Knowing Myself, empowering others


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Make it better working environment with MBTI

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Knowing Myself, empowering others

  1. 1. Knowing Myself,Empowering Others (MBTI Approach)
  2. 2. Workshop Objectives  Increase self-awareness and confirm self-perception  Discover normal differences in people concerning:  Energy source  Information gathering  Decision making  Life style  Create awareness, understanding and most importantly applications about TYPE including:  Appreciating the diverse gifts and strengths that we all bring  Recognize and augment those areas we don’t recruit and that don’t come as easily to us  Not necessary to agree, but understand the concepts of TYPE
  3. 3.  Because understanding YOURSELF is empowering ◦ We hear and accept LOTS of labels in our lives: Hard working, slacker, popular, talkative, quick-thinking, thoughtful, etc. ◦ Chance to UN-label ourselves, and find the real value in who we are ◦ Learn to choose environments that enhance your own desires ◦ Context for making choices in all areas: career, home, social life Understanding OTHERS helps lead to a successful life ◦ We need all types in order to get the best, most well- rounded viewpoints ◦ Feels good to have people think like you, but not always the most productive answers ◦ Tolerance of diversity; able to better embrace what others offer of value ◦ Equal equation: We all have something to give; we all have something to learn (gain) Teamwork (workgroups, jobs, sports) ◦ Allows YOU to be more productive in a team or group setting ◦ Helps you to get the best from OTHERS
  4. 4. Developed by: Katherine Cook Briggs & Isabel Myers Supported by the work of Carl JungAnd his writings Psychological Types.
  5. 5. Jung’s Theory • Jung believed that preferences are an innate inborn predisposition • He also recognised that our innate preferences interact with and are shaped by environmental influences:  Family  Country  Education  and many more…
  6. 6. Jung’s Theory • We will look at four sets of opposites –like our right and left hands • We all use both sides, but one is our natural preference • Jung believed that our preferences do not change –they stay the same over our lifetime • What changes is how we use our preferences and often the accuracy with which we can measure the preferences
  7. 7. Behind MBTI :Jung’s Theory Basic Mental Process
  8. 8. Behind MBTI :Jung’s Theory – Orientation of Energy
  9. 9. MBTI◦ Katharine Briggs developed idea in the 1920’s based on Carl Jung’s work◦ KB and daughter Isabel Briggs Myers spent 20 years researching until they produced an accurate and valid questionnaire◦ Overseen by the Consulting Psychologists Press since 1979
  10. 10. MBTI Structure Each scale has 2 aspects (preferences); for a total of 16 possible personality types We’ll be comparing each of the 4 scales on the basis of their extremes; however: ◦ Most people are not extreme ◦ The stronger the score, the more distinct and noticeable it often is to others ◦ The closer the score, the greater one’s comfort in both areas ◦ Remember, this describes a person’s zone of greatest comfort, it does not predict behavior
  11. 11. The Four MBTI Scales
  12. 12. Population Distribution
  13. 13. Saat ini Anda adalah anak SMA, Buatkanlah pesta acara perpisahan teman SMA !
  14. 14. Extroversion & Introversion “Two essential ways of orienting ourselves” EXTROVERSION (E) – Energy directed outward in action – Seeking stimulation in the outer environment INTROVERSION (I) – Energy directed inward in reflection – Seeking stimulation in the inner environment
  15. 15. Extroversion & Introversion “How You Are Energized”  EXTROVERSION (E) – Talk to think – Enjoy working in groups and the social aspect of it – Often good at greeting people; communicates freely – Tends to speak freely, often without thinking  INTROVERSION (I) – Think to talk – Tends to be comfortable working alone or in small group – May be challenged remembering names and faces; may have problems communicating – Likes to think before speaking, sometimes never speaking
  16. 16. Comparison of Extroversion & Introversion ENERGYDirected outward toward people and Directed inward toward concepts andthings ideas FOCUSChange the world Understand the worldRelaxed and confident Reserved and questioningUnderstandable and accessible Subtle and impenetrable ORIENTATIONOpen thinkers Closed thinkers WORK ENVIRONMENTSeeks action Seeks isolation & concentrationWants to be with others Wants time to be alonePrefers interests that have breadth Prefers interests that have depth
  17. 17. Some Key WordsEXTROVERSIONOutgoingINTROVERSIONIngoing
  18. 18. Extravert/Introvert at Work• Extraverts may see introverts as secretive, unfriendly aloof, self absorbed, slow and awkward – When dealing with Extraverts, allow them to think out loud, use verbal communication, expect action, keep the conversation flowing. Let them work in groups and make oral presentations.• Introverts may see extraverts as superficial, too talkative, loose canons, overwhelming, pushy and rude – When dealing with Introverts ask a question and then stop to listen. Give them time to work alone, to finish their sentences, to learn through structure, to reflect, to communicate in writing first.
