1. The document discusses human behavior typology as developed by Carl Jung and Isabelle Briggs-Meyer, identifying 16 personality types based on preferences for perception, decision-making, energy source, and lifestyle. 2. It provides descriptions of common social and quiet personality types, noting their strengths and what might cause impatience. 3. The document gives tips for promoting team dynamics, such as active listening and feedback, and strategies for leading conversations with different types, like emphasizing challenges for intuitive types and allowing time for preparation with judging types.

1. InterpersonalInterpersonal
Behavior
TypologyTypology
Promote Team Dynamics
Leading a Conversation Week 1
15 BB W1 Behavior, 04, D. Szemkus/H. WinklerKnorr-Bremse Group
Behavior
How do we take on information?
H d k d i i ?How do we make decisions?
These important questions are an essential part of staff and organizationThese important questions are an essential part of staff and organization
development in most businesses.
The Swiss doctor and psychiatrist Carl Gustav Jung undertook the mostThe Swiss doctor and psychiatrist Carl Gustav Jung undertook the most
decent attempt to solve these problems (Psychological Types, 1921). The
American Isabelle Briggs-Meyer used this base to install a test for
identification of individual preferencies (1962, 90 Questions, MBTI) . This
test is used by : Siemens; GE; AlliedSignal; General Motors; Apple;
Exxon Also universities use this instrument for analysis training andExxon. Also universities use this instrument for analysis, training and
development.
Typology is a map for the wide field
of human variety. C. G. Jung
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g

2. Role of the Team Leader
• Chairs meetings in an effective wayg y
• Ensures cooperation
• Initiates meetings
• Secures fulfillment of tasks to reach goalsg
• Collaborates with champion and facilitator
• Identifies cultural and process barriers. If necessary
requires help from the facilitator or champion.
• Strives for successful finish of the instruction
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Role of the Facilitator
• Supports the team leader
• Minds the methodical approach
• Offers toolsOffers tools
• Enhances team dynamics
Gives feedback
Active listeningActive listening
• Helps the team to work efficient and effective.
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3. Behavior
Human Behavior is not at random, although
sometimes it seems sosometimes it seems so.
Human behavior can be classified and may be predicted to a
certain extent. One can describe how persons prefer to take on
information and then make decisions. The conscious activity can
be divided in two perception processes (sensual and intuitive) andbe divided in two perception processes (sensual and intuitive) and
in two judgment processes (analytical and feeling).
Human behavior varies because there are different tendencies and
preferences: Our preferences highly dictate our behavior. They
have a conscious influence on way of leadership that one prefershave a conscious influence on way of leadership that one prefers,
how we solve problems, how we communicate, what kind of
conflict strategy we prefer and how we act within the team.
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Behavior
As we are judging we use four basic preferences as key functions:
•Where do we get our energy, motivation and inspiration from?
social vs. quiet ( extroversion vs. introversion)
•How do we cope with reality?How do we cope with reality?
Sensual perception (cognitive) vs. feeling (intuitive)
•How do we make decisions?
Thinking (fact orientated) vs. feeling (emotional)
•Where do we feel best ?
Judge (structured predictable) vs perceive (flexible open)Judge (structured, predictable) vs. perceive (flexible, open)
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4. Behavior
H tHow you get
energy or
„recharge” your
battery
How do you
make you
d i ibattery decisions
or
or
How do you
perceive the
reality
What kind of
lifestyle do you
havea e
or or
Combined there are 16 different types!
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Combined there are 16 different types!
Social Types
The Entertainer ESFP about 13% of the population
Friendly; accepted; funny; open; generous; delightful;y p y p g g
uncomplicated; careless
Very good in: entertaining others; loves life; selling;y g g g
helping; working in crises
Gets impatient with: being alone; waiting; planning andp g g p g
organizing; but generally not very often
The Seller ESFJ about 13%of the populationThe Seller ESFJ about 13%of the population
warm hearted; tactful; likeable; practical; open; popular;
thoughtfulthoughtful
Very good in: selling ideas and products; harmonic
relationships; teaching; sponsoringrelationships; teaching; sponsoring
Gets impatient with: complex analyses; carelessness;
people not being sure
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people not being sure

