Organizational Health? MBTI helps people understand themselves and others! Know who you are and learn about others to improve your Leadership Skills and develop cultural health within your business
Developing Potential (UK) are specialists in designing and delivering MBTI programmes for individual, team and leadership development. Programmes are delivered worldwide.
Here is an explanation of the MBTI personality instrument and information on the four pairings and 8 differences. Use the MBTI for personal, team, leadership and organisational development. If you have any questions, please do be in touch. We will be happy to help.
Looking @ MBTI through the Leadership lensJulia Atkinson
Building on MBTI basics, find out what different leadership types there might be in your team. Learn about different leader types' strengths and pitfalls. Use the Keirsey lens to derive synergies from your leadership team.
Executive Coaching Team Building And Myers Briggs Type Indicatorguestfbb212e
Description of how MBTI can be used in Executive Coaching and Team building. Includes some background on top, and information about what each dichotomy means.
Developing Potential (UK) are specialists in designing and delivering MBTI programmes for individual, team and leadership development. Programmes are delivered worldwide.
Here is an explanation of the MBTI personality instrument and information on the four pairings and 8 differences. Use the MBTI for personal, team, leadership and organisational development. If you have any questions, please do be in touch. We will be happy to help.
Looking @ MBTI through the Leadership lensJulia Atkinson
Building on MBTI basics, find out what different leadership types there might be in your team. Learn about different leader types' strengths and pitfalls. Use the Keirsey lens to derive synergies from your leadership team.
Executive Coaching Team Building And Myers Briggs Type Indicatorguestfbb212e
Description of how MBTI can be used in Executive Coaching and Team building. Includes some background on top, and information about what each dichotomy means.
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.
Working in teams is challenging and understanding MBTI can make the experience more engaging while increasing team effectiveness . Know yourself, your individual personality type, and the type of your team as a whole. Learn how to work together for positive results. Make good happen in your organization.
MBTI is a very powerful tool for determining people's personality traits. Countless companies all over the world have used MBTI as a pre-hiring test, people management tool, leadership tool, self-assessment tool, training game, and more. It should, therefore, come as no surprise that MBTI could and should also be used by sales professionals to profile their clients.
One of the challenges sales people face is that they have to interact with different personalities every day. If you're a seasoned sales person, you know that you face rejection much more often than acceptance from potential clients. Most of the time, this 'rejection' stems from not being able to profile or understand your clients' or prospects' personalities.
"Using MBTI to Effectively Profile Your Clients" is a uniquely detailed short course that will help you understand the distinctive characteristics of your clients and prospects. By doing so, this course will help lessen the chances of rejection, improve your customer care skills and effectively close more sales.
Discover your MBTI type and what majors, careers, and jobs fit best with your personality. Originally created in Articulate Storyline as an interactive career module. Not meant to use as a stand alone workshop.
Learn about personality type using Myers Briggs Type Indicator (MBTI
Learn how we make decisions, take in information, and orientate ourselves in the world and whether we have a preference for Extraversion or Introversion
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.
Working in teams is challenging and understanding MBTI can make the experience more engaging while increasing team effectiveness . Know yourself, your individual personality type, and the type of your team as a whole. Learn how to work together for positive results. Make good happen in your organization.
MBTI is a very powerful tool for determining people's personality traits. Countless companies all over the world have used MBTI as a pre-hiring test, people management tool, leadership tool, self-assessment tool, training game, and more. It should, therefore, come as no surprise that MBTI could and should also be used by sales professionals to profile their clients.
One of the challenges sales people face is that they have to interact with different personalities every day. If you're a seasoned sales person, you know that you face rejection much more often than acceptance from potential clients. Most of the time, this 'rejection' stems from not being able to profile or understand your clients' or prospects' personalities.
"Using MBTI to Effectively Profile Your Clients" is a uniquely detailed short course that will help you understand the distinctive characteristics of your clients and prospects. By doing so, this course will help lessen the chances of rejection, improve your customer care skills and effectively close more sales.
Discover your MBTI type and what majors, careers, and jobs fit best with your personality. Originally created in Articulate Storyline as an interactive career module. Not meant to use as a stand alone workshop.
