This sessions explores the four dichotomies of the MBTI® and how personalities interact in the group setting. Participants will be encouraged to practice this knowledge in real world examples that explore communication, behavior and teamwork. Completion of the MBTI® Profile Administration Form M is required with this presentation.

1. Building Your Team
with Type

2. Kevin Taschereau
Assistant Director
The Office of Student Activities
Syracuse University
Presented by:

3. Learning Outcomes:
 Participants will explore the characteristics of their best fit
MBTI® type and discuss the interactions and differences
between their type and other MBTI® types.
 Participants will appreciate the foundation of type theory
and the MBTI®, its background and history as well as its
appropriate usages.
 Participants will reflect on the usages of the MBTI® in the
group environment (including the areas of better
communication, interaction and teamwork) and explore its
usage in leadership development.
 Participants will practice their comprehension of the MBTI®
in the group environment and will assess the impact of the
indicator on communication, behavior, and teamwork as
they apply to intergroup interaction.

4. Let’s Set Some Guidelines:
 Personality type does not explain
everything.
 There are rarely simple answers.
 All data should remain confidential.
 Everyone has a preferred pathway to
excellence.
 We are all resources to each other.

5. So, What is the
MBTI®?

6. The MBTI® is…
 an indicator, not a test.
 a self-report instrument.
 nonjudgmental.
 a way to sort, and not to measure.
 well researched and rich in theory.
 an indicator of preferences.

7.  Preferences are natural and inborn.
 Environment enhances or impedes
expression of type.
 We use both poles at different times, but
not with equal confidence.
 All of the types are equally valuable to us.
 Types are not traits!
Assumptions of the MBTI®:

8. IQ
Emotions
Trauma
Stress
Learning
“Normalcy”
Maturity
Illness
Affluence
What are we not measuring?

9. What we are measuring?

10. How was it developed?
Jung’s Theory: The Orientation of Energy
Extraversion Introversion

11. How was it developed?
Perception
Sensing Intuition
Judgment
Thinking Feeling
How we acquire
information:
How we make
decisions:
Jung’s Theory: The Basic Mental Process

12. PREFERRED/DOMINANT HAND
NONPREFERRED HAND
What is a preference?

13. How was it developed?

14. Preference Dichotomies
Everyone uses both sides of each dichotomy.

15. Preference Clarity Index (PCI)

16. OR
Extraversion or Introversion
E I
The direction in which we focus our
energy and attention.

17. EXTRAVERSION • Focus energy outward.
• Are interested in the world of
people and things.
• Prefer to problem solve and
work in groups.
• Utilize trial and error with
confidence.
• Appear relaxed and confident.
• Experience it and then
understand it.
• Scan the environment for
stimulation.
“Let’s talk this over.”

18. INTROVERSION• Focus energy and attention
inward.
• Are interested in the inner
world of thought and reflection.
• ARE NOT SHY, they just prefer
less external stimulation.
• Consider things deeply before
acting.
• Are reserved and questioning.
• Probe inwardly for stimulation.
• Understand it and then live it.
“I need to think about this.”

19. E I
Where do you orient your energy?
OR
Make your selection on your worksheet.

20. OR
Sensing or iNtuition
S N
How we take in information and the
type of data we like and trust.

21. SENSING
1 2 3
• Perceive with the five senses
• Rely on experience and data
• Are in touch with the physical
realities
• Attend to the present
• Live life as it is
• Prefer using learned skills
• Pay attention to details
“Just the facts, please.”

22. INTUITION
1 2 3
• Perceive with memory and
associations
• See patterns and meanings
• See possibilities
• Are future achievement
• Project possibilities for the
future
• Change and rearrange life
• Prefer adding new skills
• Look at the big picture
“I can see it all now.”

