MBTI What's My Type? | Myers-Briggs Type Indicator


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This presentation is designed to help you “self estimate” your MBTI type. If you choose to complete the MBTI instrument you will receive your “reported type” and a Type Report. If there are differences between your “reported” and “self estimated” types then more detailed information and assistance maybe needed to help you confirm your “best fit” type.

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  • Welcome to the session. We will be looking at how understanding your own personal style and the styles of others can lead to improved team performance. We will be using the Myers Briggs Type Instrument as a guide. Thank you all for taking the time to complete the Myers Briggs instrument prior to the session and we will be sharing your reported results with you shortly. As background on us, we both have Masters Degrees in Applied Psychology as well as in engineering, a combination that hopefully makes us people-oriented problem solvers.
  • Effective communication essential to successful business Trick is, what is effective communication with one person may not be with another Add to that the variety of communication methods – voice, email, texting – and effective communication becomes quite challenging Fortunately, type gives us valuable information about what different types need in communication and about how we can alter our style to meet others needs
  • It is important that we recognize that others may indeed have different styles. When we recognize and value these differences, we can improve team performance. Let’s start with a little background on where the Myers Briggs concepts we’ll be talking about today come from. The ideas of personality preferences is grounded in the work in the 1920s of Carl Jung, a famous Swiss psychiatrist. He observed that individuals tend to be predisposed to use their minds in different ways and as a result develop different behavioral patterns. He found that these preferences manifested themselves in certain predictable patterns. Isabel Myers and Katherine Briggs developed a tool in the 1940s to make practical use of Jung’s theories, the MBTI instrument you recently completed. The MBT I is the most widely used personality instrument in the world and is one of the most extensively researched and has undergone several revisions over the years.
  • The Myers-Briggs Type Indicator, or MBTI, is a widely-used tool that identifies the different individual preferences you see here for taking in information, organizing that information, reaching conclusions, and dealing with the outer world. The MBTI is one of the most widely-used physiological instruments with more than two million people completing it each year, so we can draw upon a wealth of information. The Myers-Briggs approach involves four preference scales as shown here each with pole defining opposite preferences. For example, Extraversion (E) and Introversion (I) describe the poles of the first scale. Before we look at each of these preference scales in detail, it is important to realize that the opposing poles only represent preferences. A useful analogy is right handedness vs. left handedness. If you have a preference for your right hand, it does not mean that you never use your left hand. Although there are instances where you use only your right hand, like throwing a baseball, there will be instances where you use only your left hand, like catching a baseball in your ball glove. So, even though you have a natural preference for Introversion, you can and will use Extraversion at times. Typically, you will find that some characteristics of one preference best fit you when you are doing things in your most natural, comfortable way. An Introvert, for example,may be most comfortable communicating in writing but can become a situational Extravert when making a presentation on a favorite topic at a conference.
  • People with a preference for Extraversion are energized by interacting with others. The slide shows some of the characteristics of Extraverts, as well as situations they find stressful. Have you ever been to a meeting where some team members dominated the discussion while others didn’t speak up, but later voiced different opinions or offered valuable input? You’ve just seen the E-I scale in action. The Extraverts are much more likely to dominate a meeting. The MBTI E-I scale does not describe social ability, rather it describes where people get their mental energy -- when participating in activities or discussions, or when they are reflecting on information, experience or ideas. They prefer to bounce ideas off of others and talk things out. It is stressful to have to work alone for any length of time. Extraverts may prefer to have a radio or television playing in the background while they are working. They are usually perceived as easily approachable and gregarious. Extraverts prefer to generate their ideas in groups rather than by themselves. They will be stressed if they spend too much time in reflective thinking without being able to bounce their ideas off others or to be stuck on only one task. They like the opportunity to express their thoughts and may become frustrated if they aren’t given a chance to voice them. If you go to a party and wonder why the party is ending and where is everybody going after only a few hours because you are really getting energized, you are an Extrovert. Transition : Introverts have different characteristics and stress points.
