insightful • Complex Establishes teams that • Efficient • Friendly • Creative • Effective are… • Data oriented • Service Oriented • Growth Oriented • Competition Oriented Team structure… • Hierarchical • Fraternal • Collegial • Entrepreneurial • Predictable • Traditional • Dynamic • Achieving Team focus… • Stable • Affiliative • Ideological • Competent • Performance • Membership • Personal Meaning • Rationality Seeks… • Accountability • Interaction • Development • Opportunity • Control • Support • Growth • Long-Range Planning • Military • Service • Arts • Sciences Often found in… • Industry • Health Care • Communication • Start Up Companies Lynn & Associates 104
  • 53. Facilitator Guide Presentation Page 53 105 ABSTRACT CONCRETE Directing Informing Directing Informing AFFILIATIVE Responding Foreseer Harmonizer Planner Protector Developper Clarifier Inspector Supporter INFJ INFP ISTJ ISFJ NF SJ Envisionner Faciliator Initiating Discoverer Implementor Mentor Advocate Caretaker ENFJ Supervisor ESFJ ENFP ESTJ Designer Protector RespondingConceptualizer Analyzer PRAGMATIC Designer Theorizer Operator Supporter INTJ INTP ISTP ISFP f NT SP Strategist Explorer Protector Motivator Initiating Mobiliser Inventor Executor Presenter ENTJ ENTP ESTP ESFP 106 RM 3-16
  • 54. Facilitator Guide Presentation Page 54 IDEALIST GUARDIAN RATIONAL ARTISAN Meaning and Membership or Mastery and self- Freedom to act on significance and belonging and control and needs of the momentCore needs unique identity responsability or knowledge and and the ability to duty competence make an impact Stressors Insincerity, betrayal Abandonnement, Powerlessness, Constraint, and lack of integrity insubordination incompetence and boredom and lack and lack of lack of knowledge of impact belonging When Disassociates and Complains, Obsesses and Retaliates and stressed becomes phony becomes « tired, becomes mindless becomes reckless sick, sorry, worried » •Affirmation and •Inclusion in news and •Reconfirmation of •Finding options and nurturing from self competence and new ways to have Antidotes activities, appreciation and others and new and new membership knowledge or a new impact. New a for stress quests project activities 107 RM 3-16 108
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  • 58. Facilitator Guide Presentation Page 58 ABSTRACT CONCRETE Idealist GuardianAFFILIATIVE •Meaning and significance •Membership or Belonging •Unique Identity •Responsibility or duty •Diplomatic skill set – clarifying, •Logistical skill set –organizing, unifying, individualizing and inspiring facilitating, checking and supporting •Abstract language •Concrete language •Affiliative roles •Affiliative roles •Interest in motives to determine •Interest in structure to determine meaning and purpose roles and responsabilities Rational Artisan •Mastery and Self-Control •Freedom to ActPRAGMATIC •Knowledge and competence •Ability to make an impact •Strategic skill set –engineering, •Tactical skill set – actions, conceptualizing, theorizing and composing, producing and motivating coordinating •Concrete language •Abstract language •Pragmatic roles •Pragmatic roles •Interest in motives to determine what’s •Interest in structure to determine in it for the other person 115 organizing principles RM 4-49 ABSTRACT CONCRETE Idealist Guardian Diplomatic skill set: Logistical skill set AFFILIATIVE •To get the right things and the right •Build bridges between people information, in the right place, at the •To have empathy right time, in the right quantity, in the •To strive to unify by understanding and right quality, to the right people and resolving deeper issues while honoring not to the wrong people. individual uniqueness •To attend to people’s comforts, to •To move to a level of abstraction to see make it easy for others how two seemingly different views are •To make sure everything is taken care alike and then to choose a symbolic way of so things go right and things don’t of communicating the similarity go wrong. Rational Artisan Strategic skill set Tactical skill set: PRAGMATIC •To think of and explain all the possible •To read the current context, the contingencies and influencing factors situation, and skillfully manage the and then design processes for situation to effect a desired result, often achieving the objectives coming up with a variety of solutions •To abstractly analyze a situation and •To take action according to the needs consider previously unthought-of of the moment and plan the next move possibilities •To cleverly display, compose and •To look at the relationships between perform with attention to impact and effect 116 the goals and the means RM 4-49
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  • 63. Facilitator Guide Presentation Page 63 125 THE IDEALIST Be yourself and believe in yourself• The dolphin is used as the animal metaphor for the idealist temperament• Although animals do not have human characteristics, we often interpret their actions in terms of human behaviour.• Folklore describes the dolphin as expressive, caring, helpful, enthousiastic, and collaborative.• These characteristics are also found in the idealist temperament, making the dolphin a recognizable image for this group 126
  • 64. Facilitator Guide Presentation Page 64 THE IDEALIST -dolphin • Focus on growing and becoming better • Seek personal growth and authenticity • Strive to understand and develop themselves and others • Engage in meaningful actions and interactions • Live by and express their values • Are stimulated by change and possibilities • Imagine and work toward creating a better future for themselves and others • Have a personal and positive perspective • See potential and opportunity, especially for people • Guide others toward growth • Provide support and encouragement • Often act as a catalyst for change and growth • Are caring and collaborative • Are sensitive, appreciative and empathic • Want reassurance and acceptance • Are optimistic and enthusiastic 127 Idealist• Want to be authentic, benevolent and empathetic;• Search for identity, meaning and significance;• Are relationship orientated, particularly valuing meaningful relationships;• Are romantic and idealistic, wanting to make the world a better place;• Look to the future;• Trust their intuition, imagination and impressions;• Focus on develolping potential, fostering and facilitating growth through coaching, teaching, counseling communicating.• Generally are enthusiastic;• Think in terms of integration and similarities and look for universals;• Are gifted in the use of metaphors to bridge different perspectives;• Are diplomatic;• Frequently are drawn to work that inspires and develops128 people and relationships.
  • 65. Facilitator Guide Presentation Page 65 General Description Idealist• Focus on growing and becoming better;• Seek personal growth and authenticity;• Strive to understand and develop themselves and others;• Engage in meaningful actions and interactions;• Live by and express their values;• Are stimulated by change and possibilities;• Imagine and work toward creating a better future for themselves and others;• Have a personal and positive perspective;• See potential and opportunity, especially for people;• Guide others toward growth;• Provide support and encouragement;• Often act as a catalyst for change and growth;• Are caring and collaborative;• Are sensitive, appreciative and empathetic;• Want reassurance and acceptance;• Are optimistic and enthusiastic; 129 Diplomatic skill set - Idealists• Build bridges between people;• Have empathy;• Strive to unify by understanding and resolving deeper issues while honoring individual uniqueness;• Move to a level of abstraction to see how two seemingly different points of view are alike and then choose a symbolic way of communicating the similarity;• Helps others harmonize and clarifty their values to bring unity to the individual and the group;• Have foresight and vision with implications for developping the people involved, then communicating that vision so that it is accepted and followed;• Help others find their path and inspire them to follow it;• Envision and then mentor others to achieve the envisioned potential. 130
  • 66. Facilitator Guide Presentation Page 66 Idealist strenghts on a team• Need a sense of « higher » purpose• Constantly see and wish to develop the potential of people in the team• Build bridges between disparate viewpoints• Innately assess the authenticity of those around them• Build strong team relationships to increase team cohesiveness and unity• Constantly see creative approaches• Bring passion and enthusiasm to the team when they feel the work is meaningful• Foucused on possibilities in the future• Empathises and build consensus with the team• Give genuine feedback to team members• Emphasize communication 131 Idealist challenges on a team• May not draw the line quickly enough with performance problems• May appear wishy-washy because they see both sides of an issue• May fantasize negative meaning• May become overdependent on relationships or avoid conflict• Dislike detail and repetitive tasks• Will not enjoy work that is perceived as mundane or meaningless unless attached to a cause• May not be realistic, including about time requirements• May not make « tough » decisons• Needs lots or recognition to maintain self-esteem• May « overcommunicate » or want to spend to much time getting to the bottom of issues 132
  • 67. Facilitator Guide Presentation Page 67 Intuitive Guides – ENFJ & INFJ• Makes the ideal a goal;• Is a master of articulating personal values through group and one-on-one communication;• Listens for emotions and symbolic content, critiques for value, and relates preferences and relationships;• Is sensitive to complex interpersonal connections, ethical boundaries, and the logic of one’s values;• Trusts foresight;• Often is aware of a collective future or envisions a path for growth;• Projects and introjects – needs to know the future impact of decisions on people;• Has ideals that are directed to reconciling, connecting and developing people and their ideas. 133 ENFJ Envisoner Mentor• Communicate and share values• Succeeding at relationships• Realizing dreams – their own and others• Seek opportunities to grow together• Heeding the call to a life work or mission• Enjoy the creative process• Intuitive intellect• Reconcile the past and the future• Talent for seeing potential in others• Often find living in the present difficult 134
  • 68. Facilitator Guide Presentation Page 68 ENFJ = Envisoner Mentor « Two heads are better than one »1. DOMINANT extraverted Feeling Fe – providing the structures and the encouragement to energise people and groups to grow – outwardly decisive, collaborative and considerate2. AUXILIARY introverted Intuition Ni – developing innovative ways for people to realise their potential – inwardly focused on possibilities for people3. TERTIARY Sensing – considering immediate, practical problems –As they mature, consider more practicalities4. INFERIOR introverted Thinking Ti – using detached, precise logic to evaluate interactions – Development challenge is to assess situations objectively. 135 ENFJ = Insightful Contibutor Communication Highlights• Warm, compassionate, enthusistic, insightful, and encouraging• Imagine new options and possibilities for helping people realise and reach their potential• Combine vision, strategic planning, task orientation, and a focus on other’s needs• Responsibly organise and coordinate resources toward a goal• Ensure that the means justify the end in terms of employee motivation and morale 136
  • 69. Facilitator Guide Presentation Page 69 ENFJ = Insightful Contibutor At first Glance• Sincere, sociable, friendly, expressive, open and supportive• Collaborative and cooperative; seek consensus and harmony• Potential and development of people is their first and foremost focus• Enjoy leading others, organising projects and mobilizing people• Achieve results by harnessing unique contributions of each team member 137 ENFJ = Insightful Contibutor What they want to hear• Discussion about the sharing of personal values and ideas• Vision and possibilities for people; focused on growth and development• Positive and nuturing comments; empathy, tolerance, and harmony• Opportunities for everyone to collaborate, contribute, and use their skills• Others taking time and energy to develop and maintain relationships 138
  • 70. Facilitator Guide Presentation Page 70 ENFJ = Insightful Contibutor When expressing themselves• Often guide others by mentoring, advocating, counseling and teaching• Tuned in to individual differences; value diversity and accommodate needs• Communicate, establish rapport, and connect with a broad range of people• Express their values and opinions; clarify perspectives and build agreement• Discuss theories and abstract ideas and concepts; expect others to contribute. 139 ENFJ = Insightful Contibutor Giving/receiving feedback• Like others to affirm their opinions and validate them as a person• Actively support other team members with words and actions• Openly value and appreciate others and expect support themselves• Can take criticism personally and become hurt• Energetically guide others and encourage them to make good decisions 140
  • 71. Facilitator Guide Presentation Page 71 ENFJ = Insightful Contibutor Interpersonal focus• Want to build strong teams and create a harmonious environment• Affected by unpleasant working relationships, atmosphere, and morale• Sensitive to personal issues; explore and want to understand personal conflicts• Will focus on and deal with conflict, stress, or strain on people involved in projects• Seek harmony; may spend more time than others want on interpersonal issues 141 142
  • 72. Facilitator Guide Presentation Page 72 INFJ Forseer Developer• Personal growth• Sustain the vision• Honor the gifts of others• Taking a creative approach to life• Talent for foreseeing• Exploring issues• Bridge differences and connect people• Practical problem solving• Live with a sense of purpose• Living an idealistic life often presents them with a great deal of stress and a need to withdrawl 143 INFJ = forseer Developer « There’s more to it than meets the eye »• DOMINANT introverted Intuition Ni – Becoming focused by insights about people and images of the future – inwardly focused on integrating ideas to benefit people• AUXILIARY extraverted Feeling Fe – Structuring the external world to support a vision of possibilites for people – outwardly decisive, collaborative, and considerate• TERTIARY Thinking – Taking account of long-range consequences – as they mature, assess situations more objectively• INFERIOR extraverted Sensing Se – Noticing realistic data about people – developmental challenge is acting on immediate realities 144
  • 73. Facilitator Guide Presentation Page 73INFJ = Compassionante Visionnary Communication Highlights• Quietly supportive, encouraging and affirming; seek harmony and connections• Seek purpose and meaning; align their actions to a humanistic goal• Link values, ideas, people and action to make collaborative plan of action• See human potential and opportunities for growth for self and others• Provide long-term vision and future-focused, innovative ideas. 145INFJ = Compassionante Visionnary At first Glance• Appear private and cautious to the casual observer; share insights only with those they trust• Quietly inspiring and careful to understand and affirm the values of others• Need quiet, uninterrupted time to conceptualise ideas and process connections• Organise people and resources to get a job done in a personal caring way• Strive to meet their own high standards and hesitant to share ideas before they are perfected. 146
  • 74. Facilitator Guide Presentation Page 74INFJ = Compassionante Visionnary What they want to hear• Long-term possibilities, especially for developing human potential• Connections and common ground; quality and depth of relationships is important• Thinking outside the box using metaphors, symbols, and other abstract language• Collaboration, cooperation and accommodation; nuturing and supportive language• In depth, personal, one-to-one dialogues in an environment of trust 147INFJ = Compassionante Visionnary When expressing themselves• Seek to help or educate people and present ideas in a personally meaningful context• When trust is established, express themselves and enjoy receiving support• Find it difficult at times to incorporate others’ feedback• Reframe questions or change the framework they are presented in• If their values are challenged, can be very insistent, firm-minded and unyielding 148
  • 75. Facilitator Guide Presentation Page 75INFJ = Compassionante Visionnary Giving/receiving feedback• Value genuine and honest self-expression; quick to see posturing or insincerity• Like to be validated and appreciated and will do the same for others• If they are not supported, may withdraw from contact with others• Find it hard to deal with people who are overly critical, blunt or impersonal• Have difficulty giving or receiving negative feedback; can take negative feedback personally. 149INFJ = Compassionante Visionnary Interpersonal focus• Learn about, appreciate, and utilise people’s special talents and skills• Sensitive to others’ moods and feelings, conciliate people with opposing positions• Good sense of how to motivate, validate and quietly influence others• May not always express their own needs, feelings or personal concerns• Put significant energy into developing bonds and selective about including others 150
  • 76. Facilitator Guide Presentation Page 76 Communicating effectively with INFJs 151 Inspirational Mediators – ENFP & INFP• Is perceptive of intonation, emotion, and the multiple meanings and implications behind words, especially what is not said;• Enjoys the magical moment;• Responds to a rich and dynamic, interesting and inspiring voice;• Often picks up on and mirrors others’ behaviour;• Imagines, weaves, and relates stories;• Understands through metaphor and creates by combining the threads of various possibilities;• Wants harmony in values and meaningful serendipity and surprise;• Has a sense of pathos and irony;• Notices incongruity, identity and ethical contradiciton;• Often ends up acting as catalyst. 152
  • 77. Facilitator Guide Presentation Page 77 ENFP Discoverer Advocate• Inspiring and facilitating others• Exploring perceptions• Talent for seeing what’s not being said and voicing unspoken meanings• Seek t have ideal relationships• Recognize happiness• Living out stories• Want to authentically live with themselves• Respond to insights in the creative process• Finding the magical situation• Restless hunger for discovering their direction 153 ENFP Discoverer Advocate• DOMINANT extraverted Intuition Ne – Seeing exciting possibilities for people and enthusiastically pursuing them – outwardly focused on possibilities for people• AUXILIARY introverted Feeling Fi – Evaluating and organising insights to help people realise their potential – inwardly evaluating ideas according to their personal values• TERTIARY Thinking – Using detachement and logic to analyse options – as they mature, assess situations more objectively• INFERIOR introverted Sensing Si – Storing and retrieving realistic, practical data – developmental challenge is considering realities 154
  • 78. Facilitator Guide Presentation Page 78ENFP = Compassionante Explorer Communication Highlights• Outgoing, optimistic, caring, genuine and compassionate• Energetically and enthusiastically encourage and persuade others• Identify opportunities to develop human potiential and improve people’s situations• Champion changes that provide possibilities and improve processes for people• Help people find niches, develop strengths, and compensate for weaknesses 155ENFP = Compassionante Explorer At first glance• Empower, advocate for and encourage the individual in the organisation• Enjoy collaboration, cooperation; and the sharing of ideas• See potential and possibilities in people; focused on relationships and growth• Create and share a wealth of innovative ideas and a vision of the future• Value and encourage diversity; enjoy working with a wide variety of people 156
  • 79. Facilitator Guide Presentation Page 79ENFP = Compassionante Explorer What they want to hear• People’s experiences, feelings, thoughts, viewpoints and ideas• Dialogue to facilitate becoming known as a person and developing a relationship• General guidelines and information, not specific directions or commands• Theories and models that will enhance growth, learning and development• Collaborative language focusing on teamwork and individual contributions 157ENFP = Compassionante Explorer When expressing themselves• Highly participative, sociable, and friendly; connect and develop rapport with others• Use empathy when interpreting situations and dealing with others• Sensitive to group dynamics; highlight and integrate ideas and input• Often teach, counsel, facilitate, motivate, negotiate, recrute and resolve conflicts• Challenge accepted practices if not aligned to human values or needs 158
  • 80. Facilitator Guide Presentation Page 80ENFP = Compassionante Explorer Giving/receiving feedback• Validate, appreciate, and celebrate unique and valuable individual contributions• Seek to please others and are motivated by positive feedback and encouragement• Like to be mentored or supported within the work setting rather than supervised• Overly sensitive to feedback that is objective and task focused rather than personal• Will give more positive that corrective feedback and may hesitate to criticize others 159ENFP = Compassionante Explorer Interpersonal focus• Strongly and directly affected by interpersonal conflict• People are more important than the work itself; seek a positive environment• Sensitive to issues of working relationships, organisational climate and morale• Perceptive to the needs, situations and motivations of others• Treat everyone as a unique individual with a contribution to offer 160
  • 81. Facilitator Guide Presentation Page 81 161 INFP Harmonizer-Clarifier• Going with the flow• Knowing what is behind what is said• Uncovering mysteries• Exploring moral questions• Talent for facilitative listening• Relate through stories and metaphors• Balancing opposites• Getting reacquainted with themselves• Have a way of knowing what is believable• Struggle with structure and getting their lives in order 162
  • 82. Facilitator Guide Presentation Page 82 INFP Harmonizer-Clarifier• DOMINANT introverted Feeling Fi – Filtering everything a coherent core of personal values based on respecting individuals – inwardly focused on evaluating ideas according to values• AUXILIARY extraverted Intuition Ne – Approaching people and ideas with a sense of curiosity and possibility – outwardly focused on possibilities for people• TERTIARY Sensing – Focusing on people’s daily needs – as they mature, consider more current realities• INFERIOR extroverted Thinking Te – Using detachement and logic to evaluate possibilities – developmental challenge is evaluating objectively 163 INFP = Insightful enhancer Communication Highlights• Kind, considerate, encouraging, and helpful; focuses on people, ideas and possibilities• Flexible, casaul, adaptable, creative problem solvers• Future focused and envision ways to meet people’s needs and enhance their potential• Compassionate and function as peacekeepers; maintain harmony• True to themselves and choose actions on the basis of personal values and priorities 164
  • 83. Facilitator Guide Presentation Page 83 INFP = Insightful enhancer At first glance• Quiet, calm, supportive listeners who are willing to hear others’ concerns• Devote their attention to understanding others’ situations and points of view• Explore options and find innovative, long- term solutions and opportunities• Optimistic and see ways that change can be positive for the people involved• Attuned to and appreciative of individual differences 165 INFP = Insightful enhancer What they want to hear• Personal stories of inspiration and how others have managed adversity• Calm, quiet; time to reflect and work on meaningful tasks in an unstructured way• Fewer communications that are overly formal, structured, rule bound, or detailed• In-depth, personal, one-to-one dialogues in an environment of trust• Others taking time to get to know them and earn their trust 166
