The document discusses personality types and styles of management. It begins with an introduction to Myers-Briggs personality types, including the four dichotomies of Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving. It then examines the 16 Myers-Briggs personality types and how they relate to different management styles. Specifically, it suggests that SP and NF personality types tend towards more people-oriented, democratic styles of management, while SJ and NT types tend towards more task-oriented, autocratic styles. The document aims to help understand how personality impacts both work preferences and leadership approach.
The document describes a personality assessment that identifies a person's preferences across four dichotomies: extraversion vs introversion, sensing vs intuition, thinking vs feeling, and judging vs perceiving. For each dichotomy, it provides characteristics to help the reader determine their natural preference. The reader is asked to choose which preference in each dichotomy best fits them to determine their overall 4-letter personality type.
Creative experiences - writing, making and listening to music, art, improvisation - are the most direct pathway to developing the mind and skill set associated with emotional intelligence. This power point was part of a presentation at The Examined Life Conference at the Carver College of Medicine, University of Iowa, April 11-13, 2013.
Compassion focused therapy is based on 3 key ideas:
1) Our brains and behaviors are products of evolution not fully under our control
2) Life involves tragedy and suffering that people do their best to deal with
3) Compassion is rooted in understanding our shared human experience of suffering
This document outlines the Stress Management And Resiliency Training (SMART) Program. It discusses [1] what causes stress, focusing on perception rather than external events, [2] the two brain modes of focused and default, and [3] a model of the mind involving attention and interpretation. It then provides instructions for daily exercises to [1] train joyful and kind attention, focusing outwardly rather than inwardly, and [2] interpret situations based on principles like gratitude rather than prejudices. Practicing these techniques can help manage stress and increase resilience.
Being and Doing: Activating Neural Networks of Mindful Presence - Rick Hanson...Rick Hanson
In our turbocharged culture, "doing" routinely overpowers "being," so this talk and discussion covers effective ways to stimulate and strengthen "being networks: the neural substate of spacious contented awareness."
More resources, freely offered at http://www.rickhanson.net
Imagination is the capability to form the psychological image of something which just isn’t identified over the five feelings. It does not take ability in the thoughts to construct emotional displays, things or perhaps events that don’t are present, are not current, and have occurred before. Recollection is truly a symbol of your thoughts. Every person possesses a absolutely clear on creativity capacity. In a few, it could be highly developed, plus other individuals, it may well show itself in the weaker form. It shows in various levels in various individuals.
Emotional intelligence involves recognizing one's own emotions and the emotions of others, and using this awareness to guide thinking and behavior. It includes five key capacities: knowing one's emotions, managing emotions, motivating oneself, recognizing emotions in others, and handling relationships. Memory allows humans to store, retain, and recall past experiences, and involves three phases - receiving information, retaining it, and recalling it to apply to activities. Creativity is the ability to generate new ideas or solutions and make new connections between existing ideas or concepts, usually leading to original outcomes.
The document describes a personality assessment that identifies a person's preferences across four dichotomies: extraversion vs introversion, sensing vs intuition, thinking vs feeling, and judging vs perceiving. For each dichotomy, it provides characteristics to help the reader determine their natural preference. The reader is asked to choose which preference in each dichotomy best fits them to determine their overall 4-letter personality type.
Creative experiences - writing, making and listening to music, art, improvisation - are the most direct pathway to developing the mind and skill set associated with emotional intelligence. This power point was part of a presentation at The Examined Life Conference at the Carver College of Medicine, University of Iowa, April 11-13, 2013.
Compassion focused therapy is based on 3 key ideas:
1) Our brains and behaviors are products of evolution not fully under our control
2) Life involves tragedy and suffering that people do their best to deal with
3) Compassion is rooted in understanding our shared human experience of suffering
This document outlines the Stress Management And Resiliency Training (SMART) Program. It discusses [1] what causes stress, focusing on perception rather than external events, [2] the two brain modes of focused and default, and [3] a model of the mind involving attention and interpretation. It then provides instructions for daily exercises to [1] train joyful and kind attention, focusing outwardly rather than inwardly, and [2] interpret situations based on principles like gratitude rather than prejudices. Practicing these techniques can help manage stress and increase resilience.
Being and Doing: Activating Neural Networks of Mindful Presence - Rick Hanson...Rick Hanson
In our turbocharged culture, "doing" routinely overpowers "being," so this talk and discussion covers effective ways to stimulate and strengthen "being networks: the neural substate of spacious contented awareness."