23. S N
How do you take in information?
OR
Make your selection on your worksheet.

24. OR
Thinking or Feeling
T F
How we make decisions.

25. THINKING
!
• Decide based on logic
• Use cause and effect reasoning
• Strive for an objective standard
of truth
• Can be “tough-minded”
• Fairness – wants everyone
treated equally
“Is this logical?”

26. FEELING
!
• Decide based on impact on
people
• Are guided by personal values
• Strive for harmony and positive
interactions
• May appear “tenderhearted”
• Fairness – wants everyone
treated as an individual
“Will anyone be hurt?”

27. T F
Which way do you make decisions?
OR
Make your selection on your worksheet.

28. OR
Judging or Perceiving
J P
How we orient ourselves to the
outside world.

29. JUDGING
1
2
4
3
• Focus on completing tasks
• Decide and planning
• Organize and scheduling
• Control and regulate
• Are goal oriented
• Want closure even when data
are incomplete
• Want only the essentials of the
job
“Just do something.”

30. PERCEIVING
1
4
• Focus on starting tasks
• Take in information
• Adapt and change
• Are curious and interested
• Are open-minded
• Resist closure in order to obtain
more data
• Want to find out about the job
“Let’s wait and see.”

31. J P
What is your attitude to the external
world and how do you orient yourself
to it?
OR
Make your selection on your worksheet.

32. Individual assessment:
Reported assessment:
“Best Fit” Type:
E or I S or N T or F J or P
Assessing your “Best Fit” Type
E N T J
I N T J
? N T J

33. • You may still be developing your preferences.
• You may have completed the MBTI questionnaire based on
expectations or preferences of your parents, family, or
friends.
• You may have based your answers on what you feel is
required by your work or current situation rather than what
you actually prefer.
• You may be worried that someone in authority will see the
results and disagree with your preferences.
• You may not be acting typically because of stress or a crisis.
• You may be reacting to cultural pressure to have certain
preferences.
• Your type may itself be the source of difficulty in getting to a
Best Fit Type with which you are comfortable.
Why your Indicator Type may
not be your Best Fit Type:

34. When people report having “changed
type” they are most likely
 …to have had an incorrect administration
 …to have had an improper mind set and instead
reported a “work type” or “ideal type”
Have I Changed Type?

35. # = ___
E = ___ I = ___
S = ___ N = ___
T = ___ F = ___
J = ___ P = ___
Model Type:
(most frequent type)
___ ___ ___ ___
Group Type:
(most frequent preference)
___ ___ ___ ___
ISTJ
___
ISFJ
___
INFJ
___
INTJ
___
ISTP
___
ISFP
___
INFP
___
INTP
___
ESTP
___
ESFP
___
ENFP
___
ENTP
___
ESTJ
___
ESFJ
___
ENFJ
___
ENTJ
___
Group Type Break Down:

36. Type in Practice
How does it work out there?

37. EI in Practice
Create 3 questions that will give you
better insight into the opposite of your
preference.

38.  E’s are more talkative, energetic, and overtly
enthusiastic about the task.
 I’s go silent when first asked a question.
 E’s answer questions immediately.
 I’s wait to see who will answer.
 I’s preserve space between themselves.
 E’s huddle.
Extraversion and Introversion
Observable Differences:

39. People who prefer Extraversion
should…
 slow down and listen
 ask people if they are busy before talking
 if someone is silent, ask what they think
 remember some people need time alone
 monitor themselves for redundancy
 Not assume pauses are an invitation to speak
Extraversion and Introversion
Strategies for Working Together:

40. People who prefer Introversion
should…
 make an effort to verbalize
 Not forget to socialize
 remember extroverts often need to talk
 use your listening skills to engage
 be clear when they need space
 remember that people can’t read minds,
verbalize
Extraversion and Introversion
Strategies for Working Together:

41. Sensing and iNtuition
Split into groups based upon your
preference.
Look at the following picture for 5
minutes in silence.
As a group, decide what you think you
have been looking at.