  • 84. Facilitator Guide Presentation Page 84 INFP = Insightful enhancer When expressing themselves• See communications as unique; adapt interactions to suit each individual and situation• Reserved and selective when expressing their own emotions and values• Usually do not have a broad or casual social network; seek meaning in relationships• Share their deepest values and feelings with only a very few people• Self-critical when not able to live up to their own ideals and high expectations 167 INFP = Insightful enhancer Giving/receiving feedback• Appreciative of others and give positive feedback; want to be appreciated• Dislike being underestimated, but won’t share accomplishments casually• Find it hard to listen to critical feedback and can take it very personally• Find it difficult to give negative feedback and may avoid doing so• If they do give constructive feedback, give it gently and with great care 168
  • 85. Facilitator Guide Presentation Page 85 INFP = Insightful enhancer Interpersonal focus• Consider the needs of people much more important than accomplishing a result• Greatly affected by the quality of their relationships with people at work• Usually perceptive, aware of emotions and values, and able to read people well• Avoid interpersonal conflict; may withdraw or find it hard to express needs• Strive to maintain harmony even at the risk of leaving their own needs unmet 169 170
  • 86. Facilitator Guide Presentation Page 86 171 THE GUARDIAN - beaver• Folklore describes the beaver as industrious, methodical, organized, responsible and group orientated.• These qualities are also found in the guardian temperament. 172
  • 87. Facilitator Guide Presentation Page 87 THE GUARDIAN Slow and steady wins the race• Focus on maintaining procedures, policies and order• Seek a place to fit in and be part of a group• Value membership and order• Like being useful, practical and economical• Preserve the status quo and conserve what has worked well in the past• Contribute to the larger group• Work hard: complet tasks and meet expectations• Like activites to be useful and sensible• Are practical and realistic• Focus on planning and organising using facts and details• Are dependable, loyal, punctual, responsible and reliable• Prefer to meet deadlines without a last minute rush• Like clear; detailed and specific tasks• Prefer predictability, security, structure, rules and routines• Feel obligated to give, commit to, and care for things and people• Enjoy traditions and rituals 173 Guardians• Want to fit in, to have membership;• Hunger for responsibility, accountability, and predictability;• Tend to be generous, to serve and to do their duty;• Establish and maintain institutions and SOP;• Tend to protect and preserve, to stand guard and warn;• Look to the past and tradition;• Foster enculturation with ceremonies and rules;• Trusts contracts and authority;• Want security and stability;• Think in terms of what is conventional, comparisons; associations and discrete elements;• Generally are serious and concerned, fatalistic;• Are skilled at ensuring that things, information, and people are in the right place, in the right amounts, in the right quality at the right time;• Frequently gravitate toward business and commerce. 174
  • 88. Facilitator Guide Presentation Page 88 Guardians• Focus on maintaining procedures, policies and order;• Seek a place to fit in and be part of a group;• Value membership and order;• Like being useful, practical and economical;• Preserve the status quo and conserve what has worked in the past;• Contribute to the larger group;• Work hard; complete tasks and meet expectations;• Like activities to be useful and sensible;• Are practical and realistic;• Focus on planning and organising using facts and details;• Are dependable; loyal, punctual, responsible and reliable;• Prefer to meet deadlines without a last minute rush;• Like clear, detailed, and specific tasks;• Prefer predictability, security, structure, rules and routines;• Feel obligated to give, commit to; and care for things and people;• Enjoy traditions and rituals. 175 Logistical Skill Set - Guardians• Provide the logistical support and protection necessary for people to get things done right and make sure things to well and don’t go wrong;• Provide service and caretaking that help people get underway;• Get the right things and the right information, in the right place, at the right time, in the right quantity, in the right quality, to the right people and not to the wrong people;• Attend to people’s comforts and make things easy for others;• Standardize, establish, and oversee policies and procedures that provide stability for the group;• Investigate what has happened before, carefully describing where we want to go and how to get there; and monitoring the plan along the way;.• Sheloter and protect to ensure safety and well-being;• Examine, assess and instruct to meet standards. 176
  • 89. Facilitator Guide Presentation Page 89 Guardian strengths on a team• Strong team loyalty• Respect for authority• Provide historical perspective: what worked/didn’t work in the past• Implement consistent systems and procedures to optimize resource allocation• Responsible, good follow-through• Contingency planning for all perceived eventualities• Bring continuity• Constantly monitor systems and procedures• Provide clear, step-by-step directions• Economical with resources and possessions• Can manage large amounts of information 177 Guardian challenges on a team• May want to maintain the group when no longer suitable• May not question authority when appropriate• May be viewed as inflexible and reluctant to change• May be too caught up in details and rigidly insist on existing processes• May follow through when they should move on• May be viewed as pessimistic and waste time overplanning• May be viewed as « anal »• May micromange the details and find it hard to multitask simultaneously• May seem pennywise and pound foolish• May loose sight of the big picture in all the details 178
  • 90. Facilitator Guide Presentation Page 90 The Managerial Organiser – ESTJ & ISTJ• Has strong organisational skills;• Thinks in terms of steps, rules, and roles to follow to meet goals;• Trusts measurement and standard operating procedures;• Uses figures and numbers, makes charts and lists and is good at arranging tasks or ideas in a sequential manner;• Plans and checks off steps to be responsible;• Feels a sense of loyalty;• Has an eye for order, overseeing and supervising, directing others and being directed;• Can painstakingly work through problems to assure correctness;• Banks on hindsight, history and wealth of experience;• Uses analogies to solve novel problems. 179 ISTJ Planner Inspector• Drawing up plans and being prepared• Take responsibility• Getting work done first• Being active in the community• Loyalty to their roles• Cultivating good qualities• Doing the right thing• Bear life’s burdens and overcome adversity• Talented at planning, sequencing, and noticing what is missing• Having to learn so much in hindsight is painful at times 180
  • 91. Facilitator Guide Presentation Page 91 ISTJ Planner Inspector• DOMINANT introverted Sensing Si – Respecting and relying on internally stored data about reality and actual events – inwardly taking in and assimilating relevant information• AUXILIARY extraverted Thinking Te – Organising and structuring the external world with logical systems – outwardly logically decisive, focused on accomplishing tasks• TERTIARY Feeling – Considering the impact of decisions on others – as they mature, consider personal impacts of decisions• INFERIOR extraverted Intuition Ne – Seeing possibilites and larger connections – developmental challenge is to seek and act on new ideas 181 ISTJ = Logical assimilator Communication Highlights• Straightforward, practical, logical, and efficient• Independent, self-sufficient, and self- reliant• Focused on facts, details and results• Trust and remember information gained from experience• Depth of knowledge and wealth of specialized information 182
  • 92. Facilitator Guide Presentation Page 92 ISTJ = Logical assimilator At first glance• Task orientated, independent, decisive and matter-of-fact• Take time to consider and weigh the information before deciding• Hold firmly to their choice and maintain the status quo• Loyal, reliable, determined, persistent, conscientous• Implement decisions and follow through 183 ISTJ = Logical assimilator What they want to hear• Exactly what is expected of them• Clear feedback and step-by-stpe procedures• Detailed facts and information relevant to the situation• Specific information gained from experience• Logical and factual evidence; accurate and organised 184
  • 93. Facilitator Guide Presentation Page 93 ISTJ = Logical assimilator When expressing themselves• No-nonsense, practical, logical and efficient• Focused on the task at hand• Straightforward; centered on conclusions, results, and offering direction• Give and expect others to follow exact directions• Break complex information into small, detailed pieces 185 ISTJ = Logical assimilator Giving/receiving feedback• Direct and to the point• Clear and matter-of-fact• Specific and detailed information• Exacting and specific standards• Spont flaws and give more corrective than positive feedback 186
  • 94. Facilitator Guide Presentation Page 94 ISTJ = Logical assimilator Interpersonal focus• Task focused ans can see personal issues as detracting from task at hand• Strive to accomplish tasks more than to understand or appreciate others• Not tuned into emotional undertones; can seem abrupt or detached• Private and unlikely to share personal information• Dislike small talk and may not work toward developing rapport 187 188
  • 95. Facilitator Guide Presentation Page 95 ESTJ Implementor Supervisor• Talent for bringing order to chaotic situations• Educating themselves• Industrious, work-hard attitude• Balance work with play• Having a philosophy of life• Have the steps to success• Keeping up traditions• Being well-balanced• Connecting their wealth of experiences• Often disappointed when perfectionist standards for economy and quality are not met. 189 ESTJ Implementor Supervisor• DOMINANT extraverted Thinking Te – Decisively, logically and efficiently structuring the external environment to achieve specific goals – outwardly logically decisive, focused on accomplishing tasks• AUXILIARY introverted Sensing Si – Internally storing specific, realistic data about the materiel world for quick retrieval – inwardly attuned to the immediate facts and details• TERTIARY Intuition – identifying patterns in data; looking at long term possibilities – as they mature, consider more long term implications• INFERIOR introverted Feeling Fi – Reviewing decisions in terms of values – developmental challenge is considering personal implications 190
  • 96. Facilitator Guide Presentation Page 96 ESTJ = Practical expeditor Communication highlights• Matter-of-fact, results-orientated, and focused on completing the task at hand• Take control of projects; procure, manage, organise, and coordinate resources• Keep things on track and according to plan; get the work done efficiently• Seek to create structure; clear rules, procedures, standards, and expectations• Observant and pay attention to accuracy and details 191 ESTJ = Practical expeditor At first glance• Solve immediate problem and achieve clearly defined, tangible results• Use resources effectively; make the best of existing systems and structures• Use past experiences as reference point for current analysis and decision making• Work the plan; utilise structure, schedules, and standard operating procedures• Hold to clear standards and live by them strictly 192
  • 97. Facilitator Guide Presentation Page 97 ESTJ = Practical expeditor What they want to hear• Concrete, specific facts and details relevant to the task at hand• Direction through a clearly defined chain of command with competent leadership• Logical, sequential, practical information• Accurate and precise data from reliable sources• Goals and priorities that are defined realistically, clearly and specifically 193 ESTJ = Practical expeditor When expressing themselves• Quick to question ideas and facts• Enjoy discussion, debate, and competition• Don’t hesitate to share opinions and adopt a take-chare approach• Act and take control of the tasks within their area of responsibility• To-the-point and can be outspoken, abrupt, or impersonal 194
  • 98. Facilitator Guide Presentation Page 98 ESTJ = Practical expeditor Giving/receiving feedback• Point out deviations or inaccuracies; give more negative feedback than positive feedback• Impatient with inefficiency, poor planning, working less steadily or too slowly• Confront nonconformists and those who don’t follow rules• Critical if others don’t fulfill responsabilities or complete their share of work• Set high standards for themselves and 195 others 196
  • 99. Facilitator Guide Presentation Page 99 ESTJ = Practical expeditor Interpersonal focus• Keep work relationships on a professional level• See established traditions and rituals as useful social conventions• Seldom engage in small talk and social niceties outside of established events• Enjoy cooperation when working effieciently toward a goal• Seek competent co-workers and prefer clearly defined levels of supervision. 197 The Conscientous Facilitator –ESFJ & ISFJ• Is sociable and attentive to cultural history and traditions;• Helps make it easier for people to work together;• Wants a nice safe, secure, and controlled environment to relax and enjoy life;• Often has finetuned discriminating senses;• Is good at making comparaisons between current situations and past experiences;• Enjoys memebership in the family or group; attending to the character of their relationships;• Is a fast learner and thorough at many social tasks;• Is the natural host or hostess, easyily communicating honesty, support and suggestions;• Needs and provides comfort and convenience. 198
  • 100. Facilitator Guide Presentation Page 100 ESFJ Facilitator Caretaker• DOMINANT extraverted Feeling Fe – Acting decisively to create an environment that cares for the practical needs of people around them – outwardly decisive, collaborative and considerate• AUXILIARY introverted Sensing Si – Internally storing specific, detailed information about people – inwardly focused on the practical realities of a situation• TERTIARY Intuition – developing insights in the potential of others – as they mature, consider broader possibilities for people• INFERIOR introverted Thinking Ti – using detached logic to understand others – developmental challenge is to assess situations objectively 199 ESFJ Facilitator Caretaker• Accepting and helping others• Managing people• Hearing people out• Voicing concerns and accommodating needs• Admire the success of others• Remember what’s important• Talented at providing others with what they need• Keep things pleasant• Maintaining a sense of continuity• Accounting for the costs• Often disappointed by entrepreneurial projects. 200
  • 101. Facilitator Guide Presentation Page 101 ESFJ = Practical Contributor What they want to hear• Clear and specific instructions and up-to- date information• Cooperative and positive interactions; encouragement and a positive atmosphere• Current information and discussions to keep them in touch with progress of projects• Practical applications, personal stories, real-world examples• Well-defined expectations, tasks, and 201 deadlines ESFJ = Practical Contributor When expressing themselves• Naturally affirming and supportive; like to see and celebrate successes of others• Match people to tasks in a personal way so everyone fits in and works well together• Enjoy social contact and want to discuss the situation at hand• See and evaluate situations accurately; observe and anticipate people’s needs• Usually very busy; schedule time tightly to meet obligations and accomplish goals 202
  • 102. Facilitator Guide Presentation Page 102 ESFJ = Practical Contributor Giving/receiving feedback• Are driven to meet societal standards and live up to expectations of others• Take feedback personally and are uncomfortable with critical or harsh comments• Want to be appreciated for their contributions and achievements• Will openly acknowledge and celebrate contributions and achievements of others• Give more positive than corrective feedback; will be uncomfortable critiquing others 203 ESFJ = Practical Contributor Interpersonal focus• Friendly and highly interactive approach to work; get to know co-workers personally• Consistently pay close attention to the needs of the people they work with• Like to work on a well-funcitoning team; help maintain harmony and consensus• Conform and give importance to socially acceptable behaviours and obligations• Dislike and may avoid conflicts; may smooth them out rather than deal with 204 them
  • 103. Facilitator Guide Presentation Page 103 205 ISFJ Protector Supporter• Noticing what’s needed and what’s valuable• Talent for careful and supportive organization• Know the ins and outs• Enjoy traditions• Work to protect the future• Listening and remembering• Being nice and agreable• Unselfish willingness to volunteer• Feeling a sense of accomplishment• Exasperated when people ignore rules and don’t get along 206
  • 104. Facilitator Guide Presentation Page 104 ISFJ Protector Supporter• DOMINANT introverted Sensing Si – Respecting and relying on internally stored data about people who are important to them – inwardly taking in and assimilating personally important data• AUXILIARY extraverted Feeling Fe – Organising and structuring the external world to care for people’s daily needs – outwardly decisive, collaborative; sensitive to others’ needs• TERTIARY Thinking – Assessing logical realities – as they mature, assess situations more objectively• INFERIOR extraverted Intuition Ne – Recognising long-term possibilites and connections – developmental challenge is to seek and act on new ideas 207 ISFJ = Compassionate assimilator Communication highlights• Unassuming, helpful, sensitive, considerate, and thoughtful• Collaborative; work behind the scenes to accomplish group goals• Focused on facts and details; assimilate a wealth of specialized information• Contribute their share and expect others to be responsible and reliable• Trust information gained from direct and personal experience 208
  • 105. Facilitator Guide Presentation Page 105ISFJ = Compassionate assimilator At first glance• Loyal, quiet, cooperative, and supportive• Considerate of the needs and situations of others• Take time to consider the situation carefully before making a decision• Respect traditions and conventions; take relationships and responsibilities seriously• Determined, persistent, and not likely to shift once their mind is made up 209ISFJ = Compassionate assimilator What they want to hear• Positive feedback and appreciation for their contributions• Clear expectations, roles and responsibilities• Collaborative rather than competitive language• Details and in-depth, step-by-step explanations• Stories and examples based on real people and situations 210
  • 106. Facilitator Guide Presentation Page 106 ISFJ = Compassionate assimilator When expressing themselves• Listen more than speak; will not communicate a great deal about themselves• Find it hard to summarize something or explain it quickly• Share information when there is a practical or helpful reason to do so• Not likely to talk about their own achievements or promote their own ideas• Enjoy dealing with people on a one-to-one basis 211 ISFJ = Compassionate assimilator Giving/receiving feedback• Eager to please and concerned for others• Discouraged if people are taken for granted• Uncomfortable with conflict and will usually keep negative feelings to themselves• Find it difficult to deal with and thus tend to avoid confrontation• Express their disappointments indirectly rather than speaking up assertively 212
  • 107. Facilitator Guide Presentation Page 107ISFJ = Compassionate assimilator Interpersonal focus• Establish personal relationships on a one- to-one basis• Go out of their way to help someone in trouble or distress• Demonstrate their concern for others through actions rather that words• React rather than intiate action• Seek privacy and ce be reserved and uncomfortable in social situations 213 214
  • 108. Facilitator Guide Presentation Page 108 215 THE RATIONAL If it’s worth doing, it’s worth doing right• The owl is used as the animal metaphor for the Rational temparement.• Although animals do not have human characteristics, we often interpret their actions in terms of human behaviour.• Folklore describes the owl as wise, logical, knowledgeable, competent, and intellectual.• These characteristics are also found in the rational temperament, making the owl a recognizable image for this group. 216
  • 109. Facilitator Guide Presentation Page 109 THE RATIONAL -Owl• Focus on knowing• Seek competence, understanding and knowledge• Want logical explanations• Use and value critical thinking and analysis• Think about theories, models and ideas• Prefer abstract and intellectual topics• Have a long-term, futuristic and global perspective• Take a strategic or systematic approach to problems• Are independant and skeptical• Are self-critical and analytical• Work to and expect others to demonstrate a high standard of quality• Seek complexity and challenge• Are cool, calm and collected• Resist too much enthusiasm• Constantly look for ways to improve• Are precise in their thinking and use of language 217 Rationals• Want knowledge and to be competent, to achieve;• Seek to understand how the world and things in it work;• Are theory orientated;• See everything as conditional and relative,• Are orientated to the infinite;• Trust logic and reason;• Want to have a rationale for everything;• Are skeptical;• Think in terms of differences, delineating categories, definitions, structures, and functions;• Hunger for precision, especially in thought and language;• Are skilled at long-range planning, inventing, designing, and defining;• Generally are calm;• Foster individualism,• Frequently gravitate toward technology and the sciences;• Well suited for engineering and devising strategy, whether in the social or physical sciences. 218
  • 110. Facilitator Guide Presentation Page 110General Description Rationals• Focus on knowing;• Seek competence, understanding and knowledge;• Want logical explanations;• Use and value critical thinking and analysis;• Think about theories, models and ideas;• Prefer abstract and intellectual topics;• Have a long-term, futuristic and global perspective;• Take a strategic or systematic approach to problems;• Are independent and skeptical;• Are self-critical and analytical;• Work to and expect others to demonstrate a high standare of quality;• Seek complexity and challenge;• Are cool; calm and collected;• Resisit too much enthousiasm;• Constantly look for ways to improve;• Are precise in their thinking and use of language. 219 Strategic Skill Set - Rationals• Think of and explain all the possible contingencies and influencing factors and then design process for achieving the objectives;• Abstractly analyze a situation and consider previously unthought-of possibilities;• Look at the relationships between the goals and means;• Identify the ways and means to achieve a well-defined goal;• Integrate ideas into cohesive theories and design processes that strategically meet the wants and needs of others;• Implement a vision of the future – conceiving of a way to be in the future as well as the action steps needed to get there.• Generate and share a multitude of ideas and possibilities for action;• Mobilize and coordinate actions of others to implement 220 strategy.