More resources, freely offered at http://www.rickhanson.net
Imagination is the capability to form the psychological image of something which just isn’t identified over the five feelings. It does not take ability in the thoughts to construct emotional displays, things or perhaps events that don’t are present, are not current, and have occurred before. Recollection is truly a symbol of your thoughts. Every person possesses a absolutely clear on creativity capacity. In a few, it could be highly developed, plus other individuals, it may well show itself in the weaker form. It shows in various levels in various individuals.
Emotional intelligence involves recognizing one's own emotions and the emotions of others, and using this awareness to guide thinking and behavior. It includes five key capacities: knowing one's emotions, managing emotions, motivating oneself, recognizing emotions in others, and handling relationships. Memory allows humans to store, retain, and recall past experiences, and involves three phases - receiving information, retaining it, and recalling it to apply to activities. Creativity is the ability to generate new ideas or solutions and make new connections between existing ideas or concepts, usually leading to original outcomes.
This document discusses concepts related to not taking life personally from a Buddhist perspective.
The document begins by summarizing a teaching from the Buddha to Bahiya where the Buddha instructs Bahiya to only perceive the seen as seen, the heard as heard, etc. and to realize that when there is only the seen as seen with no "you" perceiving it, there is no suffering.
It then discusses how taking life personally and identifying with mental constructs like the self leads to suffering. However, it notes that the self and sense of identity serve important evolutionary purposes for survival.
The key, according to the document, is to be able to skillfully engage and disengage from self-representations
Imagination is the ability to form new images and sensations in the mind that are not based on sensory perceptions. It helps solve problems by allowing knowledge to be applied in new ways, and is fundamental to learning. Imagination involves inventing scenarios within the mind by combining elements from sensory experiences. Memory and imagination are linked, as remembering and imagining activate the same brain regions. Imagination differs from belief in that imagined scenarios are understood to not affect real actions, while beliefs shape how one understands and acts in reality. The brain regions involved in imagination include visual processing areas as well as areas involved in complex thinking and problem solving.
Neuropsychological research on stress, emotions, and painful experiences; approach/avoid responses to the pleasant/unpleasant “hedonic tone” of experience; illuminating parallels in the Buddhist analysis of “dependent origination,” in which our reactions to the hedonic tone of experience lead to craving, clinging, and suffering; numerous methods for reducing or eliminating reactions to the hedonic tone, and thus gaining much greater emotional balance, and an increasingly unshakeable core of happiness.
More resources are freely offered at http://www.rickhanson.net.
This document discusses exploring the world through thinking. It emphasizes distinguishing the essential from the inessential through observation, concentration, and meditation. Thinking allows us to understand things in new ways by removing our preconceived associations. Intuitive thinking reveals the full essence and interconnections of things.
The document discusses the limited capacity of human consciousness compared to the vast amount of information our brains process. It notes that we are only consciously aware of about 50 bits of information per second from our senses, while our brains actually take in much more data. Several examples are given showing that our actions and perceptions occur below the level of consciousness. The document considers different views on what purpose consciousness serves, with some arguing it has no real adaptive function while others see it as a way to resolve conflicts between cognitive systems or enable enduring long-term goals over instinctual responses.
This document discusses the development of powerful learning processes at Red Beach School. It provides an overview of the school's journey to develop a vision focused on helping learners deal with knowledge and understandings. It describes how the school developed a powerful learning process aligned with this vision, with a focus on moving students' thinking from knowing to understanding. The document shares aspects of the school's powerful learning process, including using a "hub" to reflect, question, dialogue and imagine, and student self-assessment tools like Solo Taxonomy to support metacognition.
This document discusses three types of thinking: future thinking, past thinking, and present thinking. Future thinking involves imagining possibilities, past thinking involves recalling experiences to learn from them, and present thinking involves developing strategies for managing the present. While humans can conceive of all three types of thinking, individuals differ in how much they utilize each, which is referred to as their "mindtime thinking style." The document then provides more details about each type of thinking, including how they relate to perception, motivation, behavior, and potential resistances to environments that don't align with that style of thinking.
Steadying the Mind - Healing and Treating Trauma, Addictions and Related Diso...Rick Hanson
To stay alive in the wild, our ancestors evolved highly distractible attentional systems – which pose real challenges to developing greater mindfulness today. This presentation covers how attention works in your brain, and the implications of normal neurological diversity for the “turtles” and “jackrabbits” at either end of the spectrum.