Learn about personality type using Myers Briggs Type Indicator (MBTI
Learn how we make decisions, take in information, and orientate ourselves in the world and whether we have a preference for Extraversion or Introversion
Originally presented for an Association of Psychological Type (APTi) session, this presentation provides an overview of type/MBTI and project management, by the author of CPP’s "Introduction to Type and Project Management." Slides include examples of exercises that type professionals can use with groups.
The Myers-Briggs Type Indicator® (MBTI®) assessment is the most widely used personality assessment in the world. With a proven record of reliability spanning more than 50 years, it offers a foundation for understanding individual differences and applying that understanding to the ways people think, communicate, and interact. Versatile and dependable, the MBTI tool sets the stage for lifelong learning and development. The MBTI assessment is used to develop individuals, teams, and organizations to meet today’s challenges in such areas as communication, team building, leadership, and career management. Individuals and organizations, including many Fortune 500 companies, use more than 2 million assessments worldwide each year. Form M of the instrument has 93 items and provides the basic MBTI four-letter type, while Form Q has 144 items and provides not only the four-letter type but also results for 20 facets of that type.
To generate the following reports, you must know your four-letter type or generate a four-letter type using the MBTI® Profile, MBTI® Interpretive Report, MBTI® Step II™ Profile, MBTI® Step II™ Interpretive Report or MBTI® Complete.
• MBTI® Interpretive Report for Organizations
• MBTI® Communication Style Report
• MBTI® Team Report
• MBTI® Work Styles Report
• MBTI® Career Report
Stressful life events and religiousness predict struggles about religion and ...Nick Stauner
Religious and spiritual struggles arise in various forms and circumstances. The newly developed Religious and Spiritual Struggles (RSS) scale reveals a coherent, multidimensional structure in these domain-specific problems that applies to religious and nonreligious people alike. Thus new questions emerge. Do religious people struggle less with religion, or more? Struggles and stress seem likely to coincide, but might stressful life events give rise to fewer religious struggles among religious people? We tested this moderation hypothesis in a large sample of American undergraduates, who completed the RSS and measures of stressful life events, religious belief salience, and religious participation. Latent interaction factors for religiousness and stressful life events failed to predict additional variance in most RSS factors in a structural equation model using polychoric correlations, yielding no support for the moderation hypothesis. However, religiousness and stressful life events independently predicted higher scores on most factors of the RSS in most samples.
Presentation titled, 'Know Thyself, Manage Thy Team,' delivered by Kim Phan, Executive Director, International Law Institute at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's, Grenada.
How well do you know yourself? Join Isabel DiSciullo of the Thomas R. Kline School of Law at Drexel University for a free one-hour webinar discussing personality type preferences using the Myers Briggs Type Indicator. Together, we will learn about our own preferences and how to enhance our relationships with others and and how we can use that knowledge to help us grow personally and professionally.
This material is design after the second training of the project Leadership for mid-level managers which took place in Poland May 2019. The project LMM is a Strategic Partnership project, founded by Eramsus+, for 16 months.
Overview of Myers-Briggs Type Indicator (MBTI) Instrument - What can it do fo...Jack HM Wong
What is Myers-Briggs Type Indicator (MBTI) Instrument? How can you use it to help you better understand yourself and the others?
How many of you realised that MBTI Instrument can be applied in a variety of ways - team dynamics, leadership, conflict management, change, communication, selling etc?
I trust this presentation will help you. If you want further details, please visit our website - www.EmpoweredRangers.com/mbti or watch this video: http://youtu.be/wL8mYXzdvo0
Be Well!
Jack:)
There are many Wall Street pearls of wisdom, or cliches, or snippets of useful information that are bandied around the markets, some of which are furphies. This presentation summaries several year's of Robert's notes on this topic - a list of his Share Market GEMs.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Digital Transformation and IT Strategy Toolkit and Templates
MBTI Type Presentation--Introduction
1. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
The Prosper Group Staff Assessment
PRESENTED BY
Staci A. Inskeep
Certified MBTI Practitioner
06/29/2016
D E V E L O P E D B Y
Linda K. Kirby and Nancy J. Barger
2. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Goals for the Session
1.2
Understand the purpose of the MBTI instrument
and how it is different from that of other
personality assessments
Learn the preference definitions and apply them
Self assess type preferences
Determine best fit
Determine Group Type
Determine next steps for MBTI and The Prosper
Group
3. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Why the MBTI®
Instrument?