  • 111. Facilitator Guide Presentation Page 111 Ration strengths on a team• Strong strategic vision• Constantly looking for operating principles• Analyze a situation from multiple perspectives• Use precise language• Like to debate possible approaches• Will use critical reasoning to identify any possible weakness in a plan or idea• Constantly use theories and models to devise new ways of approaching work• Focus on ideas, new concepts, and results• Future focused in directing effort• Conceptual problem solvers, get to root causes 221Rational weaknesses on a team• May underestimate the detailed steps necessary to complete tasks• May overcomplicate situations or lose themselves in theory• May overrationalize possibilities and postpone taking action• May appear « picky » with team members’ word choice and use esoteric language• May appear to argue for the sake of arguing• May be perceived as overly skeptical, critical, and fault finding• May appear to change for the sake of change• May be oblivious to people and their concerns• May not be realistic about actual time requirements 222
  • 112. Facilitator Guide Presentation Page 112The Visionary Coordinator – ENTJ & INTF• Is conclusion, concept and vision driven;• Is continually automatically replanning for mastery, understanding, and control, accounting for numerous factors at once;• Trusts logic and empirical reasoning;• Quickly reorganizes and implements, looking for the future consequences of actions and the logical conclusions of an idea.• Has a drive to know what is innate or true for real in a scientific sense.• Can think up plausible explanations for almost anything;• Sees many levels;• Applies disparate ideas using abstract models;• Pushes for progress and achievement in all potiential forms. 223 INTJ Conceptualizer Director• Maximizing achievements• Drive for self-mastery• Build a vision• Very long-range strategizing• Realizing progress towards goals• Systems thinking• Talent for seeing the reasons behind things• Being on the leading edge• Maintaining independence• Find it difficult to let go in interacting with others 224
  • 113. Facilitator Guide Presentation Page 113 INTJ Conceptualizer Director• DOMINANT introverted Intuition Ni – Relying on clear, complex inner pictures of the present and future as a guide – inwardly focused on integrating ideas and improving systems• AUXILIARY extraverted Thinking Te – Using logic to express and implement their ideas – outwardly logically decisive, focused on accomplishing goals• TERTIARY Feeling – Taking account of values – as they mature, assess situations more personally• INFERIOR extraverted Sensing Se – Factoring in current realities, details – developmental challenge is acting on immediate realities 225 INTJ = Logical visionary Communication highlights• Calm, decisive, firm minded, task orientated, and effective as well as efficient• Future and idea focused; broad systems- thinking approach• Use and trust logical analysis for mental mapping and planning• Provide vision; consider innovative possibilities and wide reaching solutions• Independent and self-reliant; initially keep ideas and insights to themselves 226
  • 114. Facilitator Guide Presentation Page 114 INTJ = Logical visionnary At first glance• Quiet, reserved, and somewhat detached; need time alone to conceptualise• Critically analyse, question, and challenge everything before they accept it• Comfortable directing others, but less interested in direct supervision• Will offer advice and a solution rather than explore options• Complete tasks themselves rather than take the time to explain them to someone else 227 INTJ = Logical visionnary What they want to hear• Ideas shared with select people judged competent and knowleadgeable• A thorough explanation of how and why things work• Long-term implications and strategic plans• Complex theoretical, and abstract ideas• Input from others mostly in the formative stage of their plan 228
  • 115. Facilitator Guide Presentation Page 115 INTJ = Logical visionnary When expressing themselves• Brisk, to-the-point communications that focus on tasks and goals• Communicate through ideas and questions• Look for new ideas and strategies to solve ongoing or recurring problems• May not explain their actions and may complete tasks without notifying others• Impatient when others do not immediately understand their visions and insights 229 INTJ = Logical visionnary Giving/receiving feedback• Self-reliant and self-critical as well as critical of others• Direct, matter-of-fact, and to the point• Spot flaws and give more corrective than positive feedback• Have high expectations of competence for themselves and others• Not always open to feedback, especially once they have thought something through 230
  • 116. Facilitator Guide Presentation Page 116 INTJ = Logical visionnary Interpersonal focus• Impatient with tedious job of explaining their elaborate models to others• Can be insightful about the needs and situations of others, but may not show it• More task oriented than people oriented; need logical reason to show empathy or appreciation• Not drawn to developing rapport; find small talk and social niceties tedious• Avoid dealing with personal issues and interpersonal conflict 231 232
  • 117. Facilitator Guide Presentation Page 117 ENTJ Strategist Mobilizer• Being a leader• Maximize talents• Marshal resources toward progress• Intuitive explorations• Forging partnerships• Mentoring and empowering• Talent for coordinating multiple projects• Balance peace and conflict• Predictive creativity• Often overwhelmed by managing all the details of time and resources. 233 ENTJ Strategist Mobilizer• DOMINANT extraverted Thinking Te – Directing others decisively; structuring the environment to achieve long-range goals – outwardly logically decisive, focused on accomplishing goals• AUXILIARY introverted Intuition Ni – Developing strategies, seeing patterns and possibilities in the present and future – inwardly focused on long-term systems improvements• TERTIARY Sensing – Including details and the steps necessary to achieve goals – as they mature, become more practical and realistic• INFERIOR Introverted Feeling Fi – Assessing the congruity between values and behaviours – developmental challenge is considering personal impacts 234
  • 118. Facilitator Guide Presentation Page 118 ENTJ = Insightful expeditor Communication highlights• Challenging, independent, decisive problem solvers who prefer to be in control of the situation• Logically and efficiently organise, redesign, or streamline systems and processes• Take an objective, visionary, long-term and strategic approach• Energetically take the initiative to realise their goals; lead and expect others to follow• Integrate and synthesize information; simultaneously manage complex projects 235 ENTJ = Insightful expeditor At first glance• Analyse and solve complex problems; quickly create and implement a workable plan• Critique, evaluate, and improve structures and systems; make systems more efficient• Like to get things moving, initiate action; task completion is the ultimate goal• Enjoy complexity and are stimulated by analysing ideas and possibilities• Want to delegate tasks to others and be in charge of the work being done. 236
  • 119. Facilitator Guide Presentation Page 119 ENTJ = Insightful expeditor What they want to hear• Clear expectations and then allow them to control the situation• Long-range goal setting and planning• Logical framework and rationale behind ideas and theories• Credible information form a competent, knowledgeable source• Clear, assertive language and direct communications 237 ENTJ = Insightful expeditor When expressing themselves• Take control and direct rather than encourage or motivate• Seek discussions and enjoy debating ideas and arguing semantics• Question information and authority; critically analyze what they see and hear• Competitive and like to demonstrate their knowledge and competency• Impatient slowing down and spending time explaining rationale to others 238
  • 120. Facilitator Guide Presentation Page 120 ENTJ = Insightful expeditor Giving/receiving feedback• Will call attention to something that isn’t right; straightforward and direct• Intolerant of incompetence, dependency and wasted effort• Believe that everything can be improved• Won’t hesitate to critique; can be perceived as overly critical or task oriented• See connections quickly and are impatient with those who don’t 239 ENTJ = Insightful expeditor Interpersonal focus• More task orientated than people focused; direct others to complete a plan• Value team contributions if team is focused and working toward a goal• Collaboration is a means to an end and not of value in itself unless it adds efficiency• Impatient with processes that take excess time to seek consensus and agreement• More important for them to be deemed competent than to be popular 240
  • 121. Facilitator Guide Presentation Page 121 241 The Inquisitive Engineer – ENTP & INTP• Uses intellect with elegance;• Is information, design, and process orientated;• Applies abstract criterai to fit situations into categories;• Has a zest for experimenting, hypothesizing, inventing, and exploring all aspects of life.• Is comfortable with abstraction and interrelated threads of ideas;• Enjoys seeing and developing strategies and patterns as they vary and change over time;• Derives one idea from another, considers multiple factors, notices errors, and connects inconsistencies distant in space and time;• Looks for leverage points;• Is a natural at extemporaneous problem solving. 242
  • 122. Facilitator Guide Presentation Page 122 INTP Designer Theorizer• Becoming an expert• Seeing new patterns and elegant connections• Talent for design and redesign• Crossing the artificial boundaries of thought• Activate the imagination• Carifying and defining• Making discoveries• Reflect on the process of thinking itself• Detach to analyze• Struggle with attending to the physical world 243 INTP Designer Theorizer• DOMINANT introverted Thinking Ti – Logically organising information into global systems to understand the world – inwardly evaluating ideas analytically and objectively• AUXILIARY extraverted Intuition Ne – Aproaching ideas and information with curiosity; extrapolating patterns into the future – outwardly focused on possibilities for enhancing systems• TERTIARY Sensing – Giving weight to external realities – as they mautr• INFERIOR extraverted Feeling Fe – Including the perspective and needs of people 244
  • 123. Facilitator Guide Presentation Page 123 INTP = Insightful analyser Communication highlights• Open ended, logical, analytical; focused on exploring possibilities• Systems thinkers; see and create complex models and frameworks• Flexible, resourceful, and independent; seek freedom of action• Summarise, integrate, and identify key issues and zero in on root causes of problems• Conceptualise and initiate long-term strategic solutions and opportunities 245 INTP = Insightful analyser At first glance• Initially somewhat detached, indifferent, and impersonal• Enjoy thinking outside the box and coming up with new and untried solutions• Seek to understand how things work; ask questions and offer options• Comfortable with ambiguity and complexity; create theories, models, and frameworks• Curious, skeptical, independent minded, exploratory, and insightful 246
  • 124. Facilitator Guide Presentation Page 124 INTP = Insightful analyser What they want to hear• New information and ideas and time to reflect and analyse implications• Global goals and ideas rather than specific plans or procedures• Dialogue with competent and knowledgeable people using precise and exact language• Critiquing, questioning and debating perspectives rather than taking them at face value• Less redundancy or stating of the obvious; enjoy precisions of thought 247 INTP = Insightful analyser When expressing themselves• Once you get to know them they can be easygoing, tolerant, and casual• Sketch a framework, make a flow-chart, or otherwise capture logic and possibilities• Highlight cause-and-effecty relationships, spot inconsistencies, and analyse flaws• Do things themselves rather than take time to delegate and explain them to someone else• May give a too-abbreviated overview or overwhelm people with technical complexity 248
  • 125. Facilitator Guide Presentation Page 125 INTP = Insightful analyser Giving/receiving feedback• Self critical and tend to give more corrective than positive feedback• Would rather let others set their own course of action than tell them what to do• Not easily swayed or convinced by emotional responses• Independent and want to set their own goals and may out their own plan• Don’t expect to provide specific or precise direction to others 249 INTP = Insightful analyser Interpersonal focus• May avoid interpersonal conflict rather than work it out• When they must work through conflicts, they are detached, calm and impersonal• Approach personal problems, like all other problems, in a logical, analytical way• Perplexed if personal variables, politics, or traditions are highly considered decision making critieria• Accept a variety of perspectives unless core guiding principles are violated. 250
  • 126. Facilitator Guide Presentation Page 126 251 ENTP Explorer Inventor• Being intuitive• Talented at building prototypes and getting projects launched• Lifelong learning• Enjoy the creative process• Share their insights about life’s possibilities• Strategically formulate success• An inviting host• Like the drama of give and take• Trying to be diplomatic• Surprised when their strategizing of relationships becomes problematic 252
  • 127. Facilitator Guide Presentation Page 127 ENTP Explorer Inventor• DOMINANT extraverted Intuition Ne – Scanning the environment for options, new and stimulating ideas, exciting possibilities – outwardly focused on possibilities for enhancing systems• AUXILIARY introverted Thinking Ti – Using logic to assess ideas and plan implementation – inwardly evaluating ideas analytically and objectively• TERTIARY Feeling – Factoring in the needs of others – as they mature, asses situations more personally• INFERIOR Introverted Sensing Si – Considering the limitations imposed by reality – developmental challenge is considering realities 253 ENTP = Logical Explorer Communication highlights• Persuasive and convincing when championing ideas• Future focused, change oriented systems thinkers; create new models and ideas• Quick to see problems as opportunities, explore links, and integrate ideas• Use logical analysis to zero in on root causes of complex problems• Champion change and initiate actions with great energy and excitement 254
  • 128. Facilitator Guide Presentation Page 128 ENTP = Logical Explorer At first glance• Initially seem skeptical, analytic and detached; can be easygoing, tolerant and casual• Open ended and exploratory; take in and integrate information from many sources• Think outside the box and come up with new and untried solutions to problems• Energetic and enthusiastic; immersed in projects to actualize their vision• Desire freedom and independence to align their efforts with a greater vision 255 ENTP = Logical Explorer What they want to hear• How and why things work; enjoy questioning others• Others questioning them and debating their perspectives• Verbal challenges to sharpen their perspective and demonstrate competency• No direct commands or specific instructions• Possibilities, ideas, theories and models that draw their interest and engage them 256
  • 129. Facilitator Guide Presentation Page 129 ENTP = Logical Explorer When expressing themselves• Use precise language; debate fine meanings and implications of words and concepts• Use logical, analytical language to describe abstract problems, systems and ideas• Discuss and play with alternative solutions that can seem in direct oppostion• Persuasive and articulate, they advocate, educate, and negotiate for their ideas• Do not like to repeat themselves and may not take the time to explain details 257 ENTP = Logical Explorer Giving/receiving feedback• Generally accepting, but intolerant of incompetence or substandard efforts• Will provide constructive feedback in a concise, to-the-point manner• Independent and assume that others will work independently; critical of dependence• Self-reliant and self critical; not likely to look to others for corrective feedback• Fail to see the need for being overly encouraging or for giving ongoing positive feedback 258
  • 130. Facilitator Guide Presentation Page 130 ENTP = Logical Explorer Interpersonal focus• Charming, disarming, very personable and persuasive• Deal with problems – even interpersonal ones – using logic more than emotion or empathy• Come across as impersonal, indifferent, or overly focused on tasks rather than people• Debate perspectives openly and can be surprised if others take comments personally• Can change positions easily and may come across as inconstant or mercurial 259 260
  • 131. Facilitator Guide Presentation Page 131 261 THE ARTISAN - Fox• Folklore describes the fox as observant, adaptable, clever, adventurous and action orientated.• Theses characteristics are found in the artisan type 262
  • 132. Facilitator Guide Presentation Page 132 THE ARTISAN - Live for today• Focus on action concentrated in the here and now• Are spontaneous and express their impulses in actions• Seek variety and stimulation• Need to have freedom to act• Become restless if not able to take action or when life is too routine• Live in the moment and are not overly concerned about the future• Solve immediate problems and perform interesting tasks• Focus on acting in and reacting to immediate and interesting stimuli• Find structures, rules and standard procedures restricting• Engage in open-ended exploration of their environment• Try things out to see what will happen• Improvise and adapt to meet present demands• Feel comfortable taking risks• Enjoy excitement and activities that entail some risks• Are tolerant, playful and easy-going• Want choices and options to negotiate and maneuver 263 Artisan• Want the freedom to choose the next act;• Seek to have impact, to get results;• Want to be graceful, bold and impressive;• Generally are excited and optimistic;• Are absorbed in the action of the moment;• Are orientated toward the present;• Seek adventure and stimulation;• Hunger for spontaneity;• Trust impluses, luck and their ability to solve any problem that they run into;• Think in terms of variation;• Have the ability to notice and describe rich detail; constantly seeking relevant information;• Like freedom to move, festivities and games;• Are natural negociaters;• Seize opportunities;• Are gifted tacticians, deciding the best move to make in the moment, the expedient action to take;• Are fequently drawn to all kinds of work that requires variation on a264 theme.
  • 133. Facilitator Guide Presentation Page 133 Tactical Skill Set - Artisan• Read the current context, the situation, and skillfully manage the situation;• Effect a desired result, often coming up with a variety of solutions;• Take action according to the needs of the moment and plan the next move;• Cleverly display, compose, and perform with attention to impact and effect;• Compose and produce just the right result that expresses the input of all those concerned;• Analyse and look at all angles beforehand, getting a sense of the situation and then being free to operate in the moment as things change;• Motivate others, often through a lively and moving presentation;• Promote and execute actions in response to the varying demands of the situation, going around obstacles when 265 necessary. Artisan Strengths on a team• Dynamic, lighthearted demeanor, great storytelling• Quick thinking and great at seizing opportunities• Great tactical problem solvers• Strong drive to take action• Constantly looking for new ways of doing things• Create the most expedient solution• Short, concise communicators• Focus on the here and now• Flexible and adaptable in times of change• Understand the motives behind the behaviour, able to persuade others to their way of thinking• Make good « buddies » on the team yet move on to new relationships easily 266
  • 134. Facilitator Guide Presentation Page 134 Artisan challenges on a team• May get bored easily and then disrupt the group• Impatinet with those who are not as quick as they are• May react « play-by-play » rather than look for a proactive solution• May move to act without considering implications• May sidestep the rules in the process• May become impatient with what they perceive to be long-winded communication• May lose sight of long-term vision• May make unnecessary changes for variety and stimulation• May appear manipulative• May be viewed as superficial and uncaring 267 The Practical Expeditor – ESTP & ISTP• Gets a strong sense of functionality with minimum effort;• Easily maneuvres around obstacles or uses them to one’s own advantage;• Has a mind like a camera with knowledge and understanding of the surrounding environment;• Likes things to just fall together and start working;• Is a natural with tools, whether litteral tools or applying abstract techniques, often catching on quickly;• Enjoys demonstrations of generosity;• Is skilled at useful problem solving, trying out various angles, and blending and adapting techniques to fit a situation;• Looks for and uses leverage points to manage. 268
  • 135. Facilitator Guide Presentation Page 135 ISTP Analyzer Operator• Actively solving problems• Observing how things work• Talent for using tools for the best approach• Need to be independent• Act on their hunches or intuitions• Understanding a situation• Taking things apart• Making discoveries• Sharing those discoveries• Unsettled by powerful emotional experiences 269 ISTP Analyzer Operator• DOMINANT introverted Thinking Ti – Logically organising vast amounts of specific data about the materiel world – inwardly logically analysing data based on their experience• AUXILIARY extraverted Sensing Se – Focusing on the immediate materiel realities in the surrounding world – outwardly acting on the immediate facts and details• TERTIARY Intuition – Seeing patterns in daily events – as they mature, consider possibilities as well as realities• INFERIOR extraverted Feeling Fe – Factoring in information about people – Developmental challenge is making personal connections 270
  • 136. Facilitator Guide Presentation Page 136 ISTP = Practical analyser Communication highlights• Somewhat reserved, easygoing, tolerant and informal• Observant of details and realities; examine and evaluate data using logical analysis• Flexible, resourceful, and focused on taking the most efficient course of action• Practical problem solvers desiring high level of freedom and independence• Value achieving results with the least effort possible 271 ISTP = Practical analyser At first glance• Calm, obervant, adaptable troubleshooters seen as detached or impersonal• Expedient and dislike any dialogue that slows them down or wastes their time• Immediate, not strategic, focus; do not like to discuss abstract or long-range goals• Impatient with ongoing rehashing or information or highly structured participation• Dislike close supervision and prefer to work outside of rules and conventions 272
  • 137. Facilitator Guide Presentation Page 137 ISTP = Practical analyser What they want to hear• How and why things work, with time to evaluate data and relate them to experience• Logical reasoning, objective and impersonal observations• Practical facts and details about the immediate situation• Less focus on discussing theories and ideas unless related to practical problems• Facts from knowledgeable and reliable people and sources 273 ISTP = Practical analyser When expressing themselves• Challenge accepted ways of doing things if they are not efficient• Would rather be taking action than taking time to explain their rationale or plan• On a few choice topics have great depth of knowledge and enjoy talking extensively• Calming influence in an emergency because they stay composed• Open to considering options; can shift perspectives and endorse a variety of solutions 274
  • 138. Facilitator Guide Presentation Page 138 ISTP = Practical analyser Giving/receiving feedback• Realistic and matter-of-fact• Set and hold high standards for themselves and others• Critique and evaluate their own performance as well as the performance of others• Have little need for external feedback; strong internal sense of how they are performing• May ignore or minimalize external feedback that opposes their self-assessement 275 ISTP = Practical analyser Interpersonal focus• More task oriented than people oriented, can seem brisk, detached and impersonal• See personal needs and feelings as detractors and irrelevant to the work setting• Can avoid dealing with interpersonal relationships and conflicts• Not focused on developing rapport; but will adapt to meet social norms• Dislike small talk and would rather avoid work social functions and celebrations 276
  • 139. Facilitator Guide Presentation Page 139 277 ESTP Promoter Executor• Taking charge of situations• Tactical prioritizing• Talent for negotiating• Want a measure of their success• Keep their options open• Enjoy acting as a consultant• Winning people over• Caring for family and friends• Enjoy exhilaration at the edge• Disappointed when others don’t show respect 278
  • 140. Facilitator Guide Presentation Page 140 ESTP Promoter Executor• DOMINANT extraverted Sensing Se – Delighting in the endless variety of the world and in spontaneously interacting with it – outwardly acting on the immediate facts and details• AUXILIARY introverted Thinking Ti – Using logic and expediency to solve practical problems – inwardly logically interpreting data based on their experience• TERTIARY Feeling – Noticing how decisions affect people – as they mature, consider more personal consequences of actions• INFERIOR Introverted Intuition Ni – Forming an internal image of the future – developmental challenge is visionning and long-term planning 279 ESTP = Logical responder Communication highlights• Convincing, objective, direct, straightforward, and matter-of-fact• Adaptable, resourceful, practical troubleshooters who like to take action• Negotiate, persuade and maneuvre around barriers, take most efficient course of action• Examine and evaluate data by relating it to past experiences• Active, engaging, challenging, risk taking and competitive 280
  • 141. Facilitator Guide Presentation Page 141 ESTP = Logical responder At first glance• Initially seem somewhat detached or indifferent• Focused on the facts and details of the immediate situation; observant of realities• Consider a number of options; open ended and flexible• Analytical and practical; seek to understand how and why things work• Solve practical problems; grounded in immediate realities and day-to-day activities 281 ESTP = Logical responder What they want to hear• To the point, practical information• Interactions that are fun and stimulating• Fewer long-term implications; impatient when others slow down and make plans• Minimal direction; rules and structure limit their ability to improvise• Less abstraction and theory; not convinced by intellectual arguements 282
  • 142. Facilitator Guide Presentation Page 142 ESTP = Logical responder When expressing themselves• Initially impersonal; can be charming, easygoing, tolerant and casual• Maneuvre around power and structure; finesse situations to work to their advantage• Act more than talk; not likely to sit around discussing matters for long periods• Like to act very quickly and do not want to slow down to explain their actions• May take action that circumvents the rules without communicating their intent 283 ESTP = Logical responder Giving/receiving feedback• If they have a difference of opinion, they will not hesitate to confront others• Tend to give more corrective than positive feedback and can be direct and blunt• Self-reliant and do not seek or require much ongoing validation• More likely to evaluate themselves than depende on external feedback• May not be focused on or see need for self-development in interpersonal areas 284
  • 143. Facilitator Guide Presentation Page 143 ESTP = Logical responder Interpersonal focus• Read people well and use this ability to their advantage when negotiating• See interactions as games or competitions; focus on winning not relationship building• May miss subtle social cues and not accurately sense people’s feelings or viewpoint• Don’t always demonstrate empathy or consider the needs of others• Prefer not to dig to deeply into ongoing roots and causes of interpersonal problems 285 286