42. Chistiakov, Nicholas. Impression 11. 2013. Accessed 17 Dec. 2013. en.nicholaschistiakov.com

43. People who prefer Sensing
normally…
 describe what they literally see: physical
attributes of the picture (color, shapes, artist’s
name, size).
 try to make sense out of the shapes.
 all agree with the interpretations of the shapes.
Sensing and iNtuition
Observable Differences:

44. People who prefer iNtuition
normally…
 interpret the picture, seeing possibilities and
meanings that are highly personalized.
 make up a story about the picture.
 look an all encompassing meaning or message.
Sensing and iNtuition
Observable Differences:

45. People who prefer Sensing should…
 remember that facts aren’t everything.
 make an effort to consider factors other than what is
concrete.
 consider that a problem doesn’t automatically make
an idea invalid.
People who prefer iNtuition should…
 consider sticking to the issue at hand.
 be open to examining and critiquing ideas.
 provide concrete examples.
 work to develop a plan for their ideas.
Sensing and iNtuition
Strategies for Working Together:

46. Thinking and Feeling
Split into groups based upon your
preference.
Imagine that you have been invited to a
party with your best friend. When they
arrive, ready for the party, and you look
at what they are wearing and say to
yourself, “Oh no! Are they really going to
wear that?”
What do you do and say in these
circumstances? Discuss with your group?

48. People who prefer Thinking normally…
 concentrate on achieving their desired outcome – the
partner/friend changes clothes or they don’t go.
 are frank and to the point in stating their views about
the clothing.
People who prefer Feeling normally…
 say they don’t care what the person is wearing.
 Are concerned about embarrassing the person, take a
tactful, indirect approach.
Thinking and Feeling
Observable Differences :

49. People who prefer Thinking should…
 allow emotion to be expressed.
 consider how personal factors can be logical.
 look for points of agreement.
 avoid focusing on only the cons of a situation.
People who prefer Feeling should…
 be direct, don’t avoid confrontation.
 provide balanced feedback.
 avoid becoming overly emotional during a discussion.
 remember that criticism can be constructive.
Thinking and Feeling
Strategies for Working Together:

50. Judging and Perceiving
Form a line that indicates how much each
of these appeal to you; which comes
closest to how you usually feel or act?

51. J’s plan everything to the nth degree, liking
to cover every possible angle and
contingency.
P’s leave things open, desiring flexibility.
J’s form a poor opinion of P’s.
P’s have to look like J’s if they are to
succeed in organization settings.
J’s pay a price for their need to organize
everything – continuous low-grade stress.
Judging and Perceiving
Observable Differences:

52. Some Final Considerations
So now what?

53. You shouldn’t use type for:
 Trying to predict other’s behaviors.
 Trying to estimate another individual’s
type.
 Assuming that how a preference plays for
you is exactly how it would play out for
someone else.
 Justifying behavior.

54.  Self-awareness for better self-
management.
 Identification of your behavior trends that
have positive outcomes.
 Identification of your behavior trends that
have less desirable outcomes.
 Linking trends with other data points to
clarify personal or professional
development opportunities.
Instead, use type for:

55.  Dunning, D. (2003). Introduction to type and
communication. Consulting Psychologists Press.
 Hirsh, E., Hirsh, K. W., & Hirsh, S. K. (2003).
Introduction to type® and teams. CPP.
 Krebs-Hirsh, S., & Kummerow, J. M. (1990). Introduction
to type in organizations.
 Lawrence, G. (1993). People Types and Tiger Stripes: A
Practical Guide to Learning Styles. Gainesville, Fla.
Center for applications of psychological type.
 Martin, C. R. (1997). Looking at type: The fundamentals.
Center for Applications of Psychological Type.
 Myers, I. B. (1987). Introduction to Type: A description
of the theory and applications of the Myers-Briggs type
indicator. Palo Alto, CA: Consulting Psychologists Press.
Further Reading:

56. Finis
Any questions?