The document summarizes the author's creative transformation process in completing a creativity assessment assignment. The author selected highlights from chapters and used imagination, metaphors, emotions and divergent thinking to illustrate the concepts. Metaphors were generated by using emotions as a springboard to transform statements into visually colorful projections. The author explored using emotions, multiple intelligences, personality types and conceptual visuals to divergently play with the source material.
Social Intelligence & Leadership PresentationKeith Miller
Social Intelligence is essential for successful leadership because there is no leadership without followership and success at the leadership position is predicted by how well the leader relates to others.
This document summarizes the Buddha's teaching to Bahiya about taking life less personally and experiencing reality as it is, without projections of self.
The Buddha instructs Bahiya that when experiencing the seen, one should see only the seen qualities, without projecting thoughts of "I" or "mine". The same applies to the heard, sensed, and cognized. When one can experience phenomena in this way, without the overlay of self, there is no subjective experiencer left. This realization of non-self is said to be the end of all suffering.
Who Am I Really? Insights from Neuropsychology about Not Taking Life PersonallyRick Hanson
This document discusses insights from neuropsychology about not taking life too personally. It explores topics like self-directed neuroplasticity, dual modes of mind, and egocentric versus allocentric perspectives. Meditation is shown to increase gray matter in areas related to self-awareness, memory, and executive function. Practices that cultivate an impersonal "open awareness" can strengthen processing from an allocentric perspective.
This document discusses several secular approaches that can lead to a nondual state, including flow, psychological presence, hot cognition, engagement, and improvisation. Flow involves being fully immersed in an activity using intuition rather than rational thinking. Psychological presence means being fully attentive, connected, integrated, and focused on a task. Hot cognition is more intuitive and unconscious compared to rational cold cognition. Engagement involves passion and absorption in one's work. Improvisation taps unconscious repertoires and relies on intuition, expertise, and being in the moment. These secular concepts are presented as ways to access a nondual state through activities that reduce self-consciousness and rational thinking.
Buddha's Brain: Lighting Up the Neural Circuits of Happiness, Love and WisdomRick Hanson
Combining the power of the latest brain science with the wisdom of contemplative practice, these are practical methods for centering your brain in its natural state of gladness, love, and peace.
Introduction to the neuroscience of mindfulness and meditation; brain-wise methods for steadying the mind, quieting it, bringing it to singleness, and concentrating it; an exploration of what could be happening in the brain during the non-ordinary states of consciousness
Managing the Caveman Brain in the 21st CenturyRick Hanson
This document summarizes a talk on managing the caveman/cavewoman brain in the 21st century. It discusses perspectives on bringing together neuroscience, psychology and contemplative practice. It then covers topics like the evolving brain, the negativity bias, self-directed neuroplasticity, and coming home to the brain's natural responsive mode. It emphasizes how mindfulness can be used to shape the brain through attention and experience positive emotions and internalize resources in implicit memory. The talk provides strategies for taking in the good and using psychological antidotes to reactive tendencies.
1) The document discusses Carolyn Dicey Jennings' argument that there can be consciousness without attention.
2) It considers different understandings of attention and consciousness and examines Carolyn's view that conscious immersion experiences lie beyond the reach of attention.
3) However, the document raises doubts about this, noting that descriptions of flow states suggest they involve a narrowing of attention on clear goals, not an absence of attention. At most, immersion involves a different kind of highly focused attention rather than no attention at all.
This document discusses sensation and perception. It defines sensation as the electrochemical messages transmitted from sense organs to the brain in response to stimulation from the environment. Perception is defined as the brain's processing and interpretation of sensory information. The document outlines several key concepts in sensation and perception, including transduction, feature detectors, and the perceptual process of sensation, selection, organization, and translation. It also discusses factors that can influence perception such as those in the perceiver, target, or situation. Gestalt laws of grouping like proximity, similarity, closure, and symmetry are presented as influencing perceptual organization.
Attention is a complex mental phenomenon that is difficult to define or reduce to a single computational process or brain mechanism. While early views proposed attention functions like a filter that selectively admits information for further processing, more recent research shows attention serves many functions through diverse mechanisms in the brain. There is no single process that coincides with attention in most cases. While filter-based models still provide useful tools for understanding aspects of attention, attention itself is best viewed as involving multiple computational mechanisms rather than being identifiable with any one type of filtering process.