  • 144. Facilitator Guide Presentation Page 144The Experential Improviser – ESFP & ISFP• Flows with a sense of the pace, rhythm, and process, with quick and easy responses to situations;• Is a hands-on, experential learner;• Often has a personal style;• Is good at asking questions, offering suggestions; presenting ideas, creating products, and making helpful comments;• Notices and gets in synch with sound, colour, texture, and motion and able to compose by quickly pulling things together;• Is often seen as entertaining;• Trusts impulses;• Enjoys the simple pleasures;• Is good at recruting loyalty and support. 287 ESFP Motivator Presenter• Stimulating action• Have a sense of style• Talent for presenting things in a useful way• Natural actors – engaging others• Opening up people to possibilities• Respect for freedom• Taking risks• A love of learning, especially about people• Genuine caring• Sometimes mispercieve others’ intentions 288
  • 145. Facilitator Guide Presentation Page 145 ESFP Motivator Presenter• DOMINANT extraverted Feeling Fe – Delighting in the stimulation of interacting with people and embracing the variety of sensing experiences – outwardly acting on the immediate facts and details• AUXILIARY introverted Feeling Fi – Setting priorities by being attuned to the needs of others – inwardly choosing actions according to their personal values• TERTIARY Thinking – Using logic to assess consequences – as they mature, consider more logical consequences of actions• INFERIOR Introverted Intuition Ni – Forming insightful internal pictures of people – developmental challenge is visioning and long-term planning 289ESFP = Compassionate responder Communication highlights• Friendly, outgoing, tactful, positive, energetic, collaborative and quick to offer assistance to others• Observant, in tune with people’s needs and feelings; able to develop rapport• Thoughtful and realistic troubleshooters who take action to help people• Able to live in and experience the moment with a lighthearted, optimistic attitude 290
  • 146. Facilitator Guide Presentation Page 146ESFP = Compassionate responder At first glance• Adopt an easygoing, tolerant pleasure- loving, casual approach• Observant of, interested in, and in tune with people and their immediate needs• Consider practical problems; use common sense• Highly socialble and active; enjoy meeting and developing rapport with people• Flexible to meet others’ needs without getting caught up in rules and procedures 291ESFP = Compassionate responder What they want to hear• Minimal direction; rules and structure limit their ability to resourcefully improvise• Les abstraction and theory; not convinced by intellectual arguments• Practical information to take immediate action with a minimun of sitting and planning• Less use of position power or authority to convey messages• Stimulation; engage senses with sounds, smells, textures, tastes and colors 292
  • 147. Facilitator Guide Presentation Page 147ESFP = Compassionate responder When expressing themselves• Want to laugh and have fun; love distractions and diversions• Help others come to consensus through cooperation, negotiation, and compromise• Will get people up and moving and would rather talk than act• Shared activities and experiences build strong connections and are highly valued• Engage in conversations easily; may spend too much time socializing 293ESFP = Compassionate responder Giving/receiving feedback• Generously offer positive feedback and compliment others• Express appreciation with tangible rewards such as gifts or offers to help• Can take criticism personally• Will deflect a dialogue if it becomes too logical or critical• Give more positive than corrective feedback; may avoid giving corrective feedback 294
  • 148. Facilitator Guide Presentation Page 148ESFP = Compassionate responder Interpersonal focus• Adept at picking up emotional cues and able to spot problems• See people as equals and accept and value diversity• Express themselves through actions and help others in a practical, hands-on manner• Generous and charming, they can easily develop rapport with and motivate others• Don’t like to deal with conflicts that cannot immediately be resolved with direct action 295 296
  • 149. Facilitator Guide Presentation Page 149 ISFP Composer Producer• Taking advantage of opportunities• Stick with what’s important• Talent for pulling together what is just right• Creative problem solving• Building relationships• Attracting the loyalties of others• Being their own true self• Have their own personal style• Play against expectations• Struggle with nuturing their own self-esteem 297 ISFP Composer Producer• DOMINANT intoverted Feeling Fi – Living by strong inner values about respecting people and nature – inwardly focused on evaluating ideas according to values• AUXILIARY extraverted Sensing Se – Focusing on the immediate needs of people in the world around them – outwardly acting on the immediate facts and details• TERTIARY Thinking – Using logic to assess consequences – as they mature, consider longer- range possibilities• INFERIOR Introverted Intuition Ni – Forming insightful internal pictures of people – developmental challenge is evaluating objectively 298
  • 150. Facilitator Guide Presentation Page 150 ISFP = Practical enhancer Communication highlights• Quiet, calm, observant listeners who strive to see what people need• Kind, considerate; and appreciative of the people and things around them• Take thoughtful, immediate action to help others solve problems• Nonjudgmental; attuned to and appreciative of individual differences• Use common sense and are realistic and practical 299 ISFP = Practical enhancer At first glance• Quietly supportive and unassuming• Attuned to the needs of others and will help them deal with immediate problems• Stay in the background and help others in a quiet and understated way• Prefer freedom and dislike being hampered by too many constrictive rules• Live in harmony with the moment and are easygoing, tolerant, and casual 300
  • 151. Facilitator Guide Presentation Page 151 ISFP = Practical enhancer What they want to hear• Practical, factual, detailed information and specifically what is expected of them• Clear expectations and then freedom to complete their own tasks• Acknowledgement of their need to think about and work on personally meaningful tasks• Collaboration, cooperation, and accommodation; nuturing and supportive language• In-depth, personal, one-to-one dialogue in an environment of trust 301 ISFP = Practical enhancer When expressing themselves• Focus the conversation of others and do more listening than talking• Are not likely to talk about themselves or their accomplishments• Share personal information only if trust is established• Have little interest in controlling, organising, and directing others• Will speak up in situations if their values are threatened• Careful to maintain harmony and will seek common ground 302
  • 152. Facilitator Guide Presentation Page 152 ISFP = Practical enhancer Giving/receiving feedback• Want others to appreciate and validated them in a quiet and personal way• Feel embarrassed or uncomfortable when the spotlight is turned on them• Appreciate the unique gifts of each person, usually on a one-to-one basis• Take critical feedback personally and can be deeply hurt when others criticize them• Find it difficult to evaluate, question,or offer constructive feedback to others 303 ISFP = Practical enhancer Interpersonal focus• Quick to focus on and meet the needs of others; may not focus on their own needs• Take time to develop close working relationships that are important to them• Highly observant of and sensitive to changes in moral and harmony• Uncomfortable with conflict and confrontation; will avoid these situations• Prefer to focus on the immediate situation rather than look to the root of problems 304
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  • 159. Facilitator Guide Presentation Page 159 317 Interaction styles Chart the Course Behind the Scenes Push for •A plan of action; •Best result;Group role •Keep the group on track; •Support the group’s process;Descision making •Deliberate decisions; •Consultative decisions; Focus •Define the process focus. •Understand the process. In Charge Get things going Push for •Completion of the project; •InvolvementGroup role •Lead the group to the goal; •Facilitate the groups progress;Descision making •Quick decisions; •Enthusiastic decisions; Focus •Getting results. •Interaction. RM 318 3-7
  • 160. Facilitator Guide Presentation Page 160 In Charge Chart-the-course Get-things-going Behind-the-scenes Urgent need to Pressing need to Urgent need to Pressing need to Accomplish in a anticipate and have involve others integrate andCore drive timely manner points of reference and be involved consider many sources Aim Get an achievable Get a desired Get an embraced Get the best result result result result possible Its worth the risk to It’s worth the effort It’s worth the It’s worth the timeCore belief go ahead and act and time to think energy to involve to integrate and or decide ahead to reach the everyone and get reconcile many goal everyone to want inputs to… •Supervise •Devise a plan •Facilitate •Support others •Mobilize ressources •Illuminate •Make things easy for •Define specifications Some •Mentor •Give guidance others •Clarify values and Talents •Execute actions •Monitor progress •Share insights issues •Explore options •produce Decision Quick Decisions Deliberate Consensual Consultative Making Decisions Descisions Decisions 319 RM 3-16 320
  • 161. Facilitator Guide Presentation Page 161 321 Chart the course Chart the Course Chart the Course – time and task, slower pace – time and task, slower pace •Use brief openingGreeting •Make intermittent eye contact •Convey a sense that things are •Have a casual, yet erect posture Taking on track and under control •Keep your distance and don’t Leave Be brief, yet assuring invade their space State why you are there •Stay focused on the task at hand •Be systematic Doing •Answering questions, but don’t •Explain the plan in detail Something feel compelled to make small talkExplaining •Invite questions about the Be thoroughsomething details •Pause for questions •Don’t rush them •Limit small talk Getting •Reflect back to them what you •Be matter of fact and less feedback or hearGetting personal answering •Pauseinformation •Pause questions •Don’t interrupt •Don’t interrupt •If you don’t have specific answers, •Step back a little don’t try to answer generally •Use active listeningGetting •Don’t rush them •Say « Oh? (pause) So? (pause).Someone todo some- •Tell them in a straightforwardThing manner •Give an opportunity for them to question 322 •Pause
  • 162. Facilitator GuidePresentation Page 162 323 324
  • 163. Facilitator Guide Presentation Page 163 325 Interaction styles – Behind the scenes Behind the scenes Behind the scenes Enrolling and relating - slower pace Enrolling and relating - slower pace •Use a quietly friendly tone Greeting •Disclose something about Taking •Use caring and gentle friendliness yourself Leave •Gently close the conversation •Try low-key connecting with some eye contact •Use a slow, calm mace. •Have a helpful attitude Doing •Be alert to their need to process •Allow reflection time Something and get more information •Gage them non-verbally andExplaining then invite questions or theirsomething thoughts •Take it slow Getting •Don’t finish their sentences •Don’t rush them feedback or •Reflect back to them what you •Don’t interrupt answering heard •Take pauses questions Getting •Say « oh? (pause) So? (pause) » •Use head nods and «uu-huhs »information •Answer questions honestly and •Speak with an upward openly inflection. •Get their input Getting •Be supportive Someone to do some- •Assure them they are not Thing bothering you 326
  • 164. Facilitator Guide Presentation Page 164 327 Interaction styles – In Charge IN Charge IN Charge – time and task, faster pace – time and task, faster pace •Use brief cordial opening •Convey a sense of composure •Make direct eye contact Taking and that things are under control Greeting •Use a fast pace Leave •Pleasantly honor their sense of •Speak in a strong voice Urgency •Show confidence •State directly why you are •Be business like •There Doing •Be efficient Something •If you must redo somthing, •Explain the goal explain whyExplaining •Give the reason for the •Answer questionssomething procedurethe timing, etc. •Present the main points, not Getting •Ask for exactly what you want details unless asked feedback or •Don’t digress, yet stay friendly answering •Answer confidently and directly •Ask directly questions •If you don’t have the answers, •Be matter of fact •Assure that you’ll get them Getting •Don’t be too personal •ASAPinformation •They may want to know why •They are not likely to accept you need the information. •Roadblocks to what they see •Is needed. •Tell in a straightforward Getting manner Someone to do some- •Give time-and-task details Thing •Focus on expected results 328
  • 165. Facilitator GuidePresentation Page 165 329 330
  • 166. Facilitator Guide Presentation Page 166 331 Get things going Get things going Get things going enrolling and relating, faster pace enrolling and relating, faster pace Greeting •Use a warm voice tone Taking •Show warmth •Be expressive Leave •Gently close the conversation •Make personal comments •Use open gestures •Make eye contact •Be energetic, even jovial in manner Doing •Carry on small talk while working Something to convey interest and caring •Present the main pointsExplaining •Allow time for conversationsomething and questions •Be supportive •Acknowledge and encourage •Be prepared to listen them to express emotion •Be very responsive, verbally Getting Allow them to digress and ramble Getting and non-verbally feedback or as they think out loudinformation •Ask open-ended questions answering Say « Oh? (pause), So? (pause) •Speak with an upward questions Be verbally and non-verbally inflection responsive and expressive. •Explore options Getting •Add elements of fun Someone to do some- •Use storytelling and examples Thing of others 332
  • 167. Facilitator Guide Presentation Page 167 333 TemperamentSJ SJ NF NTSP SP NF NTSP SP NF NTSJ SJ NF NT RM 334 5-1
  • 168. Facilitator Guide Presentation Page 168 335 Order or Preferences ISTJ ISFJ INFJ INTJ1. Sensing 1. Sensing 1. Intuition 1. Intuition2. Thinking 2. Feeling 2. Feeling 2. Thinking3. Feeling 3. Thinking 3. Thinking 3. Feeling4. Intuition 4. Intuition 4. Sensing 4. Sensing ISTP ISFP INFP INTP1. Thinking 1. Feeling 1. Feeling 1. Thinking2. Sensing 2. Sensing 2. Intuition 2. Intuition3. Intuition 3. Intuition 3. Sensing 3. Sensing4. Feeling 4. Thinking 4. Thinking 4. Feeling ESTP ESFP ENFP ENTP1. Sensing 1. Sensing 1. Intuition 1. Intuition2. Thinking 2. Feeling 2. Feeling 2. Thinking3. Feeling 3. Thinking 3. Thinking 3. Feeling4. Intuition 4. Intuition 4. Sensing 4. Sensing ESTJ ESFJ ENFJ ENTJ1. Thinking 1. Feeling 1. Feeling 1. Thinking2. Sensing 2. Sensing 2. Intuition 2. Intuition3. Intuition 3. Intuition 3. Sensing 3. Sensing4. Feeling 4. Thinking 4. Thinking 4. Feeling 336 RM 4-22
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  • 171. Facilitator Guide Presentation Page 171 341  Le modèle dynamique Fonction dominante Fonction Fonction auxiliaire tertiaire Osiris Conseil Fonction inférieure 34 2 Model of the Eight Preferences Sensation Perception Extraversion (Information) Intuition Préférences Introversion Thinking (Pensée) Judgment (Décisions) Feeling (sentiment) Osiris Conseil RM 3-5
  • 172. Facilitator Guide Presentation Page 172 34  Les 8 fonctions 3 Se Fe Si Ti Fi Ni Ne Osiris Conseil 344
  • 173. Facilitator Guide Presentation Page 173 345Analogie avec une voiture Dominante Auxiliaire 1 2 Conducteur Passager Adolescent Bébé 4 3 Tertiaire Inférieur 346
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  • 175. Facilitator Guide Presentation Page 175 Model of the Eight Preferences Sensation Perception Extraversion (Information) Intuition Préférences Introversion Thinking (Pensée) Judgment (Décisions) Feeling (sentiment) RM 349 3-5 Le modèle dynamique Fonction dominante Fonction Fonction auxiliaire tertiaire Fonction inférieure 350
  • 176. Facilitator Guide Presentation Page 176Philosophies of life that engage the perceiving processes• Se= There is always more to be experienced, and opportunities don’t last.• Ne = There are always other perspectives and new meanings to discover• Si = There is always a comparison to be made, and if it is familiar it is to be trusted• Ni = There is always a future to realize and a significance to be revealed 351Philosophies of life that engage the judgement processes• Te = Everything can be logical, structured, and organized.• Fe = Everything can be considered in terms of how it affects others• Ti = Everything can be explained and understood in terms of how it works• Fi = Everything can be in harmony or congruence 352
  • 177. Facilitator Guide Presentation Page 177 Les 8 fonctions Se Fe Si Ti Fi Ni Ne 353 ISTJ S ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ 354
  • 178. Facilitator Guide Presentation Page 178Analogie avec une voiture Dominante Auxiliaire 1 2 Conducteur Passager Adolescent Bébé 4 3 Tertiaire Inférieur 355 356
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  • 180. Facilitator Guide Presentation Page 180 359Les Fonctions de Perception: Sensation & iNtuition 360
  • 181. Facilitator Guide Presentation Page 181 Sensing types• Face life observantly, craving enjoyment• Admit to consciousness every sense impression and are intensely aware of the external environment – they are observant at the expense of imagination• Are by nature pleasure lovers and consumers, loving life as it is and having a great capacity for enjoyment – they are in general contented• Desiring chiefly to process and enjoy, and being very observant, they are imitative, wanting to have what other people have and so what other people do, and are very dependant upon their physical surroundings• Dislike intensely any and every occupation that requires the suppression of sensing, and are most reluctant to sacrifice present enjoyment to future gain or good. 361 Sensing types cont.• Prefer the art of living in the present to the satisfactions of enterprise and achievement• Contribute to the public welfare by their support of every form of enjoyment and recreation, and every variety of comfort, luxury and beauty• Are always in danger of being frivolous, unless balance is attained through the development of a judging process. 362
  • 182. Facilitator Guide Presentation Page 182Most people who prefer sensing• Focus on what is real and actual• Value practical applications• Are factual and concrete• Observe and remember sense data and details• Are present orientated• Trust experience and distrust intuitive insights 363 Sensing• Sensing is a process of becoming aware of tangible, sensory information and often involves responding to that information without any judgement or evaluation of it• In the sensing process the focus is on the actual experience, the facts and the data – the reality of things and making that reality more clear and vivid• As an active process, it is more than a stimulation of the five senses• It is the registration of that stimulation and actively being drawn outward to what is experienced and acting on the concrete realities of a situation or inward recollections of familiar experiences 364
  • 183. Facilitator Guide Presentation Page 183 SENSING• People who prefer sensing like taking in information through sight, sound and other senses to find out what is actually happening• They are observant of what is going on around them and are especially good at recognising the practical realities of a situation.• They can typically retrieve very accurate, vivid details about a large variety of experiences, things and people. 365La Sensation (S) se réfère aux perceptions observables par les sens et établit ce qui existe.• Parce que les sens ne peuvent amener à la conscience que ce qui suivent au moment présent, les personnes qui préfèrent la sensation ont tendance à se concentrer sur les expériences disponibles à leurs cinq sens.• Elles développent alors souvent des caractéristiques associées à la conscience, telles que : – La jouissance du moment présent – Le réalisme – L’acuité d’observation – La mémoire des détails des expériences passées et présentes – Un esprit pratique• Les personnes orientées vers la Sensation peuvent devenir si concentrées dans leur observation et leur expérimentation du moment présent qu’elles ne prêtent pas suffisamment attention aux possibilités futures. 366
  • 184. Facilitator Guide Presentation Page 184 Les deux types de sensation Sensation = Se Extraversion Sensation extraverti Introversion Sensation = Si Sensation introverti RM 367 3-5 Sensation introvertie 368
  • 185. Facilitator Guide Presentation Page 185 36  9 ISTJ ISFJ Sensation introvertie ESTJ ESFJ Si- Ne- Nature Capacité à répertorier les expériences et à les comparer à ce qui a déjà été expérimenté Caractéristiques Fonctionne comme une plaque photographique : absorbe tous les détails en générales silence et ne montre rien à lextérieur Suit les règles, les procédures, tout ce qui a prouvé son efficacité. Sens de la tradition, gardien de la stabilité. Orientation vers le passé, pour en tirer les leçons. Prudence pouvant ressembler à de la passivité. Apprentissage Apprend de façon méthodique, dans un environnement stable, en suivant des méthodes éprouvées. Résolution de Collecte des informations précises, quantifiées ; les classe et les compare problème aux informations déjà archivées. Sinspire de ce qui a déjà été fait. Osiris Conseil Autorité Suit normalement lautorité désignée et entend quil en soit fait de même par rapport à lui. Aime bien trancher sil a suffisamment de données. Vous vous habillez le matin en utilisant Sensation Introverti « Se souvenir de la dernière fois que vous avez porté un article particulier ou la dernière fois que vous avez assisté à un évènement semblable – peut- être même se souvenir comment vous vous sentiez à ce moment là ». 370
  • 186. Facilitator Guide Presentation Page 186 Si = RecallingAttune to own vivid data bank of past sensory experiences• Recall memories more vividly that present experience• Remember the physical world and subjective impressions in detail• Observe current information and file it internally for retrieval when needed• Internally file details that coincide with personal interests and experiences; discard other information 371 372
  • 187. Facilitator Guide Presentation Page 187 Si = Introverted SensingIntroverted Sensing types typically use their favorite perceiving function intheir inner world, processing information and experiences and reflecting onthem. As a result they tend to:•Trust the evidence of their senses and past and presentexperience;•Feel uncomfortable moving beyond sense experience untilthey have thoroughly understood it;•Distrust people who are careless about facts and sloppyabout details;•Attend to facts and details in a careful and orderly manner;•Fulfill their responsabilities thoroughly and conscientously;•Value traditions and time-honored institutions;•Appear well-grounded in reality and trustworthy;•Enjoy perfecting existing techniques to achieve efficiencyand cost effectiveness. 373 Si = Introverted Sensing • Introverted sensing often involves storing data and information, then comparing and contrasting the current situation with similar ones • The immediate experience or words are instantly linked with the prior experiences, and we register a similarity or a difference – for example, noticing that some food doesn’t taste the same of is saltier that it usually is • Introverted sensing is also operating when we see someone who reminds us of someone else • Sometimes a feeling associated with the recalled image comes into our awareness along with the information itself. 374
  • 188. Facilitator Guide Presentation Page 188 Si = Introverted Sensing • Then the image can be so strong, our body responds as if reliving the experience. • The process also involves reviewing the past to draw lessons of history, hindsight and experience • With introverted sensing, there is often great attention to detail and getting a clear picture of goals and objectives and what is to happen. • There can be a oneness with ageless customs that help sustain civiliization and culture and protect what is known and long-lasting, even while what is reliable changes. 375 Si = évaluer ; lier ; comparer et contraster ; remarquer parité et disparité ; le passé. « C’est comment ça a toujours été. Cela me rappel de…. »• La sensation introvertie implique souvent le stockage des données et de l’information, puis la comparaison et le contraste entre la stimulation actuelle avec celles pareilles.• L’expérience immédiate ou les mots sont liés immédiatement avec les expériences antérieures et on registre qu’il y a une similarité ou une différence – par exemple, en remarquant que la nourriture n’a pas le même goût ou a plus de sel que normal 376
  • 189. Facilitator Guide Presentation Page 189 Draw on past experiences and apply what is relevant to the present situation• Perceive connections between current information and past experience• May show no immediated response while accessing data bank of past and processing information• Recall previous relevant experiences to generate new ideas• Compare and contrast present and past• Project the past into the future: « I did this last time and this happened, therefore the same thing will happen again »• Can become pessimistic, « things always go wrong ». 377Si = Aware of past experiences and traditions• Highly trust their own vivid data bank of knowledge and experiences• Communicate « shoulds » and « oughts » related to respect or traditions• Uphold traditions and ceremony, talk about heritage and history• Know and describe how things have always been• Value experience in others• Ask « What is your experience? », say « In the past… », « In my experience ». 378
  • 190. Facilitator Guide Presentation Page 190 379• Si vous regardez par la fenêtre et que vous voyez un pommier et vous vous rappelez immédiatement de l’image d’un pommier que vous avez déjà vu avant et vous devenez conscient de la sensation de l’air automnale (même si c’est la fin d’été) vous seriez en train d’engager le processus de la sensation introvertie.• Votre attention et votre énergie seraient tournées vers l’intérieur et vous vous dégagez du monde sensoriel extérieur et vous entrez dans le monde intérieur des impressions stockées. 380
  • 191. Facilitator Guide Presentation Page 191 Dominant introverted Sensing ISTJ & ISFJ• Direct energy and attention inwards to remember external reality and events, as well as internal thoughts, feelings, bodily sensations, memories• Focus on reality as they have experienced it – emphasis may be on the present or the past• Seek to take in what exists and to integrate it into their internal store of information for retrieval when needed• Select details that fit in with their interests and prior experience – remember them; let others go 381 Dominant introverted Sensing ISTJ & ISFJ• Mentally review past experiences to find relevant information for application to present situations• Use thoroughness and sound judgement as guidelines• Are steady and reliable• Give substance and structure• Seek responsibility and a sense of belonging• Approach life with curiosity and seriousness – treasure their vivid personal experience and knowledge. 382
  • 192. Facilitator Guide Presentation Page 192 Dominant Si ISTJ & ISFJ • Dominant introverted sensors approach problem solving by gathering a great deal of specific, realistic, relevant information and filtering it through their personal experience and knowledge. • Their decisons and actions are deliberate, definite, carefully considered and therefore firm • Goal is to form a solid, substantial and accurate understanding of the world around them and their place in it. 383Inferior function of Introverted Sensing Types = ISTJ & ISFJ = Ne Par défaut défaut: Par excès: • Rejette les idées nouvelles, voire • Se livre soudainement à des s’exaspère contre elles actions impulsives • A peur de l’inconnu • Traite les faits de façon • Porte une attention excessive irrationnelle ou n’arrive plus a aux détails, raisonne à court déceler les faits pertinents terme • Imagine l’avenir de façon • A des difficultés à prévoir ce qui catastrophique, voit tout en noir va se passer et réalise après • Tombe sous la dépendance de coup avoir eu tous les éléments « gourous » en mains sans pourvoir en tirer une vue d’ensemble Contributions à la dynamique de la psyché: • Vision plus large et plus positive de l’avenir • Flexibilité et capacité d’adaptation • Souplesse dans les relations 384
