Make it better working environment with MBTI

1. Knowing Myself,
Empowering Others
(MBTI Approach)
www.humanikaconsulting.com

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.  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. Developed by:
Katherine Cook Briggs & Isabel Myers
Supported by the work of Carl Jung
And his writings Psychological Types.

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. 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. Behind MBTI :
Jung’s Theory Basic Mental Process

8. Behind MBTI :
Jung’s Theory – Orientation of Energy

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. 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. The Four MBTI Scales

13. Population Distribution
http://www.mypersonality.info/personality-types/population-gender/

14. Saat ini Anda adalah anak SMA, Buatkanlah
pesta acara perpisahan teman SMA !

16. 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

17. 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

18. Comparison of Extroversion & Introversion
ENERGY
Directed outward toward people and Directed inward toward concepts and
things ideas
FOCUS
Change the world Understand the world
Relaxed and confident Reserved and questioning
Understandable and accessible Subtle and impenetrable
ORIENTATION
Open thinkers Closed thinkers
WORK ENVIRONMENT
Seeks action Seeks isolation & concentration
Wants to be with others Wants time to be alone
Prefers interests that have breadth Prefers interests that have depth

19. Some Key
Words
EXTROVERSION
Outgoing
INTROVERSION
Ingoing

20. 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.

21. 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

23. Perhatikan dengan seksama gambar – gambar ini,
dan ceritakan ulang gambar ini dengan narasi !

28. 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

29. 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

30. Comparison of Sensing and Intuition
MODE OF PERCEPTION
Five senses “Sixth sense”
(Reliance on experience, (Reliance on possibilities,
facts & data) inspiration & conceptual)
FOCUS
Practicality Innovation
Reality Expectation
Present Future
ORIENTATION
Lives life as it is Life is a moving target
WORK ENVIRONMENT
Prefers using learned skills Prefers adding new skills
Pays attention to details Looks at “big picture”
If its not broke, don’t fix it Lets break something

31. Some Key Words
SENSING INTUITION
What it is… What it could be…

32. 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.

33. 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

35. Anda dan teman – teman anda adalah sekumpulan
partai politik di Indonesia, tugas Anda adalah
membuat :
1. Nama Partai
2. Visi dan misi Partai
3. Program Partai yang akan dilakukan jika menang
4. Presentasikan

38. 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

39. 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

40. Comparison of Thinking and Feeling
MODE OF DECISION MAKING
Decisions based on Decisions based
the logic of the situation human values and needs
FOCUS
Things People
Truth Tact
Principles Values
ORIENTATION
Results Appreciation
WORK ENVIRONMENT
Businesslike and to the point Naturally friendly
Impersonal Personal
Objective Subjective

41. Some Key Words
THINKING FEELING
Decisions Decisions
made with the head made with the heart

42. 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

43. 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

45. Saat ini Anda mendapat kabar adanya bencana alam
yang menimpa negara tetangga Anda, sebagai negara
terdekat, negara Anda akan menjadi pusat
penampungan sebagian besar penduduk negara
tetangga anda. Misi Anda dan Rekan-Rekan Kelompok
Anda membuat “AREAL PENGUNGSIAN” bagi
pengungsi Negara Tetangga Anda.

46. Judging Perceiving

48. 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

49. 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

50. Some Key Words
JUDGMENT PERCEPTION
Plan the work…
There’s a Plan?
Work the plan

51. 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

52. 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

54. 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

55. 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

56. Typical Work Stressors for each of the
Preferences

57. Coping with Being Different

58. Typical Work Stressors for each of the
Preferences

59. Coping with Being Different

60. Typical Work Stressors for each of the
Preferences

61. Coping with Being Different

62. Typical Work Stressors for each of the
Preferences

63. Coping with Being Different

64. SNTF Problem Solving

65. Further Application of
SNTF Problem Solving

68. 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

69. Important Take-Aways
Leadership is first and foremost a state of mind. Consciously embracing different
preferences 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

70. 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