  • People with a preference for Introversion usually work best and are energized when they have quiet time to think things through. Introverts prefer to think through things before saying them and wish that others would do the same. Introverts find it stressful to be pushed for a response without time to think things through. They prefer to have a quiet workplace and may find it stressful to work face-to-face with others. They may be perceived as good listeners, but also may be perceived as private and hard to get to know. They usually find meetings to be a stressful energy drain and need some quiet time to recharge their energy. Introverts prefer to state their thoughts without being interrupted. They process their thoughts internally and dismiss many of them as of no interest to others. Because of their internal processing of ideas, the Introvert may reach a conclusion before discussing their thought process. If you go to a party and start looking at your watch within an hour or so, wondering when you can leave, you are probably an introvert. The E-I difference can lead to tension between team members. The Extraverts may invade the quiet time that Introverts need to think things through, but the Extravert may find their thought process is inhibited unless they can talk things through. Transition : Extraverts and Introverts face differing challenges.
  • As with all the preference scales we discuss, each pole of the scale brings strengths and weaknesses, or blind spots. An effective person consciously alters his/her behavior to compensate for these blind spots. Here we see some strengths of Extraverts. Extroverts tend to be more engaged with others because they are energized by personal interactions with others. As a result, they are usually seen as more enthused and accessible. Others will know what is on the Extravert’s mind because the Extravert is eager to tell them. Everybody likes a good listener and Introverts are more likely to be a good listener. Not only is a good listener liked, they are more likely to hear and benefit from the differing perspectives and knowledge of individual team members. Team members also learn that the ideas offered by the Introvert have been well thought out before they are offered. But both preferences have some weaknesses.
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  • Have you seen tension between some people who seem to focus on the big picture and others who seem to focus on the details? This tension can come from differences in ways of gathering information, described by this scale. Those who prefer to gather information through Sensing focus on data that are available to the senses, the details, and what is actual in the present time. They focus on practical realities. People with a preference for Sensing prefer to take in information that is real and tangible. They tend to be very observant about the specific details of what is going on around them and focus on practical realities. A Sensor prefers specific answers to specific questions. They like to concentrate on the task at hand and find most satisfaction in tasks that yield a tangible result. They are more comfortable working with facts and figures than theories. They are more likely to be comfortable working on the detailed tasks of a project than they are on the conceptual planning of the project. They prefer clear project task descriptions rather than getting an overall plan with the details to follow. Sensors like to hear about things in a logical sequence rather than randomly. They would rather be doing something than thinking about it. They may find it stressful to change the way things have been done in the past. Transition: Intuitives have different characteristics.
  • People with a preference for Intuition like to take in information by looking at the big picture. They focus on the relationships between the detailed facts and look for patterns and new possibilities. Intuitives tend to think about several things at once. They find the future possibilities to be exciting and intriguing, more so than current information. Intuitives like to figure out how things work just for the pleasure of it. They look for connections behind things rather than accepting them at face value. The look for patterns in the data. Intuitives tend to give general directions and may get irritated when a team member pushes them to be more specific. The are more likely to be energized by planning the project than doing the detailed tasks. They find it stressful when they are urged to do things in a way just because it is the way things were done in the past. They are eager to try new and creative ways of doing things.
  • Sensors will press others to keep their ideas simple and to the point, and will test concepts and theories against reality. They will provide a grounding in reality for the team, and will build carefully toward conclusions. Sensors are likely to draw upon successful past practices--they are not excited by change for change’s sake. Sensors typically consider the details before making a decision and think through step-by-step procedures to solve problems. Intuitives encourage others to see how facts tie together to identify possible causes and solutions. They are typically very effective at articulating the project vision, creating excitement about that vision, and engaging the team’s imaginations. They are good at showing team members how their tasks fit into the big picture -- something that leads to more effective project completion and that motivates team members. Again, each preference has potential weaknesses.