Digital master 2016 digital mind craftingPearl Zhu
Digital is the age of wisdom, indeed, the mindset is far more important than talent. Talent can always be developed by those with an open and right mindset.
This document discusses concepts related to not taking life personally from a Buddhist perspective.
The document begins by summarizing a teaching from the Buddha to Bahiya where the Buddha instructs Bahiya to only perceive the seen as seen, the heard as heard, etc. and to realize that when there is only the seen as seen with no "you" perceiving it, there is no suffering.
It then discusses how taking life personally and identifying with mental constructs like the self leads to suffering. However, it notes that the self and sense of identity serve important evolutionary purposes for survival.
The key, according to the document, is to be able to skillfully engage and disengage from self-representations
Imagination is the ability to form new images and sensations in the mind that are not based on sensory perceptions. It helps solve problems by allowing knowledge to be applied in new ways, and is fundamental to learning. Imagination involves inventing scenarios within the mind by combining elements from sensory experiences. Memory and imagination are linked, as remembering and imagining activate the same brain regions. Imagination differs from belief in that imagined scenarios are understood to not affect real actions, while beliefs shape how one understands and acts in reality. The brain regions involved in imagination include visual processing areas as well as areas involved in complex thinking and problem solving.
Neuropsychological research on stress, emotions, and painful experiences; approach/avoid responses to the pleasant/unpleasant “hedonic tone” of experience; illuminating parallels in the Buddhist analysis of “dependent origination,” in which our reactions to the hedonic tone of experience lead to craving, clinging, and suffering; numerous methods for reducing or eliminating reactions to the hedonic tone, and thus gaining much greater emotional balance, and an increasingly unshakeable core of happiness.
More resources are freely offered at http://www.rickhanson.net.
This document discusses exploring the world through thinking. It emphasizes distinguishing the essential from the inessential through observation, concentration, and meditation. Thinking allows us to understand things in new ways by removing our preconceived associations. Intuitive thinking reveals the full essence and interconnections of things.
The document discusses the limited capacity of human consciousness compared to the vast amount of information our brains process. It notes that we are only consciously aware of about 50 bits of information per second from our senses, while our brains actually take in much more data. Several examples are given showing that our actions and perceptions occur below the level of consciousness. The document considers different views on what purpose consciousness serves, with some arguing it has no real adaptive function while others see it as a way to resolve conflicts between cognitive systems or enable enduring long-term goals over instinctual responses.
This document discusses the development of powerful learning processes at Red Beach School. It provides an overview of the school's journey to develop a vision focused on helping learners deal with knowledge and understandings. It describes how the school developed a powerful learning process aligned with this vision, with a focus on moving students' thinking from knowing to understanding. The document shares aspects of the school's powerful learning process, including using a "hub" to reflect, question, dialogue and imagine, and student self-assessment tools like Solo Taxonomy to support metacognition.
This document discusses three types of thinking: future thinking, past thinking, and present thinking. Future thinking involves imagining possibilities, past thinking involves recalling experiences to learn from them, and present thinking involves developing strategies for managing the present. While humans can conceive of all three types of thinking, individuals differ in how much they utilize each, which is referred to as their "mindtime thinking style." The document then provides more details about each type of thinking, including how they relate to perception, motivation, behavior, and potential resistances to environments that don't align with that style of thinking.
Steadying the Mind - Healing and Treating Trauma, Addictions and Related Diso...Rick Hanson
To stay alive in the wild, our ancestors evolved highly distractible attentional systems – which pose real challenges to developing greater mindfulness today. This presentation covers how attention works in your brain, and the implications of normal neurological diversity for the “turtles” and “jackrabbits” at either end of the spectrum.
The document summarizes the author's creative transformation process in completing a creativity assessment assignment. The author selected highlights from chapters and used imagination, metaphors, emotions and divergent thinking to illustrate the concepts. Metaphors were generated by using emotions as a springboard to transform statements into visually colorful projections. The author explored using emotions, multiple intelligences, personality types and conceptual visuals to divergently play with the source material.
Social Intelligence & Leadership PresentationKeith Miller
Social Intelligence is essential for successful leadership because there is no leadership without followership and success at the leadership position is predicted by how well the leader relates to others.
This document summarizes the Buddha's teaching to Bahiya about taking life less personally and experiencing reality as it is, without projections of self.