  • 193. Facilitator Guide Presentation Page 193INFP Intuition extravertieINTPENFPENTPNe-Si- Nature Flux continu didées et de possibilités nouvelles se manifestant dans toute situation. Caractéristiques "Brasseur" didées, capacité inventive générales Bon communicateur, entre facilement en contact, "vend" bien ses idées Sadapte, rebondit, passe dune chose à lautre Voit vite les grandes lignes, pressent les évolutions à venir Apprentissage Dans un contexte effervescent, de bouillonnement didées, en échangeant avec dautres. Résolution de Forte créativité, capacité à voir les problèmes autrement, à pratiquer des problème recadrages soudains, à établir des connexions originales. Autorité Dirige par la vigueur communicative des idées nouvelles, le défi constant dexpérimenter de nouvelles idées ou de nouvelles manières de faire. 385 Inferior function of Introverted Sensing (Si) = ISTJ & ISFJ = Ne Triggers for the inferior function function: Forms of the grip experience: • Issues of reality • Loss of control over facts and • Anything unknown details • Overdoing their own type • Impulsiveness • Catastrophizing Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Need to hit bottom • Broadened perspective • Being taken seriously by others • Clarified values • Being helped with overwhelming • Flexibility in relationships details 386
  • 194. Facilitator Guide Presentation Page 194 Les deux types de sensation Sensation = Se Extraversion Sensation extraverti Introversion Sensation = Si Sensation introverti RM 387 3-5 Sensation extravertie 388
  • 195. Facilitator Guide Presentation Page 195ISTP Sensation extravertieISFPESTP Nature Capacité à simmerger totalement dans le moment présent et à ressentirESFP lenvironnement par tous les sens.Se-Ni- Caractéristiques Réalisme, pragmatisme, adaptabilité ; passe facilement dune activité à générales lautre. Energie illimitée pour ce qui lintéresse, faible pour ce qui nest que "devoir". Naime pas les règles et procédures, les catégories En symbiose avec le monde extérieur dont il tire son énergie. Apprentissage Apprend par expérimentation concrète et en discutant avec celles et ceux qui suivent le même apprentissage. Sens de la vulgarisation. Résolution de Sens de lobservation, capacité à trouver les données factuelles problème nécessaires. Pose des questions, repère les changements dans lenvironnement. Trouve des solutions pratiques. Autorité Par lexemple et lefficacité sur le terrain. Résiste à lautorité "hiérarchique". 389 Vous vous habillez le matin en utilisant Sensation Extraverti « Remarquer ce qui est disponible, essayer les articles différents pour voir de quoi on a l’air ». 390
  • 196. Facilitator Guide Presentation Page 196 391 Se = expérimenter, faire, remarquer les opportunités de l’action ; adapter et varier, le présent. « C’est ce qu’il est….ce qui procède ».• Etre confronté à et remarquer le monde physique, en scrutant des réactions visibles et des données pertinentes.• Qu’est-ce qui se passe vraiment ?• Quels sont les faits de la situation ?• Qu’est-ce que je peux faire avec ces données maintenant ? 392
  • 197. Facilitator Guide Presentation Page 197 Extraverted Sensing = Se • Experiencing, doing, observing and responding, adapting and varying, present • Current perceptions vividly capturing attention • Paying attention to what stands out and is impactful • Becoming aware of rich sensory details • Noticing what’s happening now as it changes • Scanning the current situation for relevant information • Energy going to more and new stimulation • Focusing on possibilities for action • Asking for specific details to perceive the pattern • Reading minimal, nonverbal cues • Seeking aesthetic purity and pleasure in experiences • Attention turning outward to more sensory input • Living an experience – « This is what is. » « What’s next? » 393 Se = Extraverted SensingExtraverted Sensing types typically use their favoriteperceiving function in the outside world, focusing it onpeople, things, and activities. Perhaps more thanany other type they are « in the world » andexperience sencory data from the environment purelyand directly. As a result they tend to:•Cut to the heart of a situation and implement an effective solution•Ignore hidden implications, hypotheses, past traditions and futurepossibilities;•Demonstrate an economy of effort in whatever they do;•Feel optimistic, not dwelling on problems outside of their control;•Accept others as they are and take people and situations at face value;•Have a natural affinity for sensual and aeshetic experience;•Appear shallow in their pursuit of sensual pleasure at times•Evoke admiration and often envy for their carefree enjoyment of everydayliving. 394
  • 198. Facilitator Guide Presentation Page 198 Extraverted Sensing = Se• Extraverted sensing occurs when we become aware of what is in the physical world in rich detail• We may be drawn to act on what we experience to get an immediate result• We notive relevant facts and occurrences in a sea of data and experiences, learning all the facts we can about the immediate context or area of focus and what goes on in that context• An active seeking of more and more input to get the whole picture may occur until all sources of input have been exhausted or something else captures our attention 395 Extraverted Sensing = Se• Extraverted sensing is operating when we freely follow exciting physical impluses or instincts as they come up and enjoy the thrill of action in the present moment.• A oneness with the physical world and a total absorption may exist as we move, touch, and sense what is around us.• The process involves instantly reading cues to see how far we can go in a situtation and still get the impact we want for respond to the situation with presence396
  • 199. Facilitator Guide Presentation Page 199 397 Vous pouvez regarder par la fenêtre et remarquer un pommier dans votre jardin.• Vous voyez les pommes rouge de rubis et les feuilles d’un vert profond, la richesse des couleurs brunes-grises du tronc et les branches et comment la lumière du soleil joue à travers le jardin.• Vous sortez, cueillez une pomme et la croquez tout en savourant sa maturité, son goût sucré et l’arôme frais d’une pomme vraiment fraîche.• En vous asseyant sur le sol vous sentez la fraîcheur au-dessous et la chaleur du soleil – vous êtes en adéquation avec l’expérience, vous ne la nommez pas, vous ne la découvrez pas, c’est juste une expérience pure.• La scène entière vient à l’esprit presque immédiatement.• Vous ressentez plus en plus, recherchant toute variation qui peut exciter intensément les sens.• Le processus est passager et lié aux événements de la situation immédiate. Elle se passe dans l’ici et maintenant et nous aide à savoir ce qui est vraiment présent dans le monde physique et nous aide à nous y adapter. 398
  • 200. Facilitator Guide Presentation Page 200 Dominant Extraverted sensing types ESTP & ESFP• Direct energy and attention outwards, noticing everything in great accuracy and detail – sights, smells, sounds, touch, human reactions.• Focus on intensely experiencing the present – emphasis is always on the « here and now »• Seek stimulation through the variety and vividness of sensations, rather than through the depth and meaning of experiences• See all experiences as valuable (especially new ones); tend not to judge or select 399 Dominant Extraverted sensing types ESTP & ESFP• Practise the art of the possible; use what is there, not what used to be or what might be• Use resourcefulness• Are energetic and charming• Take action; use trial and error approach• Seek free and spontaneous lives• Approach life with zest and a sense of adventure- want to enjoy every experience and opportunity it has to offer 400
  • 201. Facilitator Guide Presentation Page 201 Dominant Se Approach to problem solving • Dominant extraverted sensors approach problem solving by quickly assessing the realities and plunging into action to bring about desired results, manipulating whatever is at hand • They focus on responding quickly and expediently to the immediate reality 401Inferior function of Extraverted Sensing Types = ESTP & ESFP = Ni Par défaut défaut: Par excès: Attachement excessif aux objets Visions délirantes à partir de • Rejet des théories détails prenant une importance disproportionnée • Confusion intérieure, difficulté à dégager une vue d’ensemble • Projections sur les objets, qui sont investis de signification • Manque de confiance dans exagérée l’avenir. • Rigidité morale ou religieuse • Esotérisme, recherche de symbolisme à tout prix Contributions à la dynamique de la psyché: • Capacité de synthèse • Confiance dans l’avenir • Sensibilité à ce qui est sous-jacent, non directement perceptible 402
  • 202. Facilitator Guide Presentation Page 202 Intuition introvertie dans lombreISTP Attachement excessif aux objetsISFP Rejet des théories Par insuffisanceESTP Confusion intérieureESFP Ma nque de confiance dan lavenir sNi+Se+ Visions délirantes à partir d d e étails Par excès Rigidité (mo rale, religieus …) e Recherche de symb olism à tout prix e 403Inferior function of Extraverted Sensing Types = ESTP & ESFP = Ni Triggers for the inferior function function: Forms of the grip experience: • Excessive focus on the future • Internal confusion • Closing off of options • Inappropriate attribution of • Excessive structured activity meaning; • Grandiose vison Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Making contingency plans • Less fear of possibilities • Reassuring by others regarding • Appreciation of the unknown « dire » consequences • Access to their own intuition • Helping others in setting priorities 404
  • 203. Facilitator Guide Presentation Page 203INFJINTJ Intuition introvertieENFJ Nature Capa cité de per oir l s liens s cev e ous-jacen entre des élémen divers t ts ts eENTJ de les synthé tiserdans une vis globale e à long terme. ion tNi-Se- Caractéristiques Fa tés d concen cul e tration et de conception élevées. générales Force des imag intéri ures donnant d v es e es isions originales du monde Exprimeses magesde façon c i oncentrée ; enseen silen mais sifort p ce quil croit sêtre exprimé. Apprntiss e age Apprnd d préférnce se dans les livres,en dispos du emps e e e ul, ant t nécessai p apprfondir et ma re our o turer . Résolution de Capacité à déf le bu à long term ; vision stratégique sa se pe inir t e ns rdre problèm e dans les détails. Sait ordonnancer les moyenspour la réa lisation du bt. u Autorité Fondée sr la cl rté de la vision et léne dép u a rgie loyée pour la réa liser.Ne resp te qu la compé ce. ec e ten 405 Intuition • Intuiting is a process of becoming aware of abstract information, like symbols, conceptual patterns, and meanings. • It is an intangible « knowing » of what something means, how it relates to something else, or what might happen • As an active perceptual process, it is more than a sixth sence • It often involves actively bringing together or forming new ideas in novel ways • Sometimes this process is ‘triggered’ by an external event, or sometimes this abstract information just seems to present itself into our awareness; 406
  • 204. Facilitator Guide Presentation Page 204 Intuitive Types• Face life expectantly, craving inspiration• Admit fully to consciousness only the sense impressions related to the current inspiration; they are imaginative at the expense of observation• Are by nature initiators, inventors and promoters; having no taste for life as it is, and a small capacity for living as it is, and a small capacity for living in and enjoying the present, they are generally restless 407 Intuitive Types• Desiring chiefly opportunities and possibilities, and being very imaginative, they are inventive and original, quite different to what other people have and do, and are very independant of their physical surroundings• Dislike intensely any and every occupation that necessites sustained concentration on sensing, and are willing to sacrifice the present to a large extent since they neither live in it nor particularly enjoy it 408
  • 205. Facilitator Guide Presentation Page 205 Intuitive types cont.• Prefer the joy of enterprise and achievement and pay little attention to the art of living in the present• Contribute to the public welfare by their inventiveness, initiative, enterprise and powers of inspired leadership in every direction of human interest• Are always in danger of being fickle, changeable, and lacking in persistence, unless balance is attained through the development of a judging process 409 L’Intuition• L’intuition est un processus de prise de conscience de l’information abstraite, comme des symboles, des motifs conceptuels et des significations.• C’est une connaissance intangible de ce que veut dire quelque chose, comment il est lié à quelque chose d’autre, ou ce qui peut se passer.• Il y en a qui l’appelle le sixième sens. Quelquefois le processus est provoqué par un événement à l’extérieur ou quelque fois cette information abstraite semble juste se présenter à notre conscience. 410
  • 206. Facilitator Guide Presentation Page 206• People who prefer intuition like to take in information by seeing « the big picture », focusing on relationships and connections between facts.• They want to grasp patterns and are especially good at seeing new possibilities and different ways of doing things.• They often seem able to see into the future, to predict trends and events in advance of everyone else• They focus on possiblities• Value imagination, minimise the value of experience• Are abstract and theoretical• Are future orientated• Trust insight• See patterns and meaning in facts 411 Les deux types d’Intuition Intuition = Ne Extraversion Intuition extraverti Introversion Intuition = Ni Intuition introverti RM 412 3-5
  • 207. Facilitator Guide Presentation Page 207 Intuition introvertie 413INFJINTJ Intuition introvertieENFJ Nature Capa cité de per oir l s liens s cev e ous-jacen entre des élémen divers t ts ts eENTJ de les synthé tiserdans une vis globale e à long terme. ion tNi-Se- Caractéristiques Fa tés d concen cul e tration et de conception élevées. générales Force des imag intéri ures donnant d v es e es isions originales du monde Exprimeses magesde façon c i oncentrée ; enseen silen mais sifort p ce quil croit sêtre exprimé. Apprntiss e age Apprnd d préférnce se dans les livres,en dispos du emps e e e ul, ant t nécessai p apprfondir et ma re our o turer . Résolution de Capacité à déf le bu à long term ; vision stratégique sa se pe inir t e ns rdre problèm e dans les détails. Sait ordonnancer les moyenspour la réa lisation du bt. u Autorité Fondée sr la cl rté de la vision et léne dép u a rgie loyée pour la réa liser.Ne resp te qu la compé ce. ec e ten 414
  • 208. Facilitator Guide Presentation Page 208 Vous vous habillez le matin en utilisant Intuition Introverti« S’imaginer porter une tenue ou peut-être s’imaginer d’une certaine façon ». 415 416
  • 209. Facilitator Guide Presentation Page 209 Ni = Introverted IntuitionIntroverted Intuitive types typically use their favoriteperceiving function in their inner world, focusing onideas, concepts and complex possibilities. They arethe most intellectually independent of the types. As aresult they tend to:•Have a theory to explain everything;•Prefer innovative solutions over established ones;•See situations from an unusual perspective;•Come across as sharp, quick, and uncannily correct;•Make insightful analyses and forthright judgements;•Cut through distractions readily to get to essential meaning;•Appear at time inflexible in their judgements;•Appear at times as charismatic visionaries. 417 Introverted Intuition = Ni • Introverted intuition involves synthesizing the seemingly paradoxial or contradictory, which takes understanding to a new level • Using this process, we can have moments when completly new, unimagined realisations come to us. • A disengagement from the interactions in the room occurs, followed by a sudden « Aha ! » or « That’s it ». • The sense of the future and the realisations that come form introverted intuition have a sureness and an imperative quality that seem to demand action and help us stay focused on fulfilling our vision or dream of how things will be in the future 418
  • 210. Facilitator Guide Presentation Page 210 Introverted Intuition = Ni• Using this processus, we might rely on a focal device or symbolic action to predict, enlighten or transform• We could find ourselves laying out how the future will unfold based on unseen trends and telling signs• This process can involve working out complex concepts or systems of thinking or conceiving of symbolic or novel ways to understand things that are universal• It can lead to creating transcendent experiences or solutions 419 Intuitition Introverti Ni –• Prévoir les implications, conceptualiser et avoir les images du futur ou une signification profonde.• Quelles sont les concepts ?• Quel est le but le plus important ? 420
  • 211. Facilitator Guide Presentation Page 211 421• Si vous regardez par votre fenêtre et que vous ne remarquez même pas que le pommier existe, mais plutôt vous avez la sensation que tous les vergers dans les parages vont bientôt être abattus et remplacés avec un lotissement, vous auriez expérimenté l’intuition introvertie.• L’intuition introvertie implique souvent un sens de ce qui va être. 422
  • 212. Facilitator Guide Presentation Page 212• Les détails peut-être un peu flous, mais quand vous réglez sur ce processus, il y a un sens de comment seront les choses.• En utilisant ce processus nous pourrons souvent obtenir les images du futur or au moins un sens de ce qui va se passer avant que nous avons des données pour nous guider 423 Introverted Intuition• Uses the objective situation in the interest of inner understanding• Regards the immediate situation as a prison form which escape is urgently necessary and aims to escape through some sweeping change in the subjective understanding of the objective situation• Receives its impetus form outer objects but is never arrested by external possibilities, being occupied rather by searching out new angles for viewing and understanding life 424
  • 213. Facilitator Guide Presentation Page 213 Introverted Intution• May be creative in any field: artistic, literary, scientific, inventive, philosophical or religious• Finds self-expression difficult• Finds its greatest value lies in the interpretation of life and the promotion of understanding• Requires the development of balancing judgement not only for the criticism and evaluation of intuitive understanding but to enable it to impart its visions to others and bring them to practical usefulness in the world 425 Ni• Dominant introverted intuitives refuse to act until their internal picture is formed• They will read, think and explore internal perceptions and images until, suddenly, all is clear.• From there, action is easy and definite• Changing their insight at this point, however, is difficult because it is whole, complete and complex• GOAL = to develop their inner intuitive patterns for understanding the world. 426
  • 214. Facilitator Guide Presentation Page 214 Introverted Intuitive Types INTJ & INFJ• Focus on unconscious images and connections to develop new patterns, new ways of seeing things• Seek to change and reshape their environment to bring into being their inner visions and insights• Create complex patterns for understanding and for directing their decisions• Act as insightful, long range visionnaries• Are known for their depth of understanding 427 Introverted Intuitive Types INTJ & INFJ• Are reflective and confident in their insights• Seek to find patterns and meaning in the world• May dismiss, distort or simply not see details that do not fit their inner perspective• May find it difficult to express the complexity of their insights, to communicate them to others• Approach life with seriousness and intensity – want to understand and make things meaningful and fit them into their own personal vision 428
  • 215. Facilitator Guide Presentation Page 215 Inferior function of Introverted Intuitive Types = INTJ & INFJ = Se Triggers for the inferior function function: Forms of the grip experience: • Dealing with details • Obsessive focus on external • Unexpected events detail • Excessive extraverting • Overindulgence in sensual pleasures • Adversarial attitude toward world Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Time alone to recharge • Adaptability to outer details • Lightening of usual schedule • Pleasure in temperate sensuality • Avoidance by others of giving • More realistic goals advice or suggestions 429 Sensation extravertie dans lombreINFJ Intendance suivraINTJ Négligence des détailsENFJ Par insuffisance Difficulté à donner une valeur aux chosesENTJ Faible gestion des financesSe+ Mauvaise maîtrise du corps dans lenvironnementNi+ Attention excessive à certains détails Perfectionnisme pointilleux Par excès Réaction exagérée à des stimuli extérieurs Importance exagérée aux plaisirs du corps Colère possible contre lenvironnement 430
  • 216. Facilitator Guide Presentation Page 216 Inferior function of Introverted Intution Types = INTJ & INFJ = Se Par défaut défaut: Par excès: • N’accorde pas assez d’attention à la • Porte une attention excessive à certains gestion du monde matériel; a le détails jusqu’à l’obsession sentiment que « intendance suivra » • Fait preuve d’un perfectionnisme • Néglige les détails, par exemple pour pointilleux ne supportant pas le moindre noter un itinéraire, suivre le mode erreur d’emploi • Réagit exagérément aux stimulations • A du mal a donner une valeur exacte aux physiques, notamment au bruit; choses, aux services rendus entraînant éventuellement des réactions • Néglige la gestion de ses finances, violentes n’économise pas • Accorde une importance exagérée aux • Maîtrise mal son corps dans son rapport plaisirs sensuels; comment au monde extérieur, ce qui peut se éventuellement des excès de nourriture, traduire par des maladresses, ou des de boisson blessures (se cogner dans les objets) • Se met en colère contre l’environnement perçu comme gênant ou même hostile Contributions à la dynamique de la psyché: • Capacité de synthèse • Confiance dans l’avenir 431 • Sensibilité à ce qui est sous-jacent, non directement perceptibleISTPISFP Sensation extravertieESTPESFP Nature Capacité à simmerger totalement dans le moment présent et à ressentirSe- lenvironnement par tous les sens.Ni- Caractéristiques Réalisme, pragmatisme, adaptabilité ; passe facilement dune activité à générales lautre. Energie illimitée pour ce qui lintéresse, faible pour ce qui nest que "devoir". Naime pas les règles et procédures, les catégories En symbiose avec le monde extérieur dont il tire son énergie. Apprentissage Apprend par expérimentation concrète et en discutant avec celles et ceux qui suivent le même apprentissage. Sens de la vulgarisation. Résolution de Sens de lobservation, capacité à trouver les données factuelles problème nécessaires. Pose des questions, repère les changements dans lenvironnement. Trouve des solutions pratiques. Autorité Par lexemple et lefficacité sur le terrain. Résiste à lautorité "hiérarchique". 432
  • 217. Facilitator Guide Presentation Page 217 Les deux types d’Intuition Intuition = Ne Extraversion Intuition extraverti Introversion Intuition = Ni Intuition introverti RM 433 3-5 Intuition extravertie 434
  • 218. Facilitator Guide Presentation Page 218INFP Intuition extravertieINTPENFPENTPNe-Si- Nature Flux continu didées et de possibilités nouvelles se manifestant dans toute situation. Caractéristiques "Brasseur" didées, capacité inventive générales Bon communicateur, entre facilement en contact, "vend" bien ses idées Sadapte, rebondit, passe dune chose à lautre Voit vite les grandes lignes, pressent les évolutions à venir Apprentissage Dans un contexte effervescent, de bouillonnement didées, en échangeant avec dautres. Résolution de Forte créativité, capacité à voir les problèmes autrement, à pratiquer des problème recadrages soudains, à établir des connexions originales. Autorité Dirige par la vigueur communicative des idées nouvelles, le défi constant dexpérimenter de nouvelles idées ou de nouvelles manières de faire. 435 Vous vous habillez le matin en utilisant Intuition Extraverti « Remarquer les significations possibles de ce que vous pouvez porter – en portant ceci il se peut que je communique…… ». 436
  • 219. Facilitator Guide Presentation Page 219 Ne = Extraverted IntuitionExtraverted Intuitive types typically use their favoriteperceiving funcion in the outer world of people,things and activities. They have a passion for newideas and possibilities in the world. As a result theytend to:•Prefer what might be over what is;•Approach the outer world with trust and optimism;•Take risks others might avoid;•Find new challenges more appealing than what is known and verified;•Ignore time and energy limitations for themselves and others;•Have an uncanny instinct for trends and future developments;•Use an incoming fact to stimulate their intuition at times;•Find facts, details, and repetitive activities boring. 437 438
  • 220. Facilitator Guide Presentation Page 220 Vous vous habillez le matin en utilisant Intuition Introverti « S’imaginer porter une tenue ou peut- être s’imaginer d’une certaine façon ». 439 Extraverted Intution = Ne• Extraverted intuiting involves noticing hidden meanings and interpreting them, often entertaining a wealth of possible interpretations from just one idea or interpreting what someone’s behaviour really means.• It also involves seeing things « as if », with various possible representations of reality• Using this process, we can juggle many different ideas, thoughts, beliefs, and meanings in our mind at once with the possibility that they are all true• This is like weaving themes and threads together 440
  • 221. Facilitator Guide Presentation Page 221 Extraverted Intution = Ne• We don’t know the weave until a thought thread appears or is drawn out in the interaction of thoughts, often brought in from other contexts.• Thus a strategy or concept often emerges from the here- and-now interactions, not appearing as a whole beforehand.• Using this process we can really appreciate brainstroming and trust what emerges, enjoying imaginative play with scenarios and combining possibilites, using a kind of cross-contextual thinking.• Extraverted intuiting also can involve catalysing people and extemporaneously shaping situations, spreading an atmosphere of change through emergent leadership. 441 Intuitition Extraverti Ne –• Insinuer des rapports, remarquer les liens, trouver un sens, en observant ce qui peut- être.• Quelles conclusions puis-je faire ?• Quelles significations perçois-je ?• Quelle hypothèse puis-je susciter ? 442
  • 222. Facilitator Guide Presentation Page 222 Vous vous habillez le matin en utilisant Intuition Extraverti« Remarquer les significations possibles de ce que vous pouvez porter – en portant ceci il se peut que je communique…… ». 443 444
  • 223. Facilitator Guide Presentation Page 223• Si vous regardez par la fenêtre et que vous voyez un pommier, peut-être vous vous demandez pourquoi l’ancienne propriétaire de votre maison a planté un pommier et pourquoi cette espèce de pommier.• Puis, peut-être vous pourrez considérer pourquoi cette espèce de pommier pousse bien dans ce climat mais ne pousse pas bien dans un autre climat.• Ou peut-être il vous arrive que votre vie ressemble ce pommier dans plusieurs façons.• Puis vous pourrez vous demander si les pommes représentent les mêmes idées dans d’autres cultures et ainsi de suite. 445• Ou peut-être vous demandez- vous, « et si le pommier n’existe pas ? »• Quand vous vous trouvez en train de permettre à votre esprit de vagabonder sans cesse à travers des pensées qui ne peuvent pas être prononcées, développant des hypothèses des données, or inférant le sens de quelque chose, vous vous engagez dans le processus de l’intuition 446 extravertie.