  • Have you ever seen a case where decisions are delayed because some are concerned about the impacts the decision will have on people, while others are focusing on the tangible pros and cons? Such a situation can result because some are considering the cause and effect logic of a situation (Thinking), while others are considering personal values and interpersonal consequences (Feeling). There is no intention to imply that Thinkers don’t have feelings or that Feelers don’t think. Both Thinkers and Feelers can be equally intellectual and emotional. The terms are used here to describe the preferred decision-making style and have nothing to do with intellect or emotion. Both Thinking and Feeling use rational processes to make decisions. People with a Thinking preference look at the logical consequences of a decision. They objectively examine the pros and cons. The are energized by examining an issue to find what needs to be done so that they can resolve the issue. They like to find a standard or principle that applies to all similar situations. Thinkers tend to settle disputes based on what they believe is fair and truthful, rather than on what will make people happy. They often appear to be calm and objective in situations where others are upset. Thinkers don’t mind making difficult decisions and think it is more important to be right than liked. They are impressed with logical and scientific arguments. They find it stressful to deal with people-issues and that noticing and appreciating the efforts of others does not come naturally. They also find it difficult to understand why others sometimes perceive their truth-seeking questions to be divisive. Transition: So how do Feelers differ?
  • Those with a Feeling preference consider what is important to them and to others that are involved. They mentally place themselves into the situation so that they can identify with others and make a decision based on their values about honoring people. They are energized by supporting others. They are more likely to have numerous family pictures in their office. Feelers consider that a good decision is one that takes impacts on others into account. Feelers give a lot of weight to how a decision will affect others. They prefer harmony over clarity and do not like conflict. They enjoy providing needed services to people. They will extend themselves to meet others’ needs, even at the expense of their own comfort. They can find it stressful when they are given tasks and schedules that do not permit them to take into account how others will be affected. They must be careful not to personalize issues and to avoid being drawn into emotions expressed by others while overlooking the information involved.
  • Thinkers strengthen teams by their preferences to analyze issues logically, make objective decisions in a timely way, and move on. Feelers strengths can lead to a very inclusive project environment where team members feel strongly and individually supported by their manager. The effects of decisions on people are carefully considered and contributions of team members are openly acknowledged. But each has potential weaknesses.
  • Differences in the Judging and Perceiving preferences can result in some people on a team always being late for meetings, causing others who always are on time to become irritated. Have you ever seen this happen? People who prefer Judging like to live in a planned and orderly way. They want to make decisions, reach closure, and move on. Judgers tend to be organized and structured. They like to have things settled. Schedules are very important to them. Judgers do not like clutter and usually have a clean, orderly desk and office. They have a place for everything and are not happy until everything is in its place. They don’t like surprises. They have a schedule and plan for their project work and may get flustered if things do not go as planned. They keep thorough to-do lists. They start their project work early to avoid last-minute crunches that they find very stressful. It is difficult for a Judger to relax until the work is done. Transition: Perceiving preferences are quite different.
  • People who prefer Perceiving like to live in a flexible, spontaneous way. Detailed plans and schedules feel confining to a Perceiver. They prefer to stay open to information and last-minute options. They enjoy the process more than closure. A Perceiver likes to explore new ways of doing things. They often do not have a detailed plan for their project work, but prefer to see what the project demands. Neatness is not as important as spontaneity and creativity. They find it stressful to plan ahead. They have no problem relaxing first and doing the work later. Perceivers like to keep their options open and often avoid being pinned down. Time commitments are approximate, not absolute. Perceivers may believe that arriving at 2:10 for a 2:00 meeting is “on time”, which irritates the Judger who arrived at 1:55. A person that can use both their Judging and Perceiving preferences brings strength to a team. Because of the desire for closure, Judging sometimes results in a desire by the manager to push to meet or beat deadlines, even at times when, due to changed circumstances, the project deadline may not be the most important consideration. Using the Perceiving preference can offset this tendency by causing the manager to keep the project priorities open. The Judging preference assists by reminding the manager that there are schedules to meet and that project issues need closure. An effective manager uses enough Judging to be sure the team stays on course and enough Perceiving to be sure the team is not making good time going in the wrong direction.
  • Judgers desire to have clear goals, create plans, schedule, and structure to achieve them. These are the strengths they bring to the team. Because they strive for closure, they tend to make decisions and move on. Their projects tend to be well organized and completed on time. Perceivers are likely to consider all reasonable alternatives and options. They do not feel constrained by previous plans or decisions, so are open to making adjustments as circumstances change. Team members feel that their PM is open to new ideas and more information throughout the project. Perceivers are not stressed by time pressure and, in fact, their peak performance usually comes when they are under time pressure. Now for the down sides.