The Buddha instructs Bahiya that when experiencing the seen, one should see only the seen qualities, without projecting thoughts of "I" or "mine". The same applies to the heard, sensed, and cognized. When one can experience phenomena in this way, without the overlay of self, there is no subjective experiencer left. This realization of non-self is said to be the end of all suffering.
Who Am I Really? Insights from Neuropsychology about Not Taking Life PersonallyRick Hanson
This document discusses insights from neuropsychology about not taking life too personally. It explores topics like self-directed neuroplasticity, dual modes of mind, and egocentric versus allocentric perspectives. Meditation is shown to increase gray matter in areas related to self-awareness, memory, and executive function. Practices that cultivate an impersonal "open awareness" can strengthen processing from an allocentric perspective.
This document discusses several secular approaches that can lead to a nondual state, including flow, psychological presence, hot cognition, engagement, and improvisation. Flow involves being fully immersed in an activity using intuition rather than rational thinking. Psychological presence means being fully attentive, connected, integrated, and focused on a task. Hot cognition is more intuitive and unconscious compared to rational cold cognition. Engagement involves passion and absorption in one's work. Improvisation taps unconscious repertoires and relies on intuition, expertise, and being in the moment. These secular concepts are presented as ways to access a nondual state through activities that reduce self-consciousness and rational thinking.
Buddha's Brain: Lighting Up the Neural Circuits of Happiness, Love and WisdomRick Hanson
Combining the power of the latest brain science with the wisdom of contemplative practice, these are practical methods for centering your brain in its natural state of gladness, love, and peace.
Introduction to the neuroscience of mindfulness and meditation; brain-wise methods for steadying the mind, quieting it, bringing it to singleness, and concentrating it; an exploration of what could be happening in the brain during the non-ordinary states of consciousness
Managing the Caveman Brain in the 21st CenturyRick Hanson
This document summarizes a talk on managing the caveman/cavewoman brain in the 21st century. It discusses perspectives on bringing together neuroscience, psychology and contemplative practice. It then covers topics like the evolving brain, the negativity bias, self-directed neuroplasticity, and coming home to the brain's natural responsive mode. It emphasizes how mindfulness can be used to shape the brain through attention and experience positive emotions and internalize resources in implicit memory. The talk provides strategies for taking in the good and using psychological antidotes to reactive tendencies.
1) The document discusses Carolyn Dicey Jennings' argument that there can be consciousness without attention.
2) It considers different understandings of attention and consciousness and examines Carolyn's view that conscious immersion experiences lie beyond the reach of attention.
3) However, the document raises doubts about this, noting that descriptions of flow states suggest they involve a narrowing of attention on clear goals, not an absence of attention. At most, immersion involves a different kind of highly focused attention rather than no attention at all.
This document discusses sensation and perception. It defines sensation as the electrochemical messages transmitted from sense organs to the brain in response to stimulation from the environment. Perception is defined as the brain's processing and interpretation of sensory information. The document outlines several key concepts in sensation and perception, including transduction, feature detectors, and the perceptual process of sensation, selection, organization, and translation. It also discusses factors that can influence perception such as those in the perceiver, target, or situation. Gestalt laws of grouping like proximity, similarity, closure, and symmetry are presented as influencing perceptual organization.
Attention is a complex mental phenomenon that is difficult to define or reduce to a single computational process or brain mechanism. While early views proposed attention functions like a filter that selectively admits information for further processing, more recent research shows attention serves many functions through diverse mechanisms in the brain. There is no single process that coincides with attention in most cases. While filter-based models still provide useful tools for understanding aspects of attention, attention itself is best viewed as involving multiple computational mechanisms rather than being identifiable with any one type of filtering process.
Digital master 2016 digital mind craftingPearl Zhu
Digital is the age of wisdom, indeed, the mindset is far more important than talent. Talent can always be developed by those with an open and right mindset.
Intercultural Communication Tatiana Indina Russia 2013Tatiana Indina
Dr. Tatiana Indina offers practical workshops for professionals on developing business and communications across cultures. The workshops cover topics such as intercultural competence, intercultural management, global leadership, doing business with foreign partners, international networking, international etiquette, international negotiations, international business writing, establishing a business reputation in a new market, building a strong multicultural team, and creativity and emotional intelligence in business. The goal is to provide professionals with the skills and knowledge needed to succeed in international business environments and global operations.
Self-regulation in Russia, Psychological Institute of Russian Academy or Educ...Tatiana Indina
1. The document discusses theories of self-regulation in Russia, including theories by P.K. Anokhin, N.A. Bernstein, D.A. Oshanin, and V.D. Shadrikov.