2.3
The Myers-Briggs Type Indicator ®
(MBTI®
)
instrument is a powerful tool for
Identifying one’s “default style”
Recognizing individual differences
Appreciating different contributions
Determining specific needs of colleagues
and clients in work situations
4. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Research on Differences
2.4
25 years of research on leaders/managers and
employees . . .
1 million employees
80,000 managers
. . . identifies the one major, significant difference in
effective leaders:
They recognize that their people are
different from each other and
they treat people differently.
Source: First, Break All the Rules (1999). New York: Simon & Schuster.
5. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Worldwide Use
2.5
The MBTI®
tool is the most widely used
personality assessment in the world:
It is used in North America, South America,
Africa, Europe, Asia, the Middle East—and
all points in between!
89% of Fortune 100 Companies have an
active MBTI Program
6. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
The MBTI®
Instrument Is . . .
Designed to identify normal differences
in people
Intended to help you identify your innate
preferences
2.6
7. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
The MBTI®
Instrument Is Not . . .
NOT Designed to measure skills,
intelligence, abilities, or technical expertise
NOT Intended to tell you what you can and
can’t do
MBTI is NOT a placement assessment or
test
2.7
8. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Carl G. Jung
2.8
Carl Gustav Jung
(1875–1961), a Swiss
psychiatrist, developed
a theory of personality:
Differences between
people are not random;
instead, they form
patterns—types.
9. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Katharine C. Briggs
2.9
Katharine Cook Briggs
(American, 1875–1968) read
Jung’s Psychological Types in
1923.
She spent the next
twenty years studying,
developing, and
applying Jung’s theory.
10. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Isabel Briggs Myers
2.10
Isabel Briggs Myers
(American, 1897–1980)
developed Jung’s theory in
partnership with Katharine
Briggs.
Beginning in 1943,
she developed a set of
items that became the
Myers-Briggs Type
Indicator
®
instrument.
11. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Nature vs. Nurture
Nature—inborn tendencies, inherited
characteristics
OR
Nurture—family, environment, and cultural
influences
1.11
Jung believed BOTH play a role in the development
of adult personality.
Personality experts tend to explain personality in
terms of:
12. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Preferences vs. Traits
The MBTI®
instrument helps identify inborn
predispositions called preferences.
Most other personality inventories measure
behavioral habits, or traits.
1.12
13. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
What Are “Preferences”?
2.13
Turn to p. 8 in your Introduction to Type
®
booklet.
Preferred hand:
Sign your name the way you always do.
14. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
What Are “Preferences”? (cont.)
2.14
Nonpreferred hand:
Now put your pen in the other hand and
sign your name again.
15. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Preferred vs. Nonpreferred
How did it feel to sign with your preferred
hand? (Give some words or phrases.)
With your nonpreferred hand?
1.15
16. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Type Preferences
Most people find the two experiences different:
We all use both hands, but for writing, one is
natural, easy, and fast—we do it without thinking.
Writing with the nonpreferred hand feels
awkward, requires thought, takes longer—
and doesn’t produce the same result.
1.16
This is what Carl Jung and Isabel Myers—and the
MBTI®
instrument—mean by “preferences.”
17. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
MBTI®
Results
2.17
Indicate preferences—inborn predispositions—on four
pairs of opposite preferences, called “dichotomies”:
E
S
T
J
Extraversion
Sensing
Thinking
Judging
I
N
F
P
Introversion
Intuition
Feeling
Perceiving
or
or
or
or
18. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Your MBTI®
Results Indicate . . .
The four preferences you chose
The clarity with which you reported those
preferences
4 dichotomies thru 16 possible type
patterns
1.18
19. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
It’s a Process
The MBTI®
assessment is a carefully developed,
well-researched instrument
BUT
93 questions cannot tap into all the information you
have about yourself.
1.19
To decide on your best-fit type, consider:
Your self-estimate
Your MBTI results
The type descriptions
20. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Extraversion–Introversion
This dichotomy is about mental energy
Where we focus our energy and attention
How we gain mental energy
2.20
21. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Extraversion or Introversion
2.21
Source: Introduction to Type ®
and Change (2004), p. 4. Mountain View, CA: CPP, Inc.
22. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
Extraversion or Introversion (cont.)