  • Here are a few ground rules for today. Your MBTI results are yours to own and sharing them is voluntary. While we will be doing MBTI exercises today, if you’d prefer not to share your results, you can be an observer. Remember, there are no right or wrong styles and it can be useful to fully participate. Review other bullets . Let’s now take a look at the components of the MBTI and the aspects of personal styles that it addresses.
  • MBTI What's My Type? | Myers-Briggs Type Indicator

    1. 1. smithculp.comLas Vegas, NevadaMBTI – WHAT’S MYMBTI – WHAT’S MYTYPE?TYPE?1
    4. 4. MBTI – SELF ESTIMATED TYPEMBTI – SELF ESTIMATED TYPEThis presentation is designed to help you “selfestimate” your MBTI type. If you choose tocomplete the MBTI instrument you will receiveyour “reported type” and a Type Report. If thereare differences between your “reported” and“self estimated” types then more detailedinformation and assistance maybe needed tohelp you confirm your “best fit” type.4
    5. 5. TYPE PREFERENCESTYPE PREFERENCESWhere you prefer to Focus your AttentionExtraversion(E)-----------------------Introversion(I)How you prefer to Take in InformationSensing(S)--------------------------------Intuition(N)How you prefer to Make DecisionsThinking(T)-------------------------------Feeling(F)How you prefer to Approach your Life5
    6. 6. THE EXTRAVERSION PREFERENCETHE EXTRAVERSION PREFERENCEExtraverts – Talk it Out Prefer to communicate by talking Think out loud; talk through ideas Learn by doing or discussing Have broad interests Sociable and expressive Readily take initiative in work and relationships Recharge by interacting with others6
    7. 7. THE INTROVERSION PREFERENCETHE INTROVERSION PREFERENCEIntroverts – Think it Through Prefer to communicate in writing Think through ideas, then talk Learn best by reflection, mental practice Focus in depth on their interests May be seen as private and contained Take the initiative when the issue is veryimportant to them Use quiet time to recharge 7
    8. 8. STRENGTHSSTRENGTHSExtraverts Readily engage others indiscussion of ideas Are accessible, getpeople involved More likely to showenthusiasm, energy More likely to interactwith team members8IntrovertsSeen as good listenersThink things throughbefore actingPresent well thought outideasMay appear calm andfocused
    9. 9. WEAKNESSESWEAKNESSESExtraverts Thinking out loud canconfuse others May not give Introvertstime for internalprocessing May act without internalreflection May vent emotions withoutconsidering effects onothers 9Introverts May continue to thinkwhen it is time to speak May be excited aboutproject or task but lesslikely to express it Internal processingexcludes others’ input Appear to make “Out ofthe Blue” decisions
    10. 10. EE__________________________________________________________II10Extraversion - IntroversionExtraversion - IntroversionWhere are you on this scale?
    11. 11. THE SENSING PREFERENCETHE SENSING PREFERENCESensors – Specifics First Focus on present realities Factual and concrete Focus on what is real and actual Observe/remember specifics Build carefully toward conclusions Understand theories though practical application Trust and rely on experience11
    12. 12. THE INTUITION PREFERENCETHE INTUITION PREFERENCEIntuitives – Big Picture First Future orientation Imaginative and creative Look for patterns in data Remember specifics whenthey relate to a pattern Move quickly to a conclusion Want to clarify a theory before putting itinto practice Trust inspiration 12
    13. 13. STRENGTHSSTRENGTHSSensors Give substance tovisions See practical impacts ofalternatives Consider all detailswhen making decisions Preserve traditions intimes of change Set doable goals withstep-by-step approaches13IntuitivesHigh energy to explore newideas and offer alternativesTie together facts to reachcreative solutionsTake confident action onideasRecognize potentialinteractive effects ofdecisionsCan persuasively present afuture picture
    14. 14. IntuitivesProceeding confidently withinsufficient data to achievegoalsInstituting more changes inprocedures beforeintegrating previous onesDiscounting valuable pastexperiencesAvoiding the detailsbecause future possibilitiesare more excitingWEAKNESSESWEAKNESSESSensorsMay fail to see interactionsas part of a bigger pictureShort term viewResistance to new ideas“not experienced”Changing too little whenchange is neededHolding onto the pastNot recognizing the valueof intuitive insights14
    15. 15. SS______________________________________________________NN15Sensing - IntuitionSensing - IntuitionWhere are you on this scale?
