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Myers-Briggs
 

Myers-Briggs

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    Myers-Briggs Myers-Briggs Document Transcript

    • ~~ mbtLMyers-Briggs Type Indicator"Interpretive Report for OrganizationsDeveloped by Sandra Krebs Hirsh and Jean M. Kummerow Report prepared for EMERSON MEJIA January 29. 2008 interpretl:d by Ruby Harrison CPP.nc.j800·S24·17651 ww....,cpp.com
    • ~~mbti. Myers-Briggs Type Indicator® Interpretive Report for Organizations EMERSON MEJIA I ENTP Page 1 Intro dueli 0 iI This reporr is designed to help you understand your results on rhe Myers-Briggs Type bJdicdtor® (MBTI®) instmment and how they can be applied in organizational settings. The MBTr assessment provides a useful method for understanding people by looking at eight personality preferences that evetyone useS at different times. These eight preferences are organized into four dichotomies, each made up of a pair of opposite preferences. When you take the assessment, the four preferences you identiJY as being most like you are combined into what is called a type. The four dichotomies are shown in the chart below. Where you focus your attention The way you lake in informalion hlraversion IE) Sensing (S) .. . or or f Introversion {II Intuition IN! •• The way you make decisions Thinking (Tl or .~ Feeling (F) How you deal with the ouler world Judging (J) " Or Perceiving IP) " H The MBTI insrrument was developed by Karharine Briggs and Isabel Briggs Myers and is based on the work of Carl lung and his theory of psychological type. In understanding your MBT! resuits, remember ,hat the MBTI tool • Describes rather than prescribes, and therefore is used to open possibilities, not to limit options • Identifies preferences, not skills, abilities or competencies l • Assumes rhat all preferences are equally important and can be used hy every person • Is well documented wirh thousands of scientific studies conducred during a fifty-year period • Is supported by ongoing research How Your MBTI® Interpretive Report for Organizations Is Organized • Summary of Your MBTI® Results , ¥our Work Style Snapshot Work Style Chart Preferences at Work Chart Communication Style Chart • Order of ¥our Preferences • Your Problem-Solving Approach Problem-Solving Approach Chari • Conclusion Mvers·B(J1JI1S Typ!} IndlCii!!!¢ ht€rptetivc R€))O ror Orllanimmns © 1990, Elsa, 2005 by "stet E A~eIS mhl KJ:nsw8 O. lifters A! righLs rtl$erifl!.l. ThiS rt)oo~ w Ja&OO Ul Krst S. K., & KUfl:IfO"(lW, J. M. (19.98). Introduction to [ype" in :}g,:;n,liHions13rd ad.l. Motola!n Ve/., CA. CPP,r.; Myef!.;]:,ggs Type kw::atrJr. MBTI, i!!/;OGl.H;!to.11O Type, a"ld the M!:ln log1 am l1ad~markS ar reg!ste6C :reC:llm,IIU cllhe ~lyers"Bf1!lgs Tvpnlndka:ur Trust ir tle UmlBfl Slales and oiher r.cur.tt:es. fhe CPP logo is a trademark of CPP, h~.
    • ~~ Myers-Briggs Type Indicator®mbti, Interpretive Report for Organizations EMERSON MEJIA I ENTP Page 2 Summary of Your MBTI" Results H ow you decide to answer each icem on the MBTI assess m ent decermines you r repo rced M BT I type. Since each of che preferen ces can be rep resented by a lette r, a fo ur-letter code is used as sho rrhand fo r indicat ing type. W hen che fo ur dich oto mi es are combined in all poss ible ways, sixteen diffe rent types result. Yo ur rep orted MBTI type is ENTP. Reported Type: ENTP Extraversion Introversion Where you focus your attention Preferen ce for drawing energy from the outside world of people, activities, and things IT] Preferenc e for drawing energy from one s inner world of id eas, emotions, and ImpreSSions Sensing Intuition Th e way Preference for laki ng in in fonnalion through the Preference for taking in info rmatio n th rough a you take in sixth se nse" and noticin g wh at might be fIVe senses and notiCing what is actual inform ation -;;- Thinking Feeling The way you make dec isio ns L.!J 1 I I Preferen ce fo r organizing and structuring information to decide in a logi ca l, objective way iT! r L ... ~ __ ._ Preference for organizing and structu ring informa tion 10 decide in a personal, values-based way J Judging Perceiving Ho w you deal w ilh th e ouler world jl _ __ . , 1 Preference for livi ng a planned and organ ized li fe Preference for living a spontane oils and flexible hfe T he preforence clarity index (pci) indicates how clearly you choose one prefe rence ove t its opposite. T h e bar grap h below ch arts your res ul ts. T he longer the bar, the more sure you may be abo ut your p reference. Clarity of Reported Preferences: ENTP Very Cle 5r Clea r Moderate Slight Slight Modera te Cillar Very CleM Extraversion E Sensing S Thinking r Judging J 30 15 20 15 ro • - ­ ro 15 20 15 30 I Introversion N Intuition F Feeling P Perceiving PCI Results Extraversion 13 Intu ition 4 Thinking 3 Perceiving 4 Because MBT I resul ts are subject to a variety of influences, such as wock tasks, fa mily demands, and other factOrs , they need to be indi vidually verified . If yo ur rep orted type does n ot seem to fie, you will want to de termi n e (he ryp e thac comes closest to descri b ing yo u _Your eype professio nal can assis t yo u in th is process.