2.22
• Reflective and thoughtful
People who prefer
Extraversion tend to be
• Active and involved
• Energized by the outside
world
People who prefer
Introversion tend to be
• Energized by internal
processing
23. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
E–I Effect on Work Styles
2.23
• Reflect before acting• Take action, get going
• Prefer face-to-face
communication
• Talk things through • Think things through
• Prefer writing/one-on-one
communication
• Want to be informed• Want to be involved
People who prefer
Extraversion tend to
People who prefer
Introversion tend to
24. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
E and I Illustrated
2.24
Extraversion (E) Introversion (I)
25. MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
E or I—Which Fits for You?
2.25
We all use both sides of this dichotomy and
display behaviors or skills related to both.
But for most of us, one side is natural,
preferred, and the source of energy and
clarity.
Which is your “home base”?
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Sensing–Intuition
This dichotomy is about perception
How we take in information
The kind of information we like and trust
2.26
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Sensing or Intuition
2.27
Source: Introduction to Type ®
and Change (2004), p. 4. Mountain View, CA: CPP, Inc.
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Sensing or Intuition (cont.)
2.28
• Trust and rely on their
insights, the explanatory
patterns they see
• Focus on “what is” through
the senses
• Focus on connections and
meaning in “what is”
• Trust and rely on “real,”
verifiable data
People who prefer
Sensing tend to
People who prefer
Intuition tend to
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S–N Effect on Work Styles
2.29
• Want the big picture• Want practical data
• Rely on experience
• Focus on present realities • Focus on future possibilities
• Rely on innovative ideas
• Look for connections and
patterns
• Build carefully to
conclusions
• Say, “Let’s try something
new”
• Say, “If it’s not broken,
don’t fix it”
People who prefer
Sensing tend to
People who prefer
Intuition tend to
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S and N Illustrated
2.30
Sensing (S) Intuition (N)
Exploring
possibilities
Reality
check
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S or N—Which Fits for You?
2.31
We all use both sides of this dichotomy and
display behaviors or skills related to both.
But for most of us, one side is natural,
preferred, and the kind of information we
trust.
Which is your “home base”?
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Thinking–Feeling
This dichotomy is about decision making
The way we organize and prioritize
information
The process we use to make decisions
2.32
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Thinking or Feeling
2.33
Source: Introduction to Type ®
and Change (2004), p. 5. Mountain View, CA: CPP, Inc.
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Thinking or Feeling (cont.)
2.34
• Apply empathy,
compassion, and attention
to individual needs
• Apply principles of fairness
and “reasonableness”
• Prioritize and decide using
detached analysis, logic
• Prioritize and decide using
personal and group values
People who prefer
Thinking tend to
People who prefer
Feeling tend to
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T–F Effect on Work Styles
2.35
• Assess impacts on people• Analyze pros and cons
• Value competence
• Step back to get an
objective view
• Step in and identify with
the people involved
• Value harmony and support
• Focus on relationships• Focus on tasks
People who prefer
Thinking tend to
People who prefer
Feeling tend to
• Be “fair”• Be “fair”
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T and F Illustrated
2.36
Thinking (T) Feeling (F)
Valuing
relationships
Critique!
Let’s take a
closer look
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T or F—Which Fits for You?
2.37
We all use both sides of this dichotomy and
display behaviors or skills related to both.
But for most of us, one side is natural,
preferred, and our best way to make
decisions.
Which is your “home base”?
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Judging–Perceiving
This dichotomy is about the attitude we
bring to our external life
2.38
How we organize our environment
How we plan and complete tasks
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Judging or Perceiving
2.39
Source: Introduction to Type ®
and Change (2004), p. 5. Mountain View, CA: CPP, Inc.
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Judging or Perceiving (cont.)
2.40
• Stay flexible to gather
information and
experiences
• Make plans and schedules
to move to completion
• Seek structure and order in
their daily life
• Seek openness and variety
in their daily life
People who prefer
Judging tend to
People who prefer
Perceiving tend to
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J–P Effect on Work Styles
2.41
• Want flexible plans, options• Make plans and follow
them
• Drive to “wrap it up”
• Want clear goals • See goals as moving
targets
• Wait for decisions to
emerge
• Follow general parameters
and time frames
• Develop schedules and
time frames
People who prefer
Judging tend to
People who prefer
Perceiving tend to
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J and P Illustrated
2.42
Judging (J) Perceiving (P)
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J or P—Which Fits for You?
2.43
We all use both sides of this dichotomy and
display behaviors or skills related to both.