5. Social Types
The Promoter ESTP about 13% of the population
friendly; realistic; practical; fact orientated; brilliant; curious;y; ; p ; ; ; ;
flexible
Very good in: solving problems; communicate ideas andy g g p ;
projects; negotiation; fast idea development
Gets impatient with: administrated details; routine; littlep ; ;
complexity; long repetitions
The Administrator ESTJ about 13% of the populationThe Administrator ESTJ about 13% of the population
responsible; practical; realistic; fact orientated; loyal
Very good in: working and organizing things; using
experiences; working out rules; routine; plans; stabilizing the
systemsystem
Gets impatient with: carelessness; delays; caring little
about details; complex things
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about details; complex things
Social Types
The Inventor ENTP about 5% of the population
fast; open; motivating; exciting; clever; flexible; attentive; p ; g; g; ; ;
Very good in: functional analysis; improvise; inspiring and
motivating others; working with institutiong ; g
Gets impatient with: routine; tradition; standard; little
freedom
The Field Marshal ENTJ about 5%of the populationThe Field Marshal ENTJ about 5%of the population
open; goal orientated; logical; analytical; dominant; makes
decisions; open hearteddecisions; open hearted
Very good in: leading groups; getting people to achieve
goals; working out plans; representationgoals; working out plans; representation
Gets impatient with: carelessness; inefficient; confusion;
heart decisions; repetition of mistakes
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heart decisions; repetition of mistakes

6. Quiet Types
The Artisan ISTP about 5% of the population
fearless; optimistic; impudent; confident; clever; generousp p g
Very good in: practical use of science; leading out of the
confusion; leading othersg
Gets impatient with: rules; hierarchy and authority;
preparation; time plansp p p
The Trustee ISTJ about 6% of the populationThe Trustee ISTJ about 6% of the population
practical; neat; logical; fact orientated; makes decisions;
reliable; perseveringreliable; persevering
Very good in: finding mistakes; good work; seeing the
sense in complex connectionssense in complex connections
Gets impatient with: senseless demands (from their point
of view); missing survey; carelessness
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of view); missing survey; carelessness
Quiet Types
The Conservator ISFJ about 6% of the population
friendly; responsible; loyal; conscientious; considerate; veryfriendly; responsible; loyal; conscientious; considerate; very
reliable
Very good in: repeating routine; caring about others;Very good in: repeating routine; caring about others;
working on demands
Gets impatient with: ignoring rules; fast changes; theoryGets impatient with: ignoring rules; fast changes; theory
and speculation
The Artist ISFP about 5% of the population
fl ibl i l d d t l lflexible; nice; relaxed; modest; loyal
Very good in: recognizing reality; being flexible; working
Gets impatient with: waiting; rules; planning and organizing
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7. Behavior
Promote team dynamics:
• Active Listening• Active Listening
Show interest; hold eye contact
• Ask open questionsAsk open questions
Promote the discussion: Start your question with W...
• Summarizing representations
Persons might get lost in complex topics. Be initiative and alert.
• Give Feedback
If t t id t k d i t b ti d l dIf a team gets sidetracked communicate your observations and lead
them back to the right way. Use short and positive descriptions of the
objective.objective.
• Praise and Criticism
Criticize individuals separately, praise in front of the whole group.
• Breaks
They are beneficial in complex topics and long meetings.
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Behavior
Leading a conservation with ....
Social Types Quiet Types
Energetic and exciting
No long thinking breaks
Talk slowly
Give time to think
Orientated on results
Open and free conversation
Have explanations and reasons
Build up trust
Give time for conversation
Be prepared for great variety and
fast changes
Lead many conversation
Little interest in the beginning but
good perception andfast changes good perception and
concentration
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8. Behavior
Leading a conservation with ....
Sensing Types Intuitive Types
Have examples and details
Practical and realistic ideas about
th l
Start with the descriptions of big
ideas and possibilities
D t t d t ilthe plan
Working on basic experiences
and knowledge
Do not use too many details
Future orientated
H f ti it
g
Structured and clear aims
Orientated on the present not on
Have space for creativity
How would you proceed?
Emphasize the challenge
the future
Approval will follow slowly
Emphasize the challenge
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Behavior
Leading a conservation with ....
Thinking Types Feeling Types
Summarizing and business
orientated representation
L i l d f t i t t d
Stay with the positive effects on
human being and environment
St t ith th i il itiLogical and fact orientated
structure of the idea...get to the
point
Start with the similarities
Always explain criticism with the
behavior and never with the
Suppress emotions
Do not take the refusal of ideas
personally; stay with the facts
person
Start conversations with positive
feedbackpersonally; stay with the facts feedback
Give time for a personal point of
view
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9. Behavior
Leading a conservation with ....
Judging Types Perceptive Types
Be punctual
Aim orientated representation of
th id
Take time for a detailed
representation and look at the idea
from all points of view
the ideas
Give time for preparation
B d f d i i
from all points of view
Do not ask for fast decision
Do not plan everything; be
Be ready for decisions
Always stay with the topic
Give time to adapt
p y g;
spontaneous
Work on experiences and
knowledgeGive time to adapt knowledge
Describe new experiences and
possibilities
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