This document provides an overview of a presentation given to library staff on using Myers-Briggs Type Indicators to improve teamwork and communication. The presentation discusses learning individual type preferences to take in information and make decisions, developing stronger team dynamics, and practicing constructive ways of working together such as giving everyone a chance to speak and keeping discussions confidential. It also outlines the four dichotomies that comprise Myers-Briggs types and how they influence energy, information, decision-making, and approach to life. The goal is to help staff appreciate individual differences and find better ways of problem solving as a team.

1. How to Use Type Preferences to Work Together and
Communicate Effectively
Barry University School of Law – Presentation for Library Staff

2.  MBTI Certified Practitioner since 2009
 Director of Career Services
 Career & Professional Development
 Attorney at Law (CT Licensure)
Sonja Hayes, J.D.
ESFJ

3.  Get better acquainted with one another while
developing a stronger team dynamic
 Become aware of preferences for taking in
information and making decisions
 Discover individual and team problem-solving styles
 Foster an exchange of viewpoints
 Learn and practice better ways of working together

4.  Attack the problem, not the person
 Give everyone the opportunity to state his or
her opinion
 Remember that opinions differ; there may be
several perspectives on the same situation
 Talk solely about your own beliefs and
experiences—avoid blanket statements such
as “Everyone feels that …”; instead, try “I feel
that …”

5.  Present feedback in a constructive manner only
 Avoid side conversations, stay with the process,
and attend to whoever is speaking
 Keep all discussions during the teambuilding
confidential; unless the team agrees to share
information, what is said in the workshop stays in
the workshop
 Remember that resolving team problems is the
responsibility of team members; facilitating is the
responsibility of the teambuilder

7.  Type is innate
 Type can be influenced
 Type is not a box
 Type is non-judgmental
 Type is not an excuse
 Type doesn’t explain everything
 Type is a journey

8.  Type is about preferences; it is not about knowledge,
skills, or abilities
 There are no right or wrong preferences
 No preferences are unhealthy or inappropriate
 Type is not an excuse—we can all use every function
and every attitude
 Team members are the best judges of their own
preferences
 Type should empower team members, not limit them

9.  “What Type Am I”
 My story

10. HOW WE GAIN ENERGY

11. HOW WE TAKE IN INFORMATION

12. HOW WE MAKE DECISIONS

13. HOW WE APPROACH LIFE

16. EXTRAVERSION INTROVERSION
 Speak-Think-Speak
 Favor energetic atmosphere
 Desire action-oriented leader
 Enthusiastic approach to
change
 Prefer to start problem-
solving in group setting
 Find too little interaction
stressful
 Think-Speak-Think
 Favor calm atmosphere
 Desire contemplative leader
 Measured approach to
change
 Prefer to start problem-
solving individually
 Find too much interaction
stressful

17. SENSING INTUITION
 Talk in specific terms
 Value being surrounded by
realistic people
 Want pragmatic leadership
 Proceed step by step during
change
 Prefer to employ established
problem-solving methods
 Feel stressed when
overloaded with abstract
theories
 Talk in general terms
 Value being surrounded by
imaginative people
 Want visionary leadership
 Jump from step to step
during change
 Prefer to create new
problem-solving methods
 Feel stressed when
overloaded with specific
details

18. THINKING FEELING
 Offer objective advice
 Want standards that are fair
to people
 Desire just leadership
 Prefer change to be logical
 Look at problems in terms of
cause and effect
 Find incompetence stressful
 Offer supportive advice
 Want standards that are
sympathetic to people
 Desire compassionate
leadership
 Prefer change to be
harmonious
 Look at problems in terms of
their impact on people
 Find lack of cooperation
stressful

19. JUDGING PERCEIVING
 Want systematic
communication
 Prefer scheduled
environment
 Like planful leaders
 Take an outcome-oriented
approach to change
 Comfortable moving toward
a fixed solution
 Find indecisiveness stressful
 Want spontaneous
communication
 Prefer flexible environment
 Like adaptable leaders
 Take process-oriented
approach to change
 Comfortable keeping options
open
 Find premature closure
stressful