But for most of us, one side is natural,
preferred, and the way we want our life
to run.
Which is your “home base”?
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First Hypothesis
2.44
On p. 11 in your Introduction to Type®
booklet:
Write in the four letters you chose based
on the preference definitions—your first
hypothesis.
For a dichotomy in which you couldn’t
choose a preference, write in a question
mark.
E or I or ? S or N or ? T or F or ? J or P or ?
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The Prosper Group
Pass out Interpretive reports for the Myers-
Briggs Type Indicator Step II results
Review results and highlight anything that
sticks out as highly accurate or not
completely accurate
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Second Hypothesis
On p. 11 in your Introduction to Type®
booklet:
Write in the four letters indicated on your
MBTI®
results—your second hypothesis.
Your results show how you responded to
the items on the assessment.
E or I S or N T or F J or P
1.46
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Finding Your “Best-Fit” Type
2.47
If the two hypotheses are the same:
Read the full-page description of that type
in the Introduction to Type
®
booklet, pp. 14–29.
(“Contents” lists individual page numbers.)
If the two hypotheses are different on one
preference:
Read both descriptions.
Note parts of each description that are like
you and parts that are not like you.
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VERIFY YOUR TYPE PREFERENCES
Use yellow highlighter to highlight all the
items that appear to be your self assessed
best fit
Use a pink highlighter to highlight all the
items that appear not fit so well in being
your self assessed best fit
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The Group’s Type Distribution
When you are clear about your best-fit type,
sign in on the type table.
Find the space with your best-fit type in it
and sign your name.
1.49
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THE PROSPER GROUP TYPE TABLE
2.50
ISTJ
Thomas
Meghan
Adam
Jessica
ISFJ INFJ INTJ
ISTP ISFP INFP
Jeremy
Velton
INTP
ESTP
Tyler
ESFP ENFP
Kristen?
ENTP
Jim
Bo
ESTJ
Kelli
Josh
Jeff
Andrew
ESFJ ENFJ
Kristen?
ENTJ
Kurt
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Sixteen-Room House Analogy
2.51
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THE PROSPER GROUP TYPE TABLE
I—6
E—9
S—9
N—6
T—12
F—3
J—9
P—5
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THE PROSPER GROUP TYPE
ESTJYour Team Prefers:
Extraversion, Sensing, Thinking and Judging
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VERIFY/CHANGE YOUR TYPE
If you have changed your type from your
first hypothesis to your second hypothesis
go to the type table and change your
square
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Constructive Use of Differences
Becoming aware of the differences
Learning about them
Acknowledging the value of other
viewpoints
Seeking out other perspectives
Incorporating different perspectives into
our own regular processes
2.55
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MBTI®
Type and Teams
Teams with type diversity . . .
Take longer to do a task
Experience more conflict
Produce a better product
IF they can negotiate the differences.
Source: MBTI®
Manual, 3rd ed. (1998), p. 351. Mountain View, CA: CPP, Inc.
2.56
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Adults in the United States
2.57
Form M reported type
National representative sample
N = 3,009
E
I
S
N
T
F
J
P
49%
51%
73%
27%
40%
60%
54%
46%
Source: MBTI®
Manual, 3rd ed. (1998), p. 379. Mountain View, CA: CPP, Inc.
ISTJ
11.6%
ISFJ
13.8%
INFJ
1.5%
INTJ
2.1%
ISTP
5.4%
ISFP
8.8%
INFP
4.4%
INTP
3.3%
ESTP
4.3%
ESFP
8.5%
ENFP
8.1%
ENTP
3.2%
ESTJ
8.7%
ESFJ
12.3%
ENFJ
2.5%
ENTJ
1.8%
Editor's Notes
Clarify the objectives—the agreed-upon goals for the session. Then present the MBTI instrument as one of the tools you will use to achieve these goals.
Ask where the preference for one hand rather than the other originates. Groups will typically identify that it is innate. State that this is the position of Jung and the MBTI instrument on type preferences.
Explain that the MBTI instrument is different from most other personality inventories. Its purpose is to assist respondents in identifying what Jung called “inborn predispositions” to use their mind in certain ways. The MBTI instrument refers to these inborn predispositions as “preferences.” Most other personality inventories are designed to measure behavioral habits (traits) or skills people have developed.
Use the “handedness” activity (Activity 1.2).