    • ~~mbti. Myers-Briggs Type Indicator® Interpretive Report for Organizations EMERSON MEJIA I ENTP Page 3 Your Work Style: ENTP A series of description s tha t relate [Q your wo rk preferences and behaviors is presented for your rype. When reviewing them , keep in mind that, because the MBTI assessment identifies preferences, not abilities or skills, there are no "good" or "bad" rypes for any role in an organization. Each person has someth ing to offer and learn tha< enhances hi s or her co ntribution . The snapshot for your ryp e is shown below, followed on the next pages by three charts that oudine ho w your rype influences your work sryle, your preferences a[ work, and you r communication style. ENTP Snapshot ENTPs are innovative, strategic, versatile, analytical, and entrepreneurial. They enjoy wo rking with others in start· up activities that req uire ing enuity and unusual resourcefulne ss. Although the descriptors below generally describe ENTPs, some may not fit you ex actly due to individua I diffe rences within ea ch type. Adaptive Enterprising Qu estionin 9 Analytical Independent Re sourceful Challenging Original Strategic Clever Outspoken Theoretical
    • ~~ Myers-Briggs Type Indicator®mbti> Interpretive Report lor Organizations EMERSON MEJIA / ENTP Page 4 Your Work Style CONTRIBUTIONS TO THE ORGANIZATION • View limitations as challeng es to be overcome o Provide new ways to do thin gs ~ Bring a conceptual fra mewo rk to problems • Take initiative and spu r others on • EnJoy comp lex cha ll eng es that address future need s LEADERSHIP STYLE s Plan the oreti ca l system s to meet orga niza ti onal needs • Encou rage independ ence in others • Apply logi c and fi nd mod els for chan ge e Use compellin g reasons to SlJ pporl what they want to do • Act as catalysts betwe en people and system s PREFERRED WORK ENVIRONMENTS ~ Co ntain ind epe ndent pe op le w orkin g on mode ls to so lve compli cated prob lems • Provide for flexibility and challenge ~ Are cha nge- ori ented and nonbu reauc ratic Have competent people Reward risk taking Encourage Clutoliomy and freedom of action Foclls on the big picture PREFERRED LEARNING STYLE • ActIve, conce ptual, and we ll tau ght ~ Challen ging and big pi ctu re-focuse d POTENTI AL PITFALLS May becom e lost in tile model, forg ettin g about cu rrent realities and details ~ May be comp etitive and unappreciative of the in put of others " May overextend tllemse lves and reach burnout " May not adap t w eH to standard procedur es SUGGESTIONS FOR OEVELOPMENT May need to pay attention to th e he re an d now and the essential facts May need to acl(nowle dge an d validat e othe rs contributions and va lue as people May neec! t.o set realistic prioriti es and tim e lines and know when to stop May Ileed to lear n how to work within tile syste m
