Building Your Team with Type

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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.

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Building Your Team with Type

  1. 1. Building Your Team with Type
  2. 2. Kevin Taschereau Assistant Director The Office of Student Activities Syracuse University Presented by:
  3. 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. 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. 5. So, What is the MBTI®?
  6. 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. 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. 8. IQ Emotions Trauma Stress Learning “Normalcy” Maturity Illness Affluence What are we not measuring?
  9. 9. What we are measuring?
  10. 10. How was it developed? Jung’s Theory: The Orientation of Energy Extraversion Introversion
  11. 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. 12. PREFERRED/DOMINANT HAND NONPREFERRED HAND What is a preference?
  13. 13. How was it developed?
  14. 14. Preference Dichotomies Everyone uses both sides of each dichotomy.
  15. 15. Preference Clarity Index (PCI)
  16. 16. OR Extraversion or Introversion E I The direction in which we focus our energy and attention.
  17. 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. 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. 19. E I Where do you orient your energy? OR Make your selection on your worksheet.
  20. 20. OR Sensing or iNtuition S N How we take in information and the type of data we like and trust.
  21. 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. 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. 23. S N How do you take in information? OR Make your selection on your worksheet.
  24. 24. OR Thinking or Feeling T F How we make decisions.
  25. 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. 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. 27. T F Which way do you make decisions? OR Make your selection on your worksheet.
  28. 28. OR Judging or Perceiving J P How we orient ourselves to the outside world.
  29. 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. 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. 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. 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. 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. 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. 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. 36. Type in Practice How does it work out there?
  37. 37. EI in Practice Create 3 questions that will give you better insight into the opposite of your preference.
  38. 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. 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. 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. 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. 42. Chistiakov, Nicholas. Impression 11. 2013. Accessed 17 Dec. 2013. en.nicholaschistiakov.com
  43. 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. 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. 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. 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?
  47. 47. 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 :
  48. 48. 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:
  49. 49. 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?
  50. 50. 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:
  51. 51. Some Final Considerations So now what?
  52. 52. 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.
  53. 53.  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:
  54. 54.  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:
  55. 55. Finis Any questions?

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