Ask participants to come up with some words or phrases to describe the experience of signing their name the first time, the way they normally do. Write “Preferred hand” at the top of a flipchart sheet and jot down participants’ comments on the top half of the page.
Ask participants to come up with some words or phrases to describe the experience of signing their name the second time with the hand they don’t normally use. Write “Nonpreferred hand” about halfway down the page using a different-colored marker and jot down participants’ comments on the bottom half of the page.
Summarize: “We all use both hands, but for writing, using one hand feels comfortable, natural, and easy; requires no concentration; and is faster and more ‘like me.’ We can use the other hand if we have to, but, especially in the beginning, it feels awkward, requires thought and adjustment, takes longer, and doesn’t produce the same signature.”
Tell participants, “This is what the MBTI instrument and Jung mean by ‘preferences.’ We will be looking at four pairs of opposite preferences, or dichotomies. We all use both sides of each dichotomy, but one side is more natural for us. When we approach a situation or task where we can choose, it’s easiest, and most natural, to use that side.”
Spend about 15 minutes identifying what the MBTI instrument means by preference and how determining preferences is different from measuring skills.
Remind the group that determining one’s best-fit type is a process. Some participants may need more time to get clearer about their type. Tell them to get as clear as they can about what they are sure of and where they still have questions. For example, you might say, “It sounds as though you are clear that you prefer Sensing, Thinking, and Judging but you need more time to decide whether Extraversion or Introversion is the best fit for you.”
Define the E–I dichotomy and the two preferences. Lead participants in applying Extraversion and Introversion to their work: “Thinking of this group and the work it does, what might Extraversion contribute?” Jot down their answers on a flipchart sheet, helping them identify four or five “pluses” of Extraversion.
Then ask, “Thinking of this group and its functions, how might Extraversion get in the way?” Jot down their answers, helping them identify four or five “minuses” of Extraversion.
Follow the same process for Introversion.
Ask participants to self-assess their preference on the E–I dichotomy and indicate that preference by checking the box in the Introduction to Type® booklet, p. 9, next to E or I, or use a question mark if they are not sure.
Define the S–N dichotomy and the two preferences. Lead the participants in applying this information to their work: “When do we need to use Sensing information and perspectives? Is that easy or challenging for you personally?
When do we need to draw on Intuitive perspectives? Is that fun or challenging for you?”
Ask participants to self-assess their preference on S–N and check the appropriate box on p. 9 in the Introduction to Type® booklet.
Define the T–F dichotomy and the two preferences. Lead the group in applying this information: “What can go wrong if you don’t bring Thinking analysis and logic to decision making? What can derail decisions if you don’t use Feeling in your decision-making process?”
Ask participants to self-assess their preference on T–F and check the appropriate box on p. 10 in the Introduction to Type® booklet.
Define the J–P dichotomy and the two preferences. Lead the group in applying this information: “Use the pluses and minuses again, as you did with E–I.”
Ask participants to self-assess their preference on J–P and check the appropriate box on p. 10 in the Introduction to Type® booklet.
Go to the type verification process outlined in Activity 1.3. Ask participants to write their self-assessed type in the box provided on p. 11 in the Introduction to Type® booklet. Hand out their MBTI results, telling them, “Here’s a report on how you responded to the MBTI items. Your task is to decide on a best-fit type—the four preferences that seem to fit you best.” Follow the process outlined of reading the type descriptions and so on.
Ask participants to write their MBTI results on p. 11 of the Introduction to Type® booklet as their second hypothesis and compare the two hypotheses.
Depending on the goals of the session, this may be the time to ask participants to sign in on the type table (if you have provided one). Remind them that you want them to sign in using their best-fit type and use Activity 1.4, “Sixteen-Room House Analogy for the Type Table.”
Remind the team of Isabel Myers’ goal for using type: the constructive use of differences.
Differences are tolerated in the workplace—it’s the law!
Most people have learned to respect, even admire, some of the different strengths and skills in others.
“Constructive use” is another level of appreciating differences. It is based on the conviction that if two people of different types can negotiate their differences to work together, the final product will be superior to what either of them could have achieved on his or her own.
Show one or both of the national representative samples of types of adults (U.S. and/or U.K.). Ask participants what patterns they notice in those samples and what the implications of those patterns are for their group.
Point out that their internal or external customers are likely to be more like the national representative sample than like their group in terms of their type distribution. What are the implications of that fact?