    • Myers-Briggs Type Indicator® EMERSON MEJIA / ENTPInterpretive Report for Organizations Page 5 Your Preferences at Work EXTRAVERSION • lik e participating actively in a va riety of ta sks • Are often impatient w ith long , slow jobs ~ A re interested in th e activities of their w ork and in how other people do them Act quic kly, sometime s without thinkin g ~ Find phone calls a welco me diversion when working on a task ~ Develop ir.leas by discussing them with oth ers • like having people aro und and working on tcams INTUITION Like solv ing new, complex problems Enjoy th e cha llen ge of learning something new Se ldo m ignore insigh ts but may overlook facts Like to do things with an inn ova tive be nt LIke to present an overview of their work first Prefer chan ge, sometimes ra elica l, to conti nuation of what is Usually proceed in bursts of energy, following tlleir in sp iratio ns THINKING Use log ical analySis to rea ch conc lusion s Can wo rk witllOut harmony, concentrating instead on the task Upset peop le in adverten tly by overlOOking their emotion s Decid e impersonally, somet imes pa ying insuffic ient atte ntion to peoples wishes ~ Te nd to be firm-minde d and ready to offer Critiques ~ l oo k atthe principles involved in tile situat; on .. Want reco gnition after task requirements are met or excee de d PERCEIVING • Wa nt flexibiljty in th eir work ~ Enjoy starting tasks and leaving them ope n for last-minute cha nges ~ Want to include as much as po ss ibl e, thus deferring need ed tasks ~ like staying op en to experience s, not wanting to miss anything <. Postpo ne decisions beca use of a search for options . . Adapt we I) to change and feel restrict ed with too much structure .. Use lists to re mind them se lv es of possib le things to do lp,ed from M yers. 1 G. ( 1962)./lIr/od!!ctlOn to Tvpe( (l st ed). MOllnl am ViCW, CA: CPP, Ill c Ail fig hts rcs t! rvc d So.,/I ce · Ad<
    • ~~ M yers-Briggs Type Indicator®mbti, Interpretive Report for Organizations EMERSON MEJIA I ENTP Page 6 Your Communication Style EXTRAVERSION Com mun icate with energy and enthusiasm Respon d quickly without lon g pauses to think Conve rse ab out peo ple, thing s, and ideas in the outsIde world May nee d t o mod erate expressio n .. Seek Oppo (tuniti es to com municate with groups Prefer face-to-face commu nication to written, voice mail to e-mail ~ In meeti ng s. li!< e talking out lou d to build th eir ideas INTUITION like global sch emes, wit h broad issue s pres ented fi rs t = Want to consi der fu ture possibilities and challenges Use in sights and imag ination as in formation and ane cdotes ~ Rely on a rou ndabout appro ac h in co nversa tions ~ Li ke sugg es tions 1.0 be nove l an d unusual " Refer to gen eral conc epts • In meetings, use the ag enda as a startmg point THINKING .. Prefer to be brief and con cise • Want the pro s and co ns of each alternative to be li sted .. Can be intellec tua lly critical Cln d objective • Are convin ced by coo l, impe rs onal reas oning f> Pr esen t goals and obj ec tives fi rst Use emotions and fe elings as seconda ry d ,.~a • In meetin gs, seek invo lvemen1 with the task first PERCEIVING • Are w illing to discu ss tim ef ables but resist light deadlines and unchang ea ble schedul es " Enjo y su rprises and adaptto last-minute ch anges • Expect others to respo nd to situational requ ireme nts ~ Present thei r views as tentativ e and mo difia ble ~ Want to hear ab o lit optio ns and opportunities Focus on au tonomy and flexi bility ~ In meetings, con ce ntrate on the pro cess being used So!/!ce Ada.!JtOd from K urnm ~ r QW. J M. 11985 J. Talk/jIg In Typg. Ga lf1BSVliI(!, FL Cen te r for Appli cations of Psyc hologi cal TV I-l~ .
