11. Typical Characteristics of the
Four Functions
Characteristics STs SFs NFs NTs
At their best, Resourceful Friendly Creative Effective
establish teams
that are Data oriented Service Development System
oriented oriented oriented
Team Accountability Affiliation Personal Autonomy
environment growth
fosters
Are energized Marshalling Delivering Offering Supplying
by resources support guidance expertise
Are Inefficiency Unfriendliness Intolerance Incompetence
exhausted by
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
other countries.
RM 4-1
11
14. Writing Styles of the Four Functions
ST style SF style
 Short, to the point  Short
 Precise, with qualifications if  Bullet points
appropriate
 Bullet points  Conventional words
 Conventional words  Personal tone, i.e., personal
 “Businesslike” tone pronouns, specific quotes
NF style NT style
 Longer, paragraph format  Longer, paragraph format
 Expressive, underlining,  Present the “why” or logic
behind the idea
personalized anecdotes
 “Businesslike” tone
 Unique words and phrases,  Unique words and phrases,
personal pronouns metaphors
Source: Judy Allen and Susan A. Brock, Health Care Communications Using Personality Type: Patients Are Different (Philadelphia: Routledge, 2000). Reproduced with permission.
.
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to
reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered
trademarks of the MBTI Trust, Inc., in the United States and other countries.
14
21. Problem Solving/Conflict Resolution
and the Four Quadrants
When working to solve a When working to solve a
problem, ISs tend to problem, INs tend to
 Focus on facts that might be  Focus on ideas that might be
useful applicable
 Recall past examples to guide  Anticipate potential problems to
behavior guide behavior
 Want to determine where energy will  Want to understand where energy
have the best results will have the best results
 Act sensibly  Act prudently
When working to solve a When working to solve a
problem, ESs tend to problem, ENs tend to
 Focus on actions that could be  Focus on changes that could be
taken made
 Use conventional structures to guide  Invent novel frameworks to guide
behavior behavior
 Want to test out where effort will  Want to speculate on where effort
have the most impact will have the most impact
 Act promptly  Act enthusiastically
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to
reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered
trademarks of the MBTI Trust, Inc., in the United States and other countries.
RM 4-19
21
22. Change and the
Four Quadrants
Ways to introduce change to ISs Ways to introduce change to INs
 Relate it to what they know  Relate it to innovative concepts
 Give them a detailed picture of the  Give them the underlying
change significance of the change
 Emphasize the connection with what  Emphasize the possibilities for
is known and understood creativity
 Show them how it can make a  Show them how it can bring their
tangible, lasting difference in their work closer to the ideal
work
Ways to introduce change to ESs Ways to introduce change to ENs
 Relate it to what they can do  Relate it to inventive ways of doing
 Give them a realistic rationale for things
the change  Give them a broad overview of the
 Emphasize the connection with change
current procedures  Emphasize the possibilities for
 Show them how it can make their variety
work more efficient and easier  Show them how it can make their
work pioneering and fresh
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
RM 4-18
22
28. Problem Solving and the Four
Dominants
Sensing Dominants are likely to Intuitive Dominants are likely to
ask ask
 How is the problem defined?  What alternatives are there?
 What are the current procedures?  How is this issue related to wider
 What are our specific goals? concerns?
 What are the immediate objectives  What are the opportunities for
and how can timelines be growth?
established?  What are our hunches about this
issue?
Thinking Dominants are likely to Feeling Dominants are likely to
ask ask
 Is this a legitimate issue?  What are people’s feelings about this
 How does it affect performance? issue?
 What are the pros and cons?  How can different sides be
 How can we look at this accommodated?
systematically?  What will increase harmony?
 How will this affect the people
concerned?
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other
RM 4-45
use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
28
29. MBTI Leadership Poster
Type __________
As leaders . . .
Overdo
Contributions
Overlook
What do you need What others do that
to be your best annoys you
Motto:
29
31. Resource Materials -Teams & Leadership
 Introduction to Type ® and Teams
 MBTI® Teambuilding Program Leaders Resource Guide
 Introduction to Type ® in Organizations
 Introduction to Type ® and Decision Making
 The Leadership Advantage – Training Program
 Using the MBTI® Tool in Organizations – Leaders Resource Guide
 Developing Leaders – Research & Applications in Psychological Type
 Enhancing Leadership Through Psychological Type
 Teamwork from the Inside Out – Field book
31