  19. 19. Extroverts: Introverts:70% of U.S. population 30% of U.S. population• Managers • Researchers• Salespeople • Engineers• Trainers and • Writers presenters • Psychologists• Areas where • Areas where ability to interacting externally reflect before acting is with people and things of value is of value
  20. 20. Perhatikan dengan seksama gambar – gambar ini, dan ceritakan ulang gambar ini dengan narasi !
  21. 21. Sensing & Intuition “Two essential ways of perceiving, of becoming aware” SENSING (S)  Attending to specifics presented by the senses  Awareness of the facts and specifics  Anticipating the future by forecasting from data  Keen observations  INTUITION (N)  Attending to the five senses and somewhat of a sixth sense  Awareness of possibilities and insight  Anticipating the future by visioning from an idea  Observing from the outside looking in
  22. 22. Sensing & Intuition “What you pay attention to...” SENSORS(S)  Likes an established way of doing things  Enjoys using preexisting skills & knowledge  Usually reaches a conclusion step by step INTUITIVES (N)  May not enjoy repetition  Enjoys learning new skills and knowledge  Conclusions are broad and visionary
  23. 23. Comparison of Sensing and Intuition MODE OF PERCEPTIONFive senses “Sixth sense” (Reliance on experience, (Reliance on possibilities, facts & data) inspiration & conceptual) FOCUSPracticality InnovationReality ExpectationPresent Future ORIENTATIONLives life as it is Life is a moving target WORK ENVIRONMENTPrefers using learned skills Prefers adding new skillsPays attention to details Looks at “big picture”If its not broke, don’t fix it Lets break something
  24. 24. Some Key WordsSENSING INTUITIONWhat it is… What it could be…
  25. 25. Sensing/Intuitives at Work• Sensing can regard intuitives as unrealistic “Space cadets,” new age, careless about details, unrealistic – Work with an intuitive by talking about the big picture, possibilities, implications, analogies, before talking about details.• Intuitives can view sensors as resisting new ideas, boring, unimaginative, “old school.” – Work with a sensor by drawing on past proven experience, focus on practical applications, and step by step solutions.
  26. 26. Sensing: iNtuitives:70% of U.S. population 30% of U.S. population• Accountants • Philosophers• Salespeople • Leaders of all sorts• Scientists • Artists• Data handlers • Directors• Teachers • College professors• Technicians • Musicians• Tacticians of all sorts • Visionaries in general
  27. 27. Anda dan teman – teman anda adalah sekumpulanpartai politik di Indonesia, tugas Anda adalahmembuat :1. Nama Partai2. Visi dan misi Partai3. Program Partai yang akan dilakukan jika menang4. Presentasikan
  28. 28. Thinking & Feeling “Two essential ways of making rational judgments”  THINKING (T) – Using logical analysis to make decisions – Using objective and impersonal criteria – Seeking rational through logic FEELING (F) – Using person-centered values to make decisions – Weighing human values and motives – Seeking rational order through harmony
  29. 29. Thinking & Feeling “How You Make Decisions” THINKING (T) – Cause and effect – Direct & to the point – May hurt people’s feelings without knowing – Believes in rules, order & accountability – Puts goals and objectives first FEELING (F) – Impact and harmony – May avoid conflict – Enjoys pleasing people, giving and receiving praise – Believes in harmony, values & sympathy – Puts people and agreement first
  30. 30. Comparison of Thinking and Feeling MODE OF DECISION MAKINGDecisions based on Decisions basedthe logic of the situation human values and needs FOCUSThings PeopleTruth TactPrinciples Values ORIENTATIONResults Appreciation WORK ENVIRONMENTBusinesslike and to the point Naturally friendlyImpersonal PersonalObjective Subjective
  31. 31. Some Key Words THINKING FEELING Decisions Decisionsmade with the head made with the heart
  32. 32. Thinkers/Feelers at Work• Thinkers may see feelers as illogical, too emotional or trying too hard to please – With thinkers: Be organized, consider cause and effect, pros and cons, focus on consequences, appeal to fairness• Feelers may see thinkers as insensitive or distant or self- involved – With feelers: mention points of agreement, focus on their core values, appreciate their contributions, state legitimacy of their feelings, discuss emotional impact of situation
  33. 33. Thinkers: Feelers:67% of MALE population; 67% of FEMALE population;33% of FEMALE population 33% of MALE population• Business leaders • Business managers• Attorneys • Service professions• Engineers • Nurses• Physicians • Administrative• Administrators • Salespeople• Entrepreneurs • Charitable• Financial and banking organizations
  34. 34. Saat ini Anda mendapat kabar adanya bencana alamyang menimpa negara tetangga Anda, sebagai negara terdekat, negara Anda akan menjadi pusat penampungan sebagian besar penduduk negaratetangga anda. Misi Anda dan Rekan-Rekan Kelompok Anda membuat “AREAL PENGUNGSIAN” bagi pengungsi Negara Tetangga Anda.