  • 224. Facilitator Guide Presentation Page 224 Extraverted Intuition• Uses the inner understanding in the interests of the objective situation• Regards the immediated situation as a prision from which escape is urgently necessary and aims to escape by means of some sweeping change in the objective situation• Is wholly directed upon outer objects, searching for emerging possibilities, and will sacrifice all else for such possiblities when found 447 Extraverted Intuition• May be artistic, scientific, mechanical, inventive, industrial, commercial, social, political or adventurous• Finds self-expression natural and easy• Finds its greatest value in the promotion and initiation of new enterprises• Requires the development of balancing judgement not only for the criticism and evaluation of the intuitive enthusiasms but also to hold in to the 448 completion of various activities
  • 225. Facilitator Guide Presentation Page 225 Dominant Extraverted Intuitive types ENTP & ENFP• Focus on scanning the outer world for new ideas, new people and new possiblities• Seek to change and reshape their environment to realise the possibilities the envisage• Find creative ways to deal with challenges and obstacles in the world• Act as catalysts, energising others to act• Are known for their resourcefulness 449 Dominant Extraverted Intuitive types ENTP & ENFP• Self-confidently take action• Seek to explore and experience the world• May overlook details in their attraction to possibilities and connections• May find it difficult to harness their insights, prioritise and plan• Approach life with energy, enthusiasm and excitement – want to take risks, to move into the unknown, to create new options. 450
  • 226. Facilitator Guide Presentation Page 226 • Dominant extraverted intuitives are stimulated to mental creativity by external experience. • They develop their insights by plunging into action, gathering information and experiences, and responding creatively to changing events and new ideas. • GOAL = to find and explore new possibilities, new and exciting challenges. 451Inferior function of Extraverted Intuitive Types = ENTP & ENFP = Si Par insufficance insufficance: Pr excès: • Accorde une importance • Néglige les besoins du corps, oublie exagérée aux détails de manger • Se pense au dessus des • Se renferme dans son monde contingences physiques, ne intérieur, perd contact avec supporte pas de sentir diminué l’environnement; déprime • Travail au agit jusqu’à épuisement • Monte en épingle les symptômes • S’occupe peu de la gestion interne, physiques, a un comportement du budget domestique d’hypocondriaque; • Est mal à l’aise dans les tâches • Traverse des phases de boulimie répétitives, les activités très suivies des régimes drastiques organisées. • Fait fixations sur certains objets Contributions à la dynamique de la psyché: • Meilleure relation avec son corps • Recharge d’énergie par la méditation, la relaxation 452 • Stabilité émotionnelle
  • 227. Facilitator Guide Presentation Page 227 Sensation introvertie dans lombre Négligence des besoins du corpsINFP Au-de ssus des contingences physiquesINTPENFP Par insuffisance Travail jusqu épuisem à entENTP Peu de soins à la gestion interneSi+ Mal à l aise da les activités répétitives nsNe+ Impo rtance exagérée aux d étails Perte de contact avec lenvironnement Par excès Tendance à lhypocondrie Mauvaise régulation de la nourriture Fixation sur certains objets 453 Inferior function of Exraterted Intuitive Types = ENTP & ENFP = Si Triggers for the inferior function function: Forms of the grip experience: • Physical exhaustion • Withdrawl and depression • A focus on facts • Obsessiveness • Violation of values and principles • Focus on the body Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Meditating • Broadened perspective • Attention to their physical needs • Appreciation of the value of facts by others and details • Support, not patronization • Increased structure and planfulness 454
  • 228. Facilitator Guide Presentation Page 228ISTJISFJ Sensation introvertieESTJESFJ Nature Capacité à rép ertorier les expériences e à les comparer à ce qui a déjà tSi- été expérimentéNe- Caractéristiques Fonctionne comme une plaque photographique : absorbe tous les détails en générales silence et ne montre rien à lextérieur Suit les règles, les procédures, tout ce qui a prouvé son eff icacité. Sens de la tradition, gardien de la stabilité. Orientation vers le passé,pour en tirer les leçons. Prudence po uvant resse mbler à de la passiv ité. Apprentissage Apprend de façon méthodique, dans un environnement stable, en suivant des méthodes éprouvées. Résolution de Collecte des informations précises, quantifiées ;les classe e les compa t re problème aux informations déjà archivées.Sinspire de ce qui a déjà été fait. Autorité Suit normaleme lautorité désignée e entend quil en soit fait de mê nt t me par rapp à lui. Aime bien trancher sil a suffisammen de données. ort t 455 Les Fonctions de Jugement: Thinking (Pensée) & Feeling (Sentiment) 456
  • 229. Facilitator Guide Presentation Page 229 457 Le Jugement (le processus d’évaluation) : Le Sentiment• Le sentiment est un processus d’évaluation basé sur ce qui est important, où les valeurs personnelles, interpersonnelles ou universelles servent de poteaux indicateurs.• En utilisant le processus cognitif du sentiment, les situations et les informations sont évaluées subjectivement. 458
  • 230. Facilitator Guide Presentation Page 230 Le Jugement (le processus d’évaluation) : Le Sentiment• L’impact sur autrui, les circonstances, la justesse l’harmonie, les préférences et les antipathies sont tous considérés dans la prise de décision avec le sentiment.• En pesant les valeurs différentes, en considérant les issues morales et éthiques, en s’occupant des objectifs à la fois personnels et relationnels et en ayant une croyance en quelque chose, tous occasionnent ce processus 459 Feeling Types• Tend to be very aware of other people and their feelings• Enjoy pleasing people, even in unimportant things• Like harmony – efficiency may badly disturbed by office feuds• Often let decisions be influenced by their own and other people’s likes and wishes• Need occasional praise• Dislike telling people unpleasant things• Are most people orientated – respond more easily to people’s values 460
  • 231. Facilitator Guide Presentation Page 231 Feeling Types• Tend to be sympathetic• Value sentiment above logic• If forced to choose between tactfulness and truthfulness, will usually be tactful• Are stronger in the social arts then in executive ability• Are likely to agree with those around them, thinking as other people think, believing them probably right 461 Feeling• People who prefer to use feeling in decision making use a valuing process, considering what is important to them and to other people.• In order to make decisions, they mentally place themselves into a situation and identify with those affected or involved• Their goal is harmony and recognition of individuals, and their strengths include understanding and appreciating people• They are highly attuned to others and are committed and loyal to people and causes important to them 462
  • 232. Facilitator Guide Presentation Page 232 Feeling• Their focus is on finding what is positive about a person or situation and supporting it• Are sympathetic• Assess decisions according to their personal values• Strive for harmony and individual validation• Are « tender hearted »• Are compassionate and accepting 463• Naturally friendly, whether sociable or not, they find it difficult to be brie fand businesslike.• Usually find it hard to know where to start a statement or in what order to present what they have to say• May therefore ramble and repeat themselves with more detail that a thinker wants or thinks necessary 464
  • 233. Facilitator Guide Presentation Page 233• Suppress, undervalue and ignore thinking that is offensive to feeling judgements• Contribute to the welfare of society by their loyal supports of good works and those movements, generally regarded as good by the community; which they feel correctly about and so can serve effectively• Are found more often amony women than me and, when married to a thinking type, frequently become guardian of the spouse’s neglected and harrassed feelings 465 Les deux types de Feeling Feeling = Fe Extraversion Feeling extraverti Introversion Feeling = Fi Feeling introverti RM 466 3-5
  • 234. Facilitator Guide Presentation Page 234 Sentiment extraverti 467ISFJINFJESFJ Sentiment extravertiENFJFe-Ti- Nature Capacité à être en harmonie avec des valeurs objectives, socialement partagées. Caractéristiques Enthousiasme, dynamisme, volonté de conformer le monde aux valeurs dont générales il est porteur Organisé, méthodique, entretient son réseau de relations. A beaucoup dentregent Fait attention aux personnes, prêt à aider, partager Apprentissage En interaction avec dautres personnes qui partagent les mêmes valeurs Résolution de Prête attention à ce qui est important pour les personnes. Décide problème rapidement et organise méthodiquement laction. Autorité Se situe volontiers en position dautorité où il a un style charismatique, entraînant par la force de ses valeurs et la volonté de les réaliser. 468
  • 235. Facilitator Guide Presentation Page 235 Vous vous habillez le matin en utilisant Sentiment extraverti« Considérer ce qui est approprié à la situation – on doit ou on ne doit pas le porter ou les gens penseront que… ». 469 470
  • 236. Facilitator Guide Presentation Page 236 Fe = Extraverted FeelingExtraverted Feeling types typically use their favoritejudging function in the outside world, focusing it onpeople, things, activities. Their major goal is tomaintain good feeling and harmony among people.As a result they tend to:•Radiate good will and enthusiasm;•Feel optimistic about life in general, and human potential in particular;•Focus on what is positive, harmonious, and uplifting;•Pay little attention to negative, pessimistic conclusions;•Recognize logical analysis and cause-and-effect but largely ignore themin making decisions;•Take care not to hurt other peoples’ feelings;•Strive to treat others with unconditional positive regard;•Appear, inaccurately; « codependent » at times. 471 Extraverted Feeling • Is determined chiefly be the objective factor and serves to make the individual feel correctly, that is, conventionally, under all circumstances • Adapts the individual to the objective situation • Depends wholly upon the ideals, conventions, and customs of the environment, and its extensive rather than deep • Finds soundness and value outside of the individual in the collective ideals of the community, which are usually accepted without question 472
  • 237. Facilitator Guide Presentation Page 237 Extraverted Feeling• Has as its goal the formation and maintenance of easy and harmonious emotional relationships with other people• Expresses itself easily and so shares itself with others, creating and arousing similar feeling and establishing warm sympathy and understanding• Has a tendancy to suppress the personal standpoint entirely, and presents the danger of becoming a feeling personnality, giving the effect of insincertity and pose 473 Fe• Dominant extraverted Feelers are natural facilitators of people – sympathetic, expressive, and compassionate.• Their values are clear, and they express them in their everyday interactions• GOAL = to create harmony and cooperation in their external environment; to facilitate others in getting what they need and want 474
  • 238. Facilitator Guide Presentation Page 238 Feeling extraverti Fe• Ménager autrui et lui répondre.• Avec qui est-ce que je peux me connecter, établir un rapport pour mieux apprendre ?• Qui est-ce que je peux aider avec cet apprentissage ?• Comment puis-je utiliser ceci pour améliorer mes rapports ? 475 476
  • 239. Facilitator Guide Presentation Page 239 • Vous regardez par la fenêtre votre pommier dans le jardin et peut-être vous pensez à l’enlever a cause de la saleté des pommes par terre, mais vous vous souvenez que votre famille aiment bien le fait que cet arbre soit là. • Donc, vous décidez de ne pas l’enlever. • D’ailleurs, vous penserez que la tante Marie aime bien la tarte aux pommes faite avec ces pommes. • Vous notez mentalement de cuire au four une tarte pour elle. • En décidant quoi faire avec l’arbre, les goûts et les dégoûts de chacun sont pris en considération et ajustés. 477ISFJINFJESFJ Sentiment extravertiENFJFe-Ti- Nature Capacité à être en harmonie avec des valeurs objectives, socialement partagées. Caractéristiques Enthousiasme, dynamisme, volonté de conformer le monde aux valeurs dont générales il est porteur Organisé, méthodique, entretient son réseau de relations. A beaucoup dentregent Fait attention aux personnes, prêt à aider, partager Apprentissage En interaction avec dautres personnes qui partagent les mêmes valeurs Résolution de Prête attention à ce qui est important pour les personnes. Décide problème rapidement et organise méthodiquement laction. Autorité Se situe volontiers en position dautorité où il a un style charismatique, entraînant par la force de ses valeurs et la volonté de les réaliser. 478
  • 240. Facilitator Guide Presentation Page 240 Dominante extraverted Feeling ESFJ & ENFJ• Seek smooth and harmonious relationships with everyone in their environment• Are highly attuned to people and act to fulfill others expectations• Organise and structure their environment to meet people’s needs• Focus on facilitating others to achieve their individual and group goals• Express their views and values with persuasive eloquence 479 Dominante extraverted Feeling ESFJ & ENFJ• Seek to bring everyone into the group; are inclusive and sympathetic towards outsiders• Exude warmth, concern, caring, interest• Have difficulty acknowledging problems with people, groups or institutions they care about• Approach life in terms of relationships – want to create harmonious and supportive interactions with everyone around them 480
  • 241. Facilitator Guide Presentation Page 241 Inferior function of Extraveted Feeling Types = ESFJ & ENFJ = Ti Triggers for the inferior function function: Forms of the grip experience: • Strong emotional expressions • Logic emphasized to an extreme • Disconfirmation of feeling values • Hypersensitivity to relationships • Insensitivity to introversion needs • Emotionalism Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Respect of their physical and • Acceptance of the illogical psychological space by others • Acknowledgement of • Excusing them from vulnerability responsabilities • Ability to express depth of feeling • Avoidance by others of asking 481 them how they feel Pensée introvertie dans lombreISFJ Manque de discernement objectifINFJ Absence de rigueur intellectuelleESFJ Par insuffisance Difficulté à trouver des solutions logiquesENFJ Enthousiasmes excessifs, sans reculTi+ Difficulté à exprimer ses besoinsFe+ Autocritique, dénigrement de soi Logique devenue "folle" Par excès Admiration ou dénigrement des "intellectuels" Tendance à être docte 482
  • 242. Facilitator Guide Presentation Page 242 Inferior function of Extraveted Feeling Types = ESFJ & ENFJ = Ti Par défaut défaut: Par excès: • Manque de discernement objectif • Autocritique, dénigrement de soi conduisant au repli et à la • Absence de rigueur intellectuelle, paralysie, difficulté à trouver des solutions logiques; • Logique devenue « folle », excès de démonstration sur • Enthousiasmes successifs sans des bases incomplètes et mal recul; vérifiées • Difficulté à exprimer ses besoins • Admiration ou dénigrement des « grosses têtes » • Tendance à être « docte » Contributions à la dynamique de la psyché: • Cohérence de la pensée • Esprit critique 483 • Régulation des sautes d’humeurISTJINTJ Pensée extravertieESTJENTJTe- Nature Capacité à organiser et structurer lenvironnement de façon logique,Fi- méthodique et efficace. Caractéristiques Agit selon des critères rationnels et logiques quil expose volontiers générales Suit le principe de causalité : tout effet a une cause ; partisan du "one best way" Planifie, organise, dirige dans tous les secteurs de la vie Apprentissage Apprend de façon logique, ordonnée, sans perte de temps ; aime bien les défis, la compétition dont il pense avoir à apprendre, quil soit perdant ou gagnant. Résolution de Décompose facilement un ensemble en ses éléments. problème Décide rapidement, clairement sur la base de critères rationnels et objectifs. Autorité Se situe naturellement en position de commandement. Assume volontiers lautorité, répartit les tâches. 484
  • 243. Facilitator Guide Presentation Page 243 Sentiment introverti 485ISFPINFPESFPENFP Sentiment introvertiFi-Te- Nature Capacité à créer lharmonie autour de valeurs personnelles profondément ressenties. Porte les valeurs dun groupe par son exemple, sans faire de prosélytisme Caractéristiques Aime trouver la signification des choses, leur sens profond générales Rêve volontiers, a besoin de solitude pour se ressourcer Crée intimité avec groupe damis sur des sujets profonds Forte capacité dempathie Apprentissage A besoin de trouver la signification de ce quon lui enseigne et que ce soit conforme à ses valeurs. Demande un climat de coopération et la liberté dexplorer. Résolution de Allie capacité dimagination, de recherches nouvelles et certitude et problème sureté en matière de jugement éthique. Autorité Procède plus par influence que par autorité directe ; agit volontiers comme guide moral dun décideur apparent. 486
  • 244. Facilitator Guide Presentation Page 244 Vous vous habillez le matin en utilisant Feeling Introverti« Evaluez si vous aimez une tenue ou pas – cette tenue me convient et je me sens bien ». 487 488
  • 245. Facilitator Guide Presentation Page 245 Introverted Feeling• Has as its goal the fostering and protection of an intense inner emotional life, and, so far as possible, the outer fulfillement and realisation of the inner ideal• May be too overpowering to be expressed at all, creating a false appearance of coldness to the point of indifference, and may be completly misunderstood.• Has a tendancy to find no objective fulfillement or realisation – or outlet- for expression, and presents the danger of living upon sentiment, illusion, and self-pity 489 Introverted Feeling• Has as its goal the fostering and protection of an intense inner emotional life, and, so far as possible, the outer fulfillement and realisation of the inner ideal• May be too overpowering to be expressed at all, creating a false appearance of coldness to the point of indifference, and may be completly misunderstood.• Has a tendancy to find no objective fulfillement or realisation – or outlet- for expression, and presents the danger of living upon sentiment, illusion, and self-pity 490
  • 246. Facilitator Guide Presentation Page 246 Fi = Introverted FeelingIntroverted feeling types typically use their favoritejudging function in their inner world, focusing ontheir personal values and inner harmony. As a resultthey tend to:•Appear flexible, open, complicated, mild, modest; and often self-effacing;•Place a high value on affirming both their own and others individuality;•Find the diversity in the world immensely appealing;•Find it difficult at times to take a firm stance on issues that are notimportant to them;•Appear nonjudgemental, understanding and forgiving;•See themselves and be seen as others as indecisive at times;•Take a firm and unbending stance when their convictions are strong;•Focus on what is good in others and therefore downplay others’ faults. 491 Fi • Dominant introverted feeling types naturally function as the conscience of a group • They filter every decision, behaviour and statement through their internal values and consistently work to support and realise them in their lives • GOAL = to develop their internal core values, establish an external life that is congruent with them, and help both individuals and humankind fulfil their potential. 492
  • 247. Facilitator Guide Presentation Page 247 Sentiment Introverti Fi• Evaluer l’importance et maintenir la congruence.• Qui est vraiment important ici ?• Quelle est la valeur pour moi et qu’est ce que je veux de tout ça ?• Qui est la bonne personne pour m’apprendre les choses ? ».• Le sentiment introverti occasionne un processus de décider et d’évaluer selon l’importance.• L’importance peut être décidée sur la base des valeurs personnelles telles que « je veux », « je ne veut pas », « j’aime », « je n’aime pas » ou les valeurs universelles telles que « c’est bon » ou « c’est mauvais ». 493 494
  • 248. Facilitator Guide Presentation Page 248• En réfléchissant à ce que vous allez faire avec votre pommier qui se trouve dans votre jardin, vous réfléchirez combien vous aimez bien cet arbre et les pommes qu’il rend.• Vous considérez même l’importance d’avoir un fruitier pour que les enfants puissent apprendre les choses.• Quand vous utilisez ce processus, vous référencerez comment vous sentez pour vous fournir l’information dont vous avez besoin pour prendre une décision.• Le processus du sentiment introverti occasionne la vérification d’une action proposée contre une valeur personnelle ou universelle pour voir si cette dernière est congruente. 495 Dominant introverted Feeling ISFP & INFP• Seek an intense, meaningful and complex inner emotional life• Are highly attuned to contradictions between their inner values and outer lives• See other’s needs and values, quietly support them, and influence others by example• Focus on clarity and consistency of their own values and actions• Seldom express their inner convictions and the intensity of their commitments 496
  • 249. Facilitator Guide Presentation Page 249 Dominant introverted Feeling ISFP & INFP • Identify with and trust others who share and support their goals • Are reserved; share only with like-minded people • Are fiercely loyal and protective of people, groups and ideas that are important to them • Approach life in terms of carefully developed values – want to create space and support for living in accordance with their values. 497Inferior function of Introverted Feeling Types = ISFP & INFP = TeTriggers for the inferior function function: Forms of the grip experience:• Negativity and excessive • Judgements of incompetence criticism • Aggressive criticism• Fear of impending loss and • Precipitous action separation• Violation of values Ways of returning to equilibrium equilibrium: New knowledge gained gained:• Expires on its own • Acceptance of power needs• Have feelings validated • Acknowledgement of• Avoidance by others of trying to competence reason with them • Moderated idealism 498
  • 250. Facilitator Guide Presentation Page 250 Pensée extravertie dans lombreISFP Manque dassertivité, daffirmation de soiINFP Absence de capacité danalyse au moment critiqueESFP Par insuffisance Difficulté à prendre des distances, à ne pas se laisserENFP absorber par les autresTe+Fi+ Critiques agressives, ad hominem Décisions abruptes, actions précipitées Par excès Logique excessive, volonté daller jusquau bout de la logique, davoir raison à tout prix 499 Inferior function of Introverted Feeling Types = ISFP & INFP = Te Par défaut/insuffisance défaut/insuffisance: Par excès: excès: • Manque d’assertivité, d’affirmation • Critiques agressives, « ad de soi hominem » • Absence de capacité d’analyse au • Décisions abruptes, actions moment critique précipitées • Difficulté à prendre des distances, • Logique excessive, volonté à ne pas se laisser absorber par d’aller jusqu’au bout de la les autres logique; d’avoir raison à tout prix. Contributions à la dynamique de la psyché: • Prise de distance • Capacité de trier les émotions et les sentiments • Affirmation de soi 500
  • 251. Facilitator Guide Presentation Page 251 Les deux types de Thinking Thinking = Te Extraversion Thinking extraverti Introversion Thinking = Ti Thinking introverti RM 501 3-5ISTJINTJ Pensée extravertieESTJENTJTe- Nature Capacité à organiser et structurer lenvironnement de façon logique,Fi- méthodique et efficace. Caractéristiques Agit selon des critères rationnels et logiques quil expose volontiers générales Suit le principe de causalité : tout effet a une cause ; partisan du "one best way" Planifie, organise, dirige dans tous les secteurs de la vie Apprentissage Apprend de façon logique, ordonnée, sans perte de temps ; aime bien les défis, la compétition dont il pense avoir à apprendre, quil soit perdant ou gagnant. Résolution de Décompose facilement un ensemble en ses éléments. problème Décide rapidement, clairement sur la base de critères rationnels et objectifs. Autorité Se situe naturellement en position de commandement. Assume volontiers lautorité, répartit les tâches. 502
  • 252. Facilitator Guide Presentation Page 252 Le Jugement – le processus d’évaluation : La Pensée• La pensé est un processus d’évaluation et de se faire une opinion basé sur un critère objectif.• En utilisant ce processus, nous nous détachons de nos propres valeurs et nous recherchons à prendre les décisions basées sur les principes.• Les activités comme la discrimination selon un ensemble de critère ou les standards définies objectivement, l’analyse selon un ensemble de principes, la logique ou le raisonnement de cause à effet sont tous les exemples de l’utilisation du processus cognitif de la pensée. 503 Thinking Types• Do not show emotion readily and are often uncomfortable dealing with people’s feelings• May hurt people’s feelings without knowing it• Like analysis and putting things into logical order; can get along without harmony• Tend to decide impersonally, sometimes paying insufficient attention to people’s wishes• Need to be treated fairly• Are able to reprimand people or fire them when necessary• Are more analytically orientated – respond more easily to people’s thoughts• Tend to be firm minded 504