    16. 16. THE THINKING PREFERENCETHE THINKING PREFERENCEThinkers – Objective – Pushing for Clarity Analytical / cause-and-effect reasoning Solve problems with logic Strive for an objective standard of truth May appear to be tough-minded Want everyone treated equally Use impersonal language16
    17. 17. THE FEELING PREFERENCETHE FEELING PREFERENCEFeelers – Subjective – Pushing forHarmonyEmpathetic / guided by human-centeredvaluesAssess impacts ofdecisions on peopleCompassionateMay be seen as tender-heartedWant everyone treated as an individual 17
    18. 18. STRENGTHSSTRENGTHSThinkersAnalyze problems logicallyEnjoy debating,encourage contraryopinionsDevelop clear objectiverationale for decisionsMake hard decisions in atimely wayWilling to decide andmove on 18FeelersInclude others for input andmaking decisionsAppreciate and rememberthe contributions of othersLook for chances to alignassignments for others withtheir goalsConsider the impact ofdecisions on people
    19. 19. WEAKNESSESWEAKNESSESThinkersFail to recognize that logicdoes not persuadeeveryoneIntellectual sparring anddirectness may be seenas a personal attackImpatience with perceivednegativityMay not consider effectson individuals whenmaking decisions19FeelersPut excessive energy intoinclusion, consensus building,and harmony to the detrimentof achieving tasksFail to confront difficultpeople and decisionsFail to see problems inindividuals even if they resultin team issues
    20. 20. TT________________________________________________________FF20Thinking - FeelingThinking - FeelingWhere are you on this scale?
    21. 21. THE JUDGING PREFERENCETHE JUDGING PREFERENCEJudgers – Joy of Closure Scheduled Organize their lives Systematic Methodical Make short- and long-term plans Like to have things decided Try to avoid last-minute stress21
    22. 22. THE PERCEIVING PREFERENCETHE PERCEIVING PREFERENCEPerceivers – Joy of Process Spontaneous Flexible Casual Open-ended Adaptable Like things loose, open to change Energized by last-minute pressure22
    23. 23. STRENGTHSSTRENGTHSJudgersSet clear schedules andgoalsDevelop well-organizedplans for tasksSee others follow throughand meet schedulesStrive for closure even ondifficult decisions23PerceiversOpen and eager to exploreoptions with teamConsider many optionsbefore making a decisionAdapt plans as changesoccurWilling to revisit previousdecisionsOpen to new information atany time
    24. 24. WEAKNESSESWEAKNESSESJudgersDesire for closure may leadto premature decisionsDifficulty in adjusting whencircumstances changeUncomfortable dealingwith ambiguity anduncertaintyDifficulty in trusting thattasks will get done on time24PerceiversDifficulty in developingplans and schedulesDesire to collect moredata or more optionswhen budget andschedule dictatedecision makingTendency towards last-minute decisions mayfrustrate other teammembers
    25. 25. JJ________________________________________________________PP25Judging - PerceivingJudging - PerceivingWhere are you on this scale?
    26. 26. PREFERENCES WORKSHEET SUMMARYPREFERENCES WORKSHEET SUMMARYE_______________________________________IS_______________________________________NT_______________________________________FJ_______________________________________PMy self estimated type is ___ ___ ___ ___26
    27. 27. REMEMBER…REMEMBER… The MBTI instrument is not a skills orintelligence assessment Certain personality types are not “better” or“worse” than others, nor are certain typebetter or worse for certain jobs MBTI results are not meant to limit orstereotype people27
    28. 28. GOT QUESTIONS - WANT MORE INFO?GOT QUESTIONS - WANT MORE INFO?Anne Smithanne@smithculp.comwww.linkedin.com/in/annesmith123Gordon Culpgordon@smithculp.comwww.linkedin.com/in/gordonculp123smithculp.com702-360-1120Las Vegas, Nevada28