  35. 35. Judging Perceiving
  36. 36. Judgment & Perception “What Life Style You Adopt” JUDGMENT (J) – At best when planning work and following the plan – Likes to get things settled and wrapped up – May decide things too quickly – May dislike to interrupt current project for a more urgent one PERCEPTION (P) – Tends to be good at adapting to changing situations – Doesn’t mind leaving things open for alternatives – May have trouble making decisions – May postpone unpleasant jobs or may start too many projects and have difficulty finishing
  37. 37. Comparison of Judgment & Perception LIFESTYLE Planful Spontaneous FOCUS Decisive Curious Self-regimented Flexible Purposeful Adaptable ORIENTATION Exacting Tolerant WORK ENVIRONMENT Focuses on outcomes Focuses on process Punctual Flexible Decisive Open
  38. 38. Some Key Words JUDGMENT PERCEPTIONPlan the work… There’s a Plan? Work the plan
  39. 39. Judgers/Perceivers at Work• Judgers may view perceivers as wishy-washy procrastinators, unproductive, unreliable, not serious – With judgers: be on time, come with agenda and conclusion, stick to plan, organize• Perceivers view judgers as rigid, controlling black and white, stubborn, trigger happy – With perceivers: focus on process, be open to new information, expect questions, allow for discussion
  40. 40. Judgers: Perceivers:70% of U.S. population 30% of U.S. population• Managers • Artists, designers• Administrative • Writers• Financial • Firefighters or• Organizers emergency personnel • PR professionals
  41. 41. Communication Preferences E’s Like to hear it I’s Like it in writing S’s Want facts about task N’s Want goals and concepts T’s Need logic, consequences F’s Need impact on people J’s Want firm time line P’s Want flexibility in how and at what pace
  42. 42. Sources of Stress • Each of the preferences provide an indication of where the source of stress may be for an individual • Aim to understand what may cause stress for you, or someone who does not share the same preference as you, and what you could do to minimise that stress
  43. 43. Typical Work Stressors for each of the Preferences
  44. 44. Coping with Being Different
  45. 45. Typical Work Stressors for each of the Preferences
  46. 46. Coping with Being Different
  47. 47. Typical Work Stressors for each of the Preferences
  48. 48. Coping with Being Different
  49. 49. Typical Work Stressors for each of the Preferences
  50. 50. Coping with Being Different
  51. 51. SNTF Problem Solving
  52. 52. Further Application ofSNTF Problem Solving
  53. 53. What do we do with this info?• Use it to create more comfortable and successful settings (study time, work groups, relationships)• Find appropriate ways to serve humanity by using your preferences (use the tools in your toolbox)• Watch for ways your preferences can lead you into areas of success
  54. 54. Important Take-AwaysLeadership is first and foremost a state of mind. Consciously embracing differentpreferences and distilling its value will enhance your leadership capabilities E and I: One of the strongest things you can do as a leader is recognize the strength of both perspectives S and N: Possibly the area of greatest potential discord among individuals and teams, because it deals with the most fundamental way we look at our world T and F: These are sequences. Learn to incorporate both into actions and decisions, and help others do so J and P: Appropriate application will bring out the best
  55. 55. References to more information • Electronic copies of this presentation are available • Do be careful of the information, though: – It’s not a “horoscope” – Each person expresses it uniquely