  • 253. Facilitator Guide Presentation Page 253Most people who prefer thinking• People who prefer thinking in decision making tend to look at the logical consequences of a choice or action• They try to remove themselves mentally from the situation to examine it objectively and analyse all the ramifications• Their goal is an objective standard of truth and the application of principles• Their strenghts include working out what is wrong with something• Those who prefer thinking are excellent at analyising and solving techinical problems, directing their logical process towards the desired goal 505 Les deux types de Thinking Thinking = Te Extraversion Thinking extraverti Introversion Thinking = Ti Thinking introverti RM 506 3-5
  • 254. Facilitator Guide Presentation Page 254 Pensée introvertie 507ISTPINTPESTP Pensée introvertieENTPTi-Fe- Nature Capacité à chercher lexplication rationnelle de toute chose par un questionnement et une remise en cause continus. Caractéristiques Orientation vers la conception, laspect fondamental des choses générales "Voit clair", garde lesprit critique, pose des questions : "Pourquoi, et pourquoi, et pourquoi ?" Manie bien le "rasoir dOckham", remarque les incohérences Procède à des analyses approfondies, ne se laisse pas détourner de la rigueur du raisonnement ou de la logique opérationnelle Apprentissage Réflexion et étude approfondies dans les livres. Contact avec des personnes compétentes. Analyse critique de lexpérience. Résolution de Recherche des principes explicatifs et des meilleurs modes opératoires. problème Définition des chemins critiques. Autorité Fondée sur la clarté de la conception des actions à mener et sur la compétence à les conduire. 508
  • 255. Facilitator Guide Presentation Page 255 Vous vous habillez le matin en utilisant Thinking Introverti « Analyser vos options en utilisant des principes tels que le confort où – le rouge est une couleur de pouvoir ». 509 Ti = Introverted ThinkingIntroverted Thinking types typically use their favoritefunction in their inner world, focusing it on concepts;experiences, and reflection. As a result they tend to: •Try to maintain the utmost objectivity; •Approach people and events as dispassionate observers; •Enjoy objective analysis for its own sake; •View criticism and disagreeement as constructive rather than personal; •Welcome tough critiques that help them achieve accuracy and objectivity; •Unknowingly offend others at times by their objective criticism; •Appear unfeeling and disinterested in others; •Appear distant and even arrogant at times; 510
  • 256. Facilitator Guide Presentation Page 256 511 Introverted Thinking• Is fed from subjective and unconscious roots – archetypes• Depends upon the abstract idea as the decisive factor, and values facts chiefly as illustrative proofs of the idea• Relies on the thinker’s powers of observation and appreciation and use of the inner wealth of inherited experience for soundness and value• Has as its goal formulating questions, creating theories, opening up prospects, yielding insight and finally seeing how external facts fit into the framework of the idea of theory it has created 512
  • 257. Facilitator Guide Presentation Page 257 Introverted Thinking• Seizes upon the similiarites of the concrete case, dismissing irrelevancies• Has a tendancy to neglect facts or to coerce them into agreement with the idea, selecting only those that support the idea• Consists of an inner thought activity, tied loosely if at all to the stream of sense impressions, which are dimmed by the vividness of the stream of inner impressions 513 Thinking introverti : Ti –• Analyser, classer par catégorie et arriver à comprendre comment fonctionne quelque chose.• Quels principes ai-je besoin d’apprendre ?• Quels modèles correspondent à cet apprentissage ?• Quelles techniques et quelles approches est-ce que je peux appliquer ?• La pensée introvertie implique un processus de diriger l’attention vers l’intérieur aux catégories et aux principes que peuvent aider à comprendre ce qui se passe ou à classifier quelque chose. 514
  • 258. Facilitator Guide Presentation Page 258 Ti• Dominant introverted thinkers are natural logicians – detached, quick to order and assimilate new information, reflective.• Their judgement is directed to creating internal order in their ideals and principles• GOAL = to create logical order internally; to develop rational principles for understanding the world 515 Dominant introverted thinking ISTP & INTP• Seek to order their internal thoughts; develop a logical system for understanding• Seldom express their thoughts and judgements unless they are asked or their logic is challenged• Are reflective observers• Process information, categorise, and develop a structure for understanding• Have high expectations of themselves – make and accept no excuses 516
  • 259. Facilitator Guide Presentation Page 259 Dominant introverted thinking ISTP & INTP• Readily devise internal systems into which they fit external data, including the needs of others• Naturally assess reality, readily see inconsistencies and irrelevancies that others overlook• Anticipate consequences; wait with detachement to see what will happen• Approach life as an interesting puzzle – want to play with the pieces of reality to achieve understanding 517 Vous vous habillez le matin en utilisant Thinking Introverti « Analyser vos options en utilisant des principes tels que le confort où – le rouge est une couleur de pouvoir ». 518
  • 260. Facilitator Guide Presentation Page 260 519• Si vous regardez par la fenêtre dans votre jardin le pommier, peut-être vous remarquez que les feuilles tombent plus tôt que d’ordinaire.• En utilisant le processus de la pensée introvertie, vous allez analyser la situation et essayer de comprendre ce qui ne va pas avec l’arbre.• Vous utiliserez les bons principes de jardinage ou vous référencerez les principes scientifiques des maladies des plantes. 520
  • 261. Facilitator Guide Presentation Page 261 • Le processus cognitif de la pensée introvertie occasionne l’utilisation des cadres, des modèles ou des plans internes contres lesquels vous pouvez vérifier les techniques et les approches pour les arranger. • Le plus clair, le plus exacte et le plus cohérent est le modèle le meilleur ce processus fonctionne. • Ces principes et ces cadres opèrent dans et peuvent être appliqués aux plusieurs challenges. 521Inferior function of Introverted Thinking Types = ESFJ & ENFJ = Fe Triggers for the inferior function function: Forms of the grip experience: • Absence of trust • Excessive criticism • Pressure to conform • Convoluted logic • Interpersonal conflict • Compulsive search for truth Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Solitude and journal writing • Less need for harmony • Taking on a new project • Trust in own logical thinking • Honoring by others of their need • Tempered response to adversity to be left alone 522
  • 262. Facilitator Guide Presentation Page 262 Sentiment extraverti dans lombreISTP Insensibilité aux sentiments des autresINTP Gêne devant les sentimentsESTP Par insuffisance Difficulté à supporter les demandes affectivesENTP Excès de logiqueFe+ Difficulté à se mettre à la place des autresTi+ Expression brutale des sentiments Fort ressenti des remarques faites Par excès Etalage excessif de sentiments Expression des sentiments à contretemps Sentimentalisme 523Inferior function of Introverted Thinking Types = ESFJ & ENFJ = Fe Par défaut défaut: Par excès: • Insensibilité aux sentiments des • Exprime ses sentiments de autres ou gêne quand ils sont façon brutale et sans nuances exprimés • Ressent avec une extrême • Difficulté à supporter les intensité les remarques qu’on demandes affectives lui fait, se sent mal aimé, rejeté • Excès de logique ne prenant en • Fait un étalage excessif de ses compte que l’aspect intellectuel sentiment, les exprime à des situations contretemps • Se met difficilement à la place • Devient éventuellement des autres sentimental Contributions à la dynamique de la psyché; • Capacité d’empathie, de compréhension des autres • Acceptation d’un ordre de logique différent 524 • « Humanisation » du comportement
  • 263. Facilitator Guide Presentation Page 263ISFJINFJESFJ Sentiment extravertiENFJFe- Nature Capacité à être e harmonie ave des valeurs objectives, socialement n cTi- partagées. Caractéristiques Enthousiasme,dynamisme volonté de conformer le monde aux valeurs dont , générales il est porteur Organisé, méthodique, entretient son résea de re u lations. A beaucoup dentregent Fait attention aux personnes, prê à aider, pa t rtager Appr entissage En interaction avec dautres personnes qui partagent les mêmes valeurs Résolution de Prête at tention à ce qui est important pour les perso nnes. Décide problème rapideme et organise m nt éthodiqueme laction. nt Autorité Se situe volontiers e position dautorité où il a un style charisma n tique, entraînant par la force de ses valeurs et la volonté de les réaliser. 525 Pensée extravertie 526
  • 264. Facilitator Guide Presentation Page 264ISTJINTJ Pensée extravertieESTJENTJTe- Nature Capacité à organiser et structurer lenvironnement de façon logique,Fi- méthodique et efficace. Caractéristiques Agit selon des critères rationnels et logiques quil expose volontiers générales Suit le principe de causalité : tout effet a une cause ; partisan du "one best way" Planifie, organise, dirige dans tous les secteurs de la vie Apprentissage Apprend de façon logique, ordonnée, sans perte de temps ; aime bien les défis, la compétition dont il pense avoir à apprendre, quil soit perdant ou gagnant. Résolution de Décompose facilement un ensemble en ses éléments. problème Décide rapidement, clairement sur la base de critères rationnels et objectifs. Autorité Se situe naturellement en position de commandement. Assume volontiers lautorité, répartit les tâches. 527 Vous vous habillez le matin en utilisant Thinking extraverti « Classer les couleurs et les styles différents en pensant aux conséquences, telles que – depuis je dois rester debout toute la journée ». 528
  • 265. Facilitator Guide Presentation Page 265 529 Vous vous habillez le matin en utilisant Thinking extraverti« Classer les couleurs et les styles différents en pensant aux conséquences, telles que – depuis je dois rester debout toute la journée ». 530
  • 266. Facilitator Guide Presentation Page 266 Extraverted Thinking Types• Is fed from objective data – facts and borrowed ideas• Depends upon the facts of experience and regards the abstract idea as unsubstantial and of negligible importance• Relies on facts outside of the thinker, which are more decisive that the thinking itself, for soundness and value• Has as its goal the solution of practical problems, discovery and classification of facts, critisicm and modification of generally accepted ideas, planning of programs, and developing of formulas 531 Extraverted Thinking Types• Dwels upon the details of the concrete case, including irrelevancies• Has a tendency to multiply facts until their meaning is smothered and thinking paralyzed• Consists of a succession of concrete representations that are set in motion not so much by an inner thoughts activity as by the changing stream of sense perceptions. 532
  • 267. Facilitator Guide Presentation Page 267 Te = Extraverted ThinkingExtraverted Thinking types typically use theirfavorite judging function in the outside world,focusing it on people, things and activities. Theylike to be in control and enjoy making decisions. Asa result they tend to:•Value competence, efficiency and effectiveness;•Feel comfortable in leadership positions;•Want to be recognized for their accomplishements;•Want things to be logical;•Value being respected more than being liked;•Focus on truth, accuracy, and productivity;•Have high standards;•Have a natural disposition to be critical. 533 Thinking extraverti Te – • Organiser, segmenter trier et appliquer une logique et un critère. • Comment est-ce que je peux structurer et organiser mon apprentissage ? • Qu’elle est la suite et l’arrangement de ce que j’apprends ? • Quelle est la logique derrière ce que j’apprends ? 534
  • 268. Facilitator Guide Presentation Page 268 535• La pensée extravertie implique un processus de mise en ordre du monde extérieur selon soit les principes inhérentes de ce que est en train d’être organisé (comme la couleur, la taille, ou la forme) soit un ordre conventionnel dont on s’est mis d’accord (comme l’alphabétisation, ou la numération).• Si vous regardez par la fenêtre un pommier dans le jardin et vous remarquez que les fruits commencent à tomber, vous pouvez prendre une note mentale pour vous procurer plusieurs bacs pour ramasser les pommes.• Vous aurez à votre disposition un bac pour les pommes pourries, et un panier pour celles qui étaient mûres, pour les laver avant de les mettre sur la table.• Vous aurez également une casserole en plastique pour celles qui sont abîmées mais qui ne sont pas pourries, pour hacher pour faire de 536 la compote.
  • 269. Facilitator Guide Presentation Page 269• Coordonner, séquencer, segmenter et donner la priorité comptent souvent sur le processus de la pensée extravertie.• La pensée extravertie a une qualité plus ici et maintenant qu’une qualité universelle, future ou passée.• Quand les événements particuliers ne sont plus dans notre présence ou notre conscience, le processus de la pensée extravertie nous oriente vers les nouvelles données, événements ou idées.• Ce processus nous donne du contrôle sur une situation, surtout quand tout est organisé d’une façon efficace et hiérarchique 537 Dominant extraverted thinking ESTJ & ENTJ• Seek to bring order to their external environment, to make it logic• Express their thoughts and judgements with directness and clarity• Are action orientated and decisive• Set goals, plan implementation, gather resources and then direct others to achieve results• Are impatient with inefficiency and incompetence – make and accept no excuses 538
  • 270. Facilitator Guide Presentation Page 270 Dominant extraverted thinking ESTJ & ENTJ• Readily devise systems and trust their systems to deal reasonably with others’ needs• Naturally assess systems, procedures and ideas – see problems that others may overlook• Anticipate consequences, develop contingency plans and act quickly to deal with problems• Approach life as an interesting challenge – want to structure their world to achieve their goals 539 Te• Dominant extraverted thinkers are natural leaders – quick, assertive and decisive• Their judgements are clear and logical; they seldom have second thoughts• GOAL = to create logical order in their external world; to make their environment rational 540
  • 271. Facilitator Guide Presentation Page 271 Inferior function of Extraverted Thinking (Te) ESTP & ESFP = Fi Par excès excès: Par défaut défaut: • Difficulté à prendre des décisions • Hypersensibilité aux sentiments dans des domaines de la vie intérieurs, prend toute remarque pour une critique personnelle intérieure mettant enjeu des valeurs profondes • S’enthousiasme pour une cause sans réflexion, donne une • Tendance à régenter et à importance disproportionnée à un organiser rationnellement cas particulier sur lequel il reporte l’entourage sans tenir compte ses sentiments inemployés des sentiments de celui-ci • Manifeste des sentiments • Difficulté à accéder à ses extrêmes, passe du coup de cœur propres sentiments; à ressentir au coup de gueule, devient les situations de l’intérieur émotionnel Contribution à la dynamique de la psyché: • Entrer plus facilement dans une relation intime • Accepter ses limites, ses faiblesses • Acceptation des aspects non rationnels de la personnalité, en soi et541 chez les autres Sentiment introverti dans lombreISTJ Difficulté à prendre des décisions dans le domaineINTJ des valeursESTJENTJ Par insuffisance Tendance à régenter et organiser rationnellementFi+ lentourage sans prendre en compte les sentimentsTe+ Difficulté à accéder à ses propres sentiments Hypersensibilité aux sentiments intérieurs Toute remarque devient critique personnelle Par excès Enthousiasme irréfléchi Manifestation extrême des sentiments 542
  • 272. Facilitator Guide Presentation Page 272 Inferior function of Extraverted Thinking Types ESTP & ESFP = Fi Triggers for the inferior function function: Forms of the grip experience: • Disregard of their deep values • Hypersensitivity to inner states • Others emotional expressions • Outbursts of emotion • Regret of their own harshness • Fear of feeling Ways of returning to equilibrium equilibrium: New knowledge gained gained: • Need to experience depth of their • Recognition to own limits feeling • An acceptance of the irrational • Silent support from others • The importance of intimate • Talking to a trusted person relationships. 543ISFPINFPESFPENFP Sentiment introvertiFi-Te- Nature Capacité à créer lharmonie autour de valeurs personnelles profondément ressenties. Porte les valeurs dun groupe par son exemple, sans faire de prosélytisme Caractéristiques Aime trouver la signification des choses, leur sens profond générales Rêve volontiers, a besoin de solitude pour se ressourcer Crée intimité avec groupe damis sur des sujets profonds Forte capacité dempathie Apprentissage A besoin de trouver la signification de ce quon lui enseigne et que ce soit conforme à ses valeurs. Demande un climat de coopération et la liberté dexplorer. Résolution de Allie capacité dimagination, de recherches nouvelles et certitude et problème sureté en matière de jugement éthique. Autorité Procède plus par influence que par autorité directe ; agit volontiers comme guide moral dun décideur apparent. 544
  • 273. Facilitator Guide Presentation Page 273 Le conflit• Le conflit est un terme assez large qui décrit plusieurs interactions différentes entre les gens;• La plupart des gens l’identifient comme une sorte d’interaction avec une charge négative d’émotion.• Souvent le conflit existe car un élément clé de confiance, des croyances, d’autorité ou de passion, a été challengé. 545 La résolution de conflit• En mettant la lumière sur les issues et les besoins sous-jacents (à la fois ceux de soi-même et ceux de nos interlocuteurs) nous avons plus de chance d’amorcer la charge et d’achever un résultat positif que si nous trébuchons aveuglement à travers le conflit. 546
  • 274. Facilitator Guide Presentation Page 274 Le MBTI comme un outil pour manager le conflit• Le MBTI (le type) peut être utilisé pour mettre en lumière et pour comprendre plus clairement ce qui est vraiment au cœur d’un conflit.• En incorporant un type de conscience (en particulièr comment les gens des types de personnalité différents ont tendance à se présenter lors d’un conflit), nous pouvons mieux nous préparer à approcher le conflit et à communiquer avec autrui, dans le but de résoudre la situation conflictuelle. 547 Les racines de conflit…• La dichotomie MBTI sur laquelle il y a le plus grande nombre de difficultés de compréhension est celle du J – P (organisation dans le monde extérieur). 548
  • 275. Facilitator Guide Presentation Page 275 Les « J »• Les « J »ont souvent la difficulté d’apprécier la spontanéité, le besoin de maintenir les ouvertures et les différents points de référence du temps des « P ». 549 Les « P »• Les « P » ont tendance à éviter de prendre les décisions rapidement et souvent ont le sentiment d’être gênés par l’approche méthodique de la vie du « J », qui est également souvent « perçu » par le « P » comme inflexible. 550
  • 276. Facilitator Guide Presentation Page 276 Zone de conflit• La recherche démontre que cette différence est au cœur des tensions entre les gens, même si c’est (J-P) la seule préférence que les gens ne partagent pas.• Ces différences distinctes amènent souvent aux conflits. EX: ENTJ et ENTP 551La recherche démontre également que « When the going gets tough…. »• Les gens qui préfèrent la Pensée (T) dans la prise de décision veulent corriger rapidement ce qui ne marche pas;• Les gens qui préfèrent le Sentiment (F) dans la prise de décision veulent assurer que tout le monde est entendu et que tout le monde est respecté.• Cette différence est accentué en conflit et mène souvent au développement des expectations différentes et des malentendus. 552
  • 277. Facilitator Guide Presentation Page 277 « T » ou « F » + « J » ou « P » = Conflit• Même que les fonctions dominantes et les fonctions inférieures du type de personnalité d’une personne vont jouer un rôle important dans ce qui se passe dans un conflit ce sont les deux derniers sigles du type qui manifestent certains modèles dans les situations de conflit et donc donnent des couples de conflit. EX: INFP = couple de conflit FP 553 Les « couples de conflit »• TJ – toutes les personnes de ce type utilisent leur « T » pensée dans le monde extérieur (extraversion) – ESTJ, ISTJ, ENTJ, INTJ;• TP – toutes les personnes de ce type utilisent leur « T » pensée dans le monde intérieur (introversion) – ISTP, INTP, ESTP, ENTP 554
  • 278. Facilitator Guide Presentation Page 278 Les « couples de conflit »• FJ – toutes les personnes de ce type utilisent leur « F » sentiment dans le monde extérieur (extraversion) – ENFJ, ESFJ, INFJ, ISFJ• FP – toutes les personnes de ce type utilisent leur (F) sentiment dans le monde intérieur (introversion) - INFP, ISFP, ENFP, ESFP 555 Les « couples de conflit »• En regardant exclusivement notre préférence pour la prise de décision (Pensée/Thinking ou Sentiment/ Feeling) et l’effet réciproque avec notre préférence d’organisation dans le monde extérieur (Jugement ou Perception) met la lumière sur notre focalisation et notre réponse dans une situation de conflit. 556
  • 279. Facilitator Guide Presentation Page 279Couple de Comment TYPE Fonction en conflit cela peut se commune manifester ISTJ, INTJ Pensée TJ ESTJ ENTJ • Décisif, planifié et ordonné; Extravertie (Te) • quelquefois critique et ne mâche pas les mots: ISTP, INTP Pensée • Objectif, recherche ce qui à TP ESTP, ENTP Introvertie (Ti) raison; • quelquefois têtu ISFJ, INFJ, Sentiment • Chaleureux; recherche FJ ESFJ, ENFJ Extraverti (Fe) l’harmonie; • quelquefois veut étoffer avec gentillesse. ISFP, INFP Sentiment • Sensible; à l’écoute des FP ESFP, ENFP Introverti (Fi) besoins d’autrui; • quelquefois fait des soucis pour tout le monde. 557Couple de Comment Equipe Fonction en conflit cela peut se commune manifester AN, CB, MB, AO Pensée TJ • Décisif, planifié et ordonné; Extravertie (Te) • quelquefois critique et ne mâche pas les mots: Pensée • Objectif, recherche ce qui à TP Introvertie (Ti) raison; • quelquefois têtu Sentiment • Chaleureux; recherche FJ BR, CC-T Extraverti (Fe) l’harmonie; • quelquefois veut étoffer avec gentillesse. Sentiment • Sensible; à l’écoute des FP AG, OP, L-MJ Introverti (Fi) besoins d’autrui; • quelquefois fait des soucis pour tout le monde. 558
  • 280. Facilitator Guide Presentation Page 280 Sommaire des couples de conflit TJ TP FJ FP Cause Challenge à / Challenge à /probable du Challenge à / Challenge à/ des d’autorité de confiance des croyances valeurs conflit Résultat Tourner la page ou Processus défini Les rapports qui Les rapports qui recherché résolution ou progression restent intacts restent intacts S’occupe de Refus d’admettreleur émotions En les écartant En les incluant En les acceptant qu’elles existent en Impression Quelqu’un qui Un adversaire Catalyseur de ou Recherche que peut inclus les valeurs détaché ou contributeur au communication et avoir les et les sentiments agressif conflit harmonie autres d’autrui Ils peuvent Il n’y a pas Satisfait Le conflit se subséquemment d’amertume qui Il y a une exploration quand termine 559 analyser le résultat subsiste ouverte La dichotomie T/F – où on se focalise en conflit Notre processus de prise de décision préféré détermine où se focalise notre attention pendant un conflit: Le T a tendance à faire Le F a tendance à faire attention à et se attention à et se focaliser le plus focaliser le plus fortement sur fortement sur • Pourquoi il y a conflit • Qui fait partie du conflit • Les opinions et les • Les besoins et les valeurs principes • L’acception et l’appréciation • L’analyse et la tolérance des des différences différences • L’élocution plein de tact • L’élocution concise • Assuré de faire des • A maintenir une position concessions ferme 560
  • 281. Facilitator Guide Presentation Page 281 La dichotomie J/P – comment on répond au conflitNotre façon préférée de faire face au mondeextérieur détermine notre réponse lors d’unconflit Le J a tendance à Le F a tendance à• Recherche une résolution • Rechercher à clarifier les• Arranger le problème choses• Se focaliser sur le passé et • Y travailler le futur • Focaliser sur le présent• Être principalement • Être concerné concerné avec le résultat de principalement avec la la situation contribution des• Ressentir la satisfaction une participants fois le conflit est passé • Ressentir la satisfaction une fois le conflit est en train d’être adresser. 561 Le Couple Conflit TJ La Pensée extravertie (Te)• La pensée est extravertie, qui veut dire qu’elle s’opère dans le monde extérieur et donc est très visible pour les autres.• Lors d’un conflit, la pensée extravertie se manifeste en tant que commentaire rational et critique au monde extérieur couplé avec une aptitude acharnée à prendre des décisions basées sur l’information à porté de la main 562