    • ~~ Myers-Briggs Type Indicator®mbti, Interpretive Report lor Organizations EMERSON MEJ IAI ENTP Pag e 7 Order of Your Preferen ces Your fo ur-/errer rype code represents a complex set of dynamic relarionships. Everyone likes some o f the preferences berrer rhan o rhers. In facr, jr is possible to predicr rhe o rder in which any individual will like, develop, and use his or her preferences. As an ENTP, vour order is #1 Intuitio n #2 Thinking .93 Feeling #4 Se nsing Intuiti on is your #1 , or dominant, function . The strengths of dominant Intuiti on are to " Rec ogni ze new po ss ibiliti es • Come up with novel solutions to probl ems $ Delig ht in focusing on th e future Wa tch for additional idea s 10 Ta ckl e new probl ems wlth zest Under stress. vou may ~ Be com e overwh elm ed with idea s and po ssibilities, all equally enticing ~ Get ob sessed with unimportant detail s • Bec ome preoccu pi ed with one irrelev ant fact, making it repr esent the entire domain 1 Overindulg e in se nsory pursuits, 8.g ., eating, drinking, watch ing too much television, or ex erc ising too muc h Ove rall, when faced with an issue, yo u will probably wanr ro explore furur e possibilities and p acce rns (#1 In ruirion) and logically analyze rhe p ros and cons of each (#2 Thinking) . For oprimal resul rs, howeve r, you may need ro include wha r people wane and need (#3 Feeling) and rhe relevant facts and derails (#4 Sensing). The porential pirfalls and suggestions for develo pment listed in rhe chart on page 4 of your re porr also relate ro yo ur order o f preferences in thar rhe pirfalls m ay be rhe res ulr of an undeveloped use of preferences.
    • ~~ M yers-Briggs Type Indicator®mbti. Interpretive Report for Organizations EMERSON MEJIA I ENTP Page B Your Problem -Solving Approach: ENTP When solving probl ems, you can use your type preferences to help guide the process. Although it seems srraightforward, this can be difficult to do because people tend to skip those parts of the problem­ solving process that require use of [heir less-preferred fun cti ons. Decisions are usually made by relying on the dominant fun ction (#I) and ignoring [he least-prefetred function (#4). A bette r decision is likely [Q result if all yo ur preferences are used. The chan below as well as [he [ips highlighted on [he next page will help guide yo u in [his approach . You may wish to consul[ others o f opposite preferences when making imponanc decisions or pay panic uiar arrenrion to using yo ur less-preferred funcrion s. Your Problem-Solving Approach 1, When solving a problem or making a decision, you are most likely to start with your dominant function, INTUITION, by asking What in rerpretations can be made from the fa cts? What insights and hunches come to mind about th is situation? Whar wo uld (h e possibilities he if [here we re no restri ct ion s? Whar orher direc tions/fields c an be explo(ed ? Whar is (his problem analogous to? 2. You may th en proceed to your #2 function , THINKING, and ask What are the pros and cons of each alterna1iv e? WhCltClre th e logical consequences of the ontions? WhClt are the objective criteria that need to be sa ti sfied? Wh at are th e costs of each choice? What IS the mos1 reasonable course of action? 3. You are not as likely 10 ask questions related to your #3 functioll, FEELING, such as How will the outco me aff ect th e pe opl e, th e process. and/or the organization ? Wha t is my personal re ac tion ro (my likes/dislikes about) each alt ernative? How will others re act and respo nd to the options? What are the underlying va lue s invo lved for eac ll cho ice? Who is co mmitted to carrying alit th e solution? 4. You are least likely to ask questions related to your #4 function, SENSING, such as How did we get into this situati on? What are the verifiable facts? What ex actly is the situation now? What has be en done an d bywhom? What already exists and work s?
    • ~~ M yers-Briggs Type Indicator®mbti. Interpretive Report for Organizations EMERSON MEJIA I ENTP Page 9 Use Introversion to allow time for reflection at each step along the way Use Extraversion to discuss each step before moving on Use Perceiving in each step to keep disr;ussions and options open, not cutting tbings off too prematurely Use JUdging to make a decision and determine a deadline and schedule Conclusion Alrh ough individuals of an y rype can perform any role in an o rganization, each rype rends to gravitate roward pa rticular wo rk, learning. and communicati on scyles. You fun ction bes t when yo u can adopt a sryle thar allows you to express yo ur preferences. When you are forced to use a sry le over a long period that does no t reflect your prefe rences, ineffi ciency and burnout may result. Even rho ugh you can adopt a di fferent sryle when needed, you will contribure most when you are using yo ur preferences and drawing on yo ur strengths. For more th an 60 years, th e MBTI to ol has helped milli ons of peo ple throughout the world gain a de epe r understanding of themselves and how they interact with oth ers, helping them improve how they communicate, work, and learn. For reSO urces to help you fu rther your knowl edge, vi sit WNW.c pp.com to discover practical tool s lor lifetim e le arning and development. CPP, Inc. 1800-624-17651 www.cpp.c om