  • 282. Facilitator Guide Presentation Page 282 Source de conflit pour les TJ INTJ, ISTJ, ENTJ, ESTJ• Le conflit se manifeste souvent au tour des issues d’autorité (beaucoup plus que pour les autres couples de conflit);• La hiérarchie, les reporting, l’ancienneté, et les rôles de prise de décision sont souvent les drapeaux rouges pour les TJ;• Lors d’un conflit le besoin primaire des TJ est la fermeture ou la résolution du conflit;• Les TJ ont tendance à nier le contenu émotionnel du conflit même que ce dernier existe;• Leur engagement peut se déplacer de facile à vivre et agréable à une colère intense, tout dans la même situation; 563 Source de conflit pour les TJ INTJ, ISTJ, ENTJ, ESTJ • Ce paradoxe peut être la racine de l’intensité variable et changeable qu’exhibent les TJ car l’émotion peut rester refoulée pendant un certain temps jusqu’à ce qu’elle dépasse un certain seuil et puis elle explose; • Les TJ ont tendance être assez agressif dans leur approche mais leur but final reste la résolution et la fermeture du conflit; • La réussite lors d’un conflit n’est pas mesurée par leur point de vue dominant mais plutôt par l’identification claire d’un point de vue qui permet d’avancer les choses. Nous avons attaqué l’issue de front et une décision a été prise…….on ne peut pas demander plus que ça…… 564
  • 283. Facilitator Guide Presentation Page 283 Couple de conflit TJ – en sommaire• Cause probable du conflit – les challenges à ou de leur autorité;• Résultat recherché – la fermeture ou la résolution du conflit;• Faire face aux émotions en – niant qu’elles existent;• L’impression d’autrui – un adversaire détaché et agressif;• Satisfait quand – le conflit est terminé. 565 Couple de Conflit FJ Sentiment Extraverti Fe• Pour tous les FJs, le sentiment (F) est extraverti, ce qui veut dire qu’ il opère dans le monde extérieur et donc est visible aux autres.• En situation de conflit le sentiment (F) se manifeste en tant qu’un besoin d’harmonie dans le monde extérieur.• Les autres voient les FJs comme des gens chaleureux, soigneux est peu à l’aise dans les situations tendues.• Les issus de conflit pour les FJ ont tendance à être autour des challenges à leurs croyances fondamentales ou leurs valeurs.• Durant un conflit, leur inquiétude principale est le bien- être des rapports avec les gens qui sont impliqués dans le conflit. 566
  • 284. Facilitator Guide Presentation Page 284 Couple de Conflit FJ INFJ, ISFJ, ENFJ, ESFJ• Le rapport doit rester intact, et cette focalisation reste primordiale pendant toute l’expérience.• Dès qu’engagé dans un conflit, les FJs sont probablement extrêmement intenses et émotionnels.• Le contenu émotionnel est considéré comme le point de discussion et s’est appliqué ou a été sollicité activement pendant le dialogue – « les sentiments sont aussi les faits ».• L’ inquiétude des FJ pour l’ouverture et l’harmonie pendant le processus renforce leur focalisation sur l’importance de préserver le rapport.• Une issue fructueuse est déterminé pas par les décisions prises mais par le fait que tout les parties y impliquées peuvent quitter l’échange sans entretenir une expérience amertume. 567 Couple de conflit FJ – en sommaire• Cause probable du conflit – les challenges à ou leurs croyances.• Résultat recherché – les rapports intacts.• Faire face aux émotions en – les- incluant.• L’impression d’autrui – recherche de communication et d’harmonie.• Satisfait quand – Il n’y a pas d’amertume qui reste. 568
  • 285. Facilitator Guide Presentation Page 285 Sources de Conflit pour les FP Sentiment Introverti Fi• Pour tous les FPs, le sentiment est introverti ce qui veut dire qu’il s’opère dans le monde intérieur et donc n’est pas immédiatement visible pour les autres.• En conflit il peut se manifester comme un désir à entendre tous les côtés d’une histoire.• Les autres typiquement voient les FPs comme les gens acceptant des vues disparates et qui sont liées à leur propres valeurs.• Pour les FP, les issues de conflit ont tendance à impliquer que les sujets pour lesquels ils sont passionnés.• Les gens avec ce couple de conflit s’éloignent de telle interaction conflictuelle jusqu’à ce dernier tire une gâchette plus profonde.• Pendant le conflit il y a un besoin fort de veiller que 569 toutes les parties sont à la fois incluses et entendues. Sources de Conflit pour les FP INFP, ISFP, ENFP, ESFP• Même si, typiquement, les FP ne s’engagent pas légèrement dans un conflit, ils le voient comme une utilisation naturelle d’énergie quand c’est nécessaire – « il y a des choses qui sont justes et importantes! »• Ils ont tendance à accepter et être ouverts à l’inclusion du contenu émotionnel mais ils ne le sollicitent pas activement comme un point de discussion dans le dialogue.• Leur approche se prête à une exploration d’opinions et de points de vue, et en fait ceci est leur concept d’un résultat « réussite ».• Il n’y a pas de besoin résolu pour fermeture; l’exploration est en elle-même importante.• En effet les FPs ont une antenne qui détecte en permanence le conflit qui se passe autour d’eux. 570
  • 286. Facilitator Guide Presentation Page 286 Couple de conflit FP – en sommaire• Cause probable du conflit – les challenges à ou de leurs croyances.• Résultat recherché – Une écoute respectueuse.• Faire face aux émotions en – les-acceptant.• L’impression d’autrui – quelqu’un qui inclut les valeurs et les concernes d’autrui..• Satisfait quand – Il y a une exploration ouverte. 571 Un Modèle pour gérer le conflit• La compréhension des diverses perspectives des 16 types est un atout pour gérer le conflit car elle nous permet de voir comment les individus peuvent envisager la même situation d’une façon très différente.• Non seulement les gens peuvent envisager le conflit d’une manière très différente mais il se peut aussi qu’ils ne soient pas d’accord avec les issues sous-jacentes du conflit.• Le fait d’être conscient de ceci peut élargir notre compréhension de la situation et nous permettre d’aller au fond du problème d’une façon efficace.• Cependant la conscience toute seule n’est souvent pas suffisante pour voir d’où vient le besoin d’une stratégie bien définie. 572
  • 287. Facilitator Guide Presentation Page 287 Le modèle de gestion des conflits• En utilisant ce modèle le conflit est géré en trois étapes: Ajoute La valeur Crée Recherche L’espace La clôture Ajoute La valeur 1 2 3 573 Etape 1 – créer l’espace • Créer l’espace implique d’apporter toutes les vues, les idées et les opinions au forum de dialogue pour toutes les parties concernées par le conflit. • Cette étape requiert de réunir tous les faits, de vérifier les assomptions et de rechercher la clarification. • Le but de cette étape n’est pas seulement de connaître les vues diverses mais aussi de les comprendre à fond. • Ceci demande d’explorer le sujet et de différer le jugement de la situation (prendre une décision). 574
  • 288. Facilitator Guide Presentation Page 288 Etape 2 – l’ajout de la valeur• Dès qu’une compréhension claire des issues du conflit a été établie (le résultat d’étape 1), une évaluation du contenu est justifiée.• L’ évaluation la plus équilibrée du contenu du conflit, la plus défendable et raisonnable est la position de chacun.• Le challenge à ce stade de la gestion du conflit est de reconnaître la contribution de la préférence naturelle de chacun pour la prise de décision en utilisant soit Thinking (T) soit Feeling (F) et puis d’augmenter la situation avec la contribution de l’autre fonction. 575 Etape 3 – Recherche la fermeture• Dès que l’espace a été créé pour explorer ouvertement les vues et les opinions à l’intérieur du conflit et qu’un processus évaluatif équilibré a été mis en place, il faut chercher à clôturer le conflit.• La notion de clôture est étroitement alignée avec la préférence pour le jugement « J »; il y a plusieurs activités qui peuvent mener à la fermeture d’un conflit. 576
  • 289. Facilitator Guide Presentation Page 289 Etape 3 La ClôtureLe consentement sur les principes de décision• Plutôt que d’aller directement à la décision finale dans une situation de conflit, c’est très utile d’articuler et d’obtenir un accord sur les principes, alors les parties vont utiliser la base de prise de décision.• Par exemple; disons que le conflit implique la distribution égale de la charge du travail du staff.• Les principes qui seront utilisés pour guider la décision peut être de créer les opportunités égales d’apprentissage « en faisant », tout en respectant les contraintes de temps de toutes les parties concernées, permettant ainsi de dissiper toute impression de favoritisme.• En acceptant que ces derniers soient les principes de base, les critères de la décision finale sont communiqués ouvertement et acceptées. 577 Le modèle de gestion des conflitsEn utilisant ce modèle le conflit est géré en trois étapes: T Ajoute P La valeur J Crée Recherche L’espace La clôture F Ajoute La valeur 1 2 3 578
  • 290. Facilitator Guide Presentation Page 290 ENFJ (BR)• La conscience des ENFJ des besoins des autres et leur désire d’accentuer le côté positif des choses les amènent à promouvoir l’harmonie et le développement du potentiel de chacun.• Pour les ENFJ, les rapports interpersonnels sont au cœur de tout.• Les ENFJ remarquent rapidement tout malaise entre les gens, et ils s’efforcent à organiser des rassemblements qui promeuvent la réconciliation ou la diminution du conflit.• Pour les ENFJ il est important que dès la résolution d’un conflit il ne reste pas de résidu de désagrément et que le consensus soit rétabli dès que possible. 579 ESFJ (CCT) + Profile Equipe• Les ESFJ ont un regard sincère pour les autres et ils désirent créer un environnement sécurisant et sûr qui les amène à rechercher l’harmonie à la fois dans leur monde intérieur et leur monde extérieur.• Avec la plupart des ESFJ « ce que vous voyez est ce que vous avez » - une personne qui est chaleureuse, loyale et consciencieuse et qui utilise ses qualités pour réduire la quantité de conflit présent dans n’importe quelle situation.• Les ESFJ feront tout leur possible pour rapprocher les deux parties opposées et ils encourageront les autres à se raccommoder pour qu’il n’y ait pas de mauvais sentiments. 580
  • 291. Facilitator Guide Presentation Page 291 Le couple de conflit FJ• Le couple de conflit FJ exhibe ses points forts dans son implication empathique avec les personnes et les issues à portée de la main et leur capacité d’arriver à la clôture de façon amicale.• Les FJ rencontrent leur tâche aveugle au début du conflit.• Ils préfèrent fouiller dans les issues tout de suite et ils préfèrent mesurer l’impact sur les participants au lieu de passer du temps à explorer les points de vues et les opinions des autres. 581 Le couple de conflit FJ• Cette tâche aveugle peut mener à la conclusion précoce d’un conflit.• Par exemple les parties impliquées peuvent être d’accord sur une résolution, mais cette résolution ne résoud pas suffisamment le problème principal. 582
  • 292. Facilitator Guide Presentation Page 292 Ce que dit le FJ« Mon point fort est ma capacité à soulager le conflit en le résolvant rapidement et en trouvant une solution qui contente tout le monde. Quelquefois ces solutions ne sont pas les options les plus logiques ou les plus efficaces. Cependant, quand je laisse un conflit ouvert, disons jusqu’au lendemain, je suis ensuite plus ouvert à voir les alternatives logiques. » 583 Les FJ – la création d’espace• Votre tendance est d’éviter le conflit à tout prix.• Votre désir d’harmonie vous rend mal à l’aise à résister longtemps.• Utilisez votre capacité naturelle à accueillir les autres ainsi qu’à écouter leurs sentiments dans la discussion. 584
  • 293. Facilitator Guide Presentation Page 293En ayant affaire à un FJ, soyez averti que….pour la création d’espace• Ils ont tendance à voir le conflit comme une expérience douloureuse, négative et personnelle.• Les sentiments de tout le monde sont importants pour eux.• Ils peuvent essayer d’expédier le processus pour éviter la gêne associée au conflit qu’ils rencontrent 585 FJ – l’ajoute de valeur• Votre besoin d’harmonie limite votre capacité de challenger de critiquer objectivement les idées.• Vous pouvez être réticent à argumenter un point qui challenge les vues d’autrui mais qui peut ajouter la valeur au processus.• Votre capacité à garder toutes les parties engagées et ouvertes est d’une grande utilité. 586
  • 294. Facilitator Guide Presentation Page 294En ayant affaire à un FJ, soyez averti que….l’ajout de valeur• Leur focalisation est d’abord assurer que tout le monde est OK avec le dialogue.• Leur émotivité et leur intensité ne sont pas embarrassantes ou inappropriées pour eux.• Une fois qu’ils sont certains que les inquiétudes et les sentiments de tout le monde ont été récolter, ils peuvent regarder calmement les faits. 587 Les FJ – la recherche de la clôture• Souvenez-vous que tout le monde ne voit pas les différences comme nuisibles à un rapport.• Les autres parties peuvent considérer votre focalisation sur les sentiments comme « trop modéré » ou trop flou.• Votre puissance d’emphatiser avec toutes les parties et d’assurer que les besoins de a beaucoup d’importance pour les autres. 588
  • 295. Facilitator Guide Presentation Page 295En ayant affaire à un FJ, soyez avertique….pour la recherche de la clôture• S’il y a malveillance ou de la frustration qui subsiste, ils ne seront pas capable de mettre fin confortablement même si la décision est unanime.• Leur « intérêt extrême » de ce que vous ressentez n’est pas fait intentionnellement pour vous contrarier ou pour nier la vérité de l’issue.• Il se peut que plus tard ils aient le sentiment d’être écarter si leurs vues n’étaient pas invitées avant la clôture. 589 ISTJ (MB, AO)• Les ISTJs travaillent d’une façon responsable et méthodique pour réaliser leurs engagements;• Pour les ISTJs le conflit est quelque chose dont ils ont besoin de s’occuper pour continuer leur vie;• Les ISTJ ont une grande aptitude à collectionner et à stocker les réserves vastes d’information;• Lors d’une situation de conflit les ISTJs ont besoin de trouver une solution et de tourner la page;• De temps en temps les ISTJ peuvent paraître insoucieux du conflit et parfois – surtout concernant les issues de relation avec autorité – peuvent réagir avec une intensité qui peut faire peur aux autres. 590
  • 296. Facilitator Guide Presentation Page 296 ESTJ (AN, CB)• Les ESTJ organisent le monde qui les entoure pour prévoir la clarté et l’efficacité.• Pour les ESTJ le conflit est quelque chose qu’ils ont besoin de traiter rapidement pour qu’ils puissent poursuivre leur vie.• Les ESTJ utilisent leurs expériences pertinentes du passé pour les guider dans la résolution du conflit.• Parfois les ESTJ donnent l’impression de ne pas être ennuyés par le conflit (en cachant leur émoi à l’intérieur) et parfois – surtout dans les situations relatives aux issues d’autorité – ils réagissent avec une intensité qui peut faire peur aux autres. 591 TJ Couple de conflit• Les TJ exhibent les point forts en évaluant les alternatives clé et en demandant la clôture de manière compétent.• Les TJs sont probablement confrontés àune tâche aveugle au début du conflit. Car ils préfèrent sauter sur les étapes d’analyse et de clôture plutôt que créer l’espace pour explorer les points de vue différents.• Ce style peut entraîner une analyse surabondante de une ou deux options et une conclusion à la hâte sans amener les autres parties. 592
  • 297. Facilitator Guide Presentation Page 297 TJ Couple de conflit• Ce style peut également empêcher les TJ d’être conscient de l’impact de leur poussée vers la résolution de conflit peut avoir sur les autres personnes qui peuvent avoir le sentiment de rester en coulisses ou d’être exclues du processus. 593 Ce que dit le TJ« Je suis très bon pour faire accepter à la hâte le conflit et de le réduire rapidement à l’élément de base……le problème est que j’ai tendance à blesser les gens sur la route soit en ne prenant pas en considération leur position comme une option logique, soit en l’écartant trop vite. Quand J’ai passé un peu plus de temps à écouter la position d’autrui je reconnais que le résultat peut être plus efficace. » 594
  • 298. Facilitator Guide Presentation Page 298 Les TJ – la création d’espace• Il faut résister à la tendance à précipiter à la clôture ou la résolution;• Il faut utiliser votre capacité naturelle à définir un processus raisonnable pour toutes les parties concernées. 595 En ayant affaire à un TJ, soyez averti que….pour la création d’espace• Leurs peurs en ce qui concerne l’incertitude du résultat sont très fortes.• La valeur d’entendre les opinions d’autrui peut avoir besoin d’être renforcée.• Une contribution succincte et directe sera plus probablement entendue. 596
  • 299. Facilitator Guide Presentation Page 299 Les TJ – l’ajoute de valeur• Souvenez-vous que les sentiments d’autrui sont des contributions valides et qu’ils méritent la considération.• Faire taire votre critique interne quelque temps.• Utilisez votre analyse logique à contribuer au processus. 597En ayant affaire à un TJ, soyez averti que….pour l’ajoute de valeur• Il faut commencer avec leur base logique et élargir pour leur permettre d’englober les sentiments.• Leur critique n’est pas personnelle.• Un espace sûr est requis pour qu’ils partagent leurs sentiments ou pour qu’ils soient ouverts aux sentiments des autres; 598
  • 300. Facilitator Guide Presentation Page 300 Les TJ – recherche la clôture• Ne pas oublier que l’objectif de la victoire totale peut tuer les petits profits.• Souvenez-vous que les parties adverses peuvent ne pas être prêtes d’avance à cette étape si leurs sentiments ne sont pas acceptés.• En ayant entendu tous les côtés, aidez tout le monde à avancer vers une solution. 599En ayant affaire à un TJ, soyez averti que….la recherche de la clôture• Dès que le conflit est résolu, il n’est pas probable qu’ils le reprennent, donc il faut être sûr que vous êtes prêts à avancer.• Il est fort probable ils n’avaient pas abordé les aspects émotionnels du conflit; ces derniers peuvent demander à être réconcilier en premier.• Tous les partis doivent être préparés à mettre en action ce qui a été convenu. 600
  • 301. Facilitator Guide Presentation Page 301 ESFP (LMJ)• Les ESFP sont amoureux de la vie et trouvent leur divertissement avec les gens et le monde qui les entoure.• A leur avis les situations de conflit sont naturelles (bien qu’elles ne soient pas bienvenues) et font partie de la vie quotidienne.• Les ESFP sont des observateurs fervents du comportement humain et prennent en considération de bon cœur les inquiétudes d’autrui.• Pour les ESFP il est important qu’ils soient inclus et qu’ils soient écoutés pendant l’exploration d’un conflit qui a des conséquences sur eux. 601 INFP (AG)• Les INFP recherche les façons différentes de promouvoir le développement personnel et le développement intérieur à la fois pour eux-mêmes et pour les autres.• Les INFP regardent les situations de conflit comme une partie naturelle (bien qu’elles soient malchanceuses) de la vie de tous les jours.• L’antenne des INFP capte toutes les différences entre les gens, et ils sont souvent conscients des dynamiques humains en jeu.• Les INFP promeuvent et encouragent le dialogue, car pour les INFP le bien-être émotionnel de tout le monde est primordial.• Les INFP utilisent leurs énergies créatives pour encourager les autres à trouver l’avenir. 602
  • 302. Facilitator Guide Presentation Page 302 ENFP (OPP)• Les ENFP inspirent et enthousiasment ceux qui les entourent à faire une différence.• Les ENFP regardent les situations de conflit comme une partie naturelle (bien qu’elles soient malchanceuses) de la vie de tous les jours.• L’antenne des ENFP capte rapidement tout différence entre les gens et ils encouragent rapidement un dialogue pour y remédier.• Pour les ENFP c’est important qu’ils soient inclus et écoutés lors d’une situation de conflit, et également que leurs valeurs soient respectées.• En utilisant leur pouvoirs de perception et de persuasion les ENFP peuvent convaincre autrui de l’avenir. 603 Le couple de conflit FP• Le couple de conflit FP manifeste ses points forts en accueillant et en incluant toutes les perspectives d’une manière ouverte et passionnée.• Le processus de conflit est vu comme une utilisation importante et nécessaire de l’énergie d’exploration.• Les FP sont confrontés à leur tâche aveugle pendant l’aspect d’analyse et de clôture du conflit.• Ils peuvent rouer de coups le processus d’exploration dans un effort d’inclure toutes les vues et tous les sentiments.• Pendant que d’autres peuvent avoir le sentiment d’être inclus et estimé au début du processus, ils peuvent se mettre en colère du manque de progrès ou d’un cadre logique. 604
  • 303. Facilitator Guide Presentation Page 303 Le couple de conflit FP• La tâche aveugle des FP peut les empêcher d’analyser ou d’adresser de façon logique les alternatifs négatifs, même qu’ils en sont conscient.• Aux autres, ceci peut paraître comme la dénégation ou l’évasion de l’issue et d’accorder trop d’intérêt au fait que tout le monde soit heureux. 605 Ce que dit le FP« J’aime bien jouer le rôle de médiateur – mettre toutes les opinions et tous les sentiments sur la table et assurer que tout le monde est entendu – mais je n’aime pas dégager les parties litigieuses et prendre parti. Quand je suis forcé d’analyser de façon logique une issue, même si je peux apprécier que « la résolution » ne veut pas dire prendre parti – juste peser le pour et le contre. » 606
  • 304. Facilitator Guide Presentation Page 304 Les FP – la création d’espace• Votre tendance est de rouer de coups le dialogue dans un effort d’inclure tout point de vue possible.• Plutôt que d’avancer votre propre point de vue, vous êtes apte à assumer le rôle de facilitateur;.• Vous avez une inclination naturelle à accepter toutes les vues et inviter toutes les parties à table. 607 En ayant affaire à un FP, soyez averti que…. La création d’espace• Ils ont tendance à ne pas s’engager en conflit sauf si le conflit concerne une issue au sujet de laquelle ils se sentent passionnés.• S’assurer que tout le monde a une voix égale, est important pour eux.• Ils peuvent garder le processus d’exploration ouvert trop de temps essayant d’inclure tous les points de vue. 608
  • 305. Facilitator Guide Presentation Page 305 Les FP – l’ajout de valeur• Souvenez-vous que ce n’est pas toujours votre devoir d’arbitrer le conflit; votre analyse du sujet est aussi importante.• Se faire du souci pour tout le monde et pour toutes les chose ne résoudra pas l’affaire.• Votre capacité d’accepter toutes les parties et d’être équitable envers chacun est d’une valeur élevée. 609 En ayant affaire à un FP, soyez averti que….pour l’ajout de valeur• Ils ne peuvent vouloir être lié à la procédure.• L’analyse logique des alternatives avec un impact négatif sur les autres est difficile pour eux en discuter et sera éviter.• L’inclusion d’autrui est plus important pour eux que les issues. 610
  • 306. Facilitator Guide Presentation Page 306 Les FP – la recherche de la clôture• Arriver à une conclusion logique est nécessaire pour la plupart des gens.• Toute situation de conflit ne demande pas votre intervention.• Offrez votre aperçu de comment les gens se rapprochent, pour trouver une solution harmonieuse. 611 En ayant affaire à un FP, soyezaverti que….pour la recherche de la clôture• Ils ne se dépêchent pas.• La clôture suivra le timing du cœur, pas celui de la tête.• Ils ont besoin de croire que leurs valeurs de base seront respectées en avançant, indifférent à la conclusion. 612
  • 307. Facilitator Guide Presentation Page 307 Le couple conflit des TP – la pensée introvertie (Ti)• Pour tous les TPs la pensée est introvertie, qui veut dire qu’elle s’opère dans le monde intérieur (introversion) et donc n’est pas immédiatement visible pour autrui;• Lors d’un conflit, la pensée introvertie peut se manifester comme une voix interne très critique qui aime jouer l’avocat du diable;• Souvent vu par les autres comme les gens qui soutiennent le perdant et qui questionnent les données. 613 Sources de Conflit pour les TP INTP, ISTP, ENTP, ESTP• Les TP mettent beaucoup l’accent sur la confiance et la crédibilité personnelle;• Les circonstances qui challengent ces concepts sont souvent au cœur des situations de conflit pour les TP;• Une fois concernée par un conflit, les TP aiment suivre un processus définis ou une route de progression avec lesquels ils peuvent naviguer à travers les issus; 614
  • 308. Facilitator Guide Presentation Page 308 Sources de Conflit pour les TP INTP, ISTP, ENTP, ESTP• Les TP ont tendance à voir les conflits comme un gaspillage de temps, malgré le fait que les autres voient les TP comme le catalyser du conflit;• En générale les TP reconnaissent leurs émotions pendant tout le processus du conflit, mais ils ont tendance à exclure leurs émotions de l’arène de discussion;• Dès qu’un conflit est résolu, les TP habituellement vont analyser, faire le point sur et disséquer le résultat pendant une période de temps considérable;• L’opportunité d’utiliser la pensée pour réfléchir intérieurement au sujet de ce qui vient de passer en externe est une partie vitale de la définition d’un résultat fructueux pour les TP 615

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