2. O.A. Konopkin proposed a conceptual model of conscious self-regulation representing the main structural-functional aspects, including goals, modeling conditions, programming actions, and evaluating results.
3. The laboratory has studied individual differences in self-regulation across activities and defined styles as individual features that manifest in planning, programming, and evaluating results.
Psychological Research of Social Media, T. Indina NES 2014Tatiana Indina
Psychological research has found that social media use is motivated by both social and psychological needs. Studies show that spending time on Facebook can fulfill the need to belong and the need for self-presentation, but can also correlate with feeling both more connected to others and more disconnected from others. Additionally, looking at one's own Facebook profile can boost self-esteem, but frequent status updates and tags may correlate with higher narcissism. The effects of social media use vary depending on individual personality traits and psychological characteristics.
The document provides an overview of the Myers-Briggs Type Indicator (MBTI) personality assessment. It describes the four dichotomies that make up the MBTI: Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. For each dichotomy, key differences in preferences are outlined. The 16 personality types that result from combining the preferences are also briefly defined.
Cross cultural negotiation and parallel thinkingMadhu Prabakaran
This document discusses principles and techniques for cross-cultural negotiation, including knowing yourself and others through Johari windows, treating others with respect, maintaining a balance between flexibility and sticking to core values, developing design thinking habits like empathy and brainstorming, cultivating parallel thinking to consider contradictory ideas simultaneously, and using techniques like the six thinking hats approach. The overall message is that being responsive to other cultures involves challenging assumptions, considering multiple perspectives at once, and designing solutions through creative and collaborative processes.
The document provides information about personality types and how they may approach job searching differently. It discusses the four dichotomies that make up personality types - Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. It then gives examples of how each personality type may prefer to conduct their job search, such as introverts preferring more solitary activities while extroverts preferring networking. The document encourages readers to consider approaches outside their comfort zone and emphasizes that type indicates preferences not abilities.
Introduction to the Myers-Briggs Personality TypeSabrina Goff
This document introduces the Myers-Briggs personality type assessment. It discusses the eight processes used to determine personality type, including extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving. The goal is to help individuals understand their personality preferences and how they can apply that understanding to clarify their strengths and fit between themselves and potential career paths. Understanding type can provide benefits such as insight into one's motivations, strengths, how one perceives differences, and what tasks may be easier or more difficult.
Foster the intuitive zone, access wisdom on purpose, be powerfully inspired, and allow an inner knowing for you and your client. Decisions don’t need to be made but become known as natural next steps.
Bio: Rossella Derickson, principal of www.Corporate-Wisdom.com, has translated her business and organizational experience into Wisdom in the Workplace, consulting, training and coaching modules that support healthy group and company dynamics.
Foster the intuitive zone, access wisdom on purpose, be powerfully inspired, and allow an inner knowing for you and your client. Decisions don’t need to be made but become known as natural next steps.
The greatest advances in man’s understanding of the universe are made by intuitive leaps at the frontiers of knowledge, not by intellectual walks along well traveled paths - Andrew Weil, M.D.
Bio: Rossella Derickson, principal of www.Corporate-Wisdom.com, has translated her business and organizational experience into Wisdom in the Workplace, consulting, training and coaching modules that support healthy group and company dynamics.
The document provides information about the Myers-Briggs Type Indicator (MBTI) personality test. It includes the author's own results of being classified as an ESFJ personality type. It then defines the four dichotomies measured by the MBTI - Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, Judging vs Perceiving. Characteristics and tendencies of each type are listed, along with common careers suited for each type.
The document discusses different types of decision making. It describes voluntary decision making as involving more cognitive processes, time, and energy compared to involuntary decision making which can be learned patterns. It also discusses hidden persuaders that can influence purchasing decisions without awareness through visual stimuli, suggestiveness, accelerated speech, and embedded images. Finally, it describes four decision making styles - the Bull, Bloodhound, Bee, and Eagle - that correspond to different working styles like Driver, Analytical, Amiable, and Expressive.
Dealing with Your Intuition or Gut InstinctNanci Deutsch
When in doubt, trust your guts. This is the most popular advice being given by well-being professionals to people who seek these specialists after repeated failures to get ahead in their jobs or undertakings. Such people felt there was something wrong in their judgment, in the life choices they made.
The document discusses personality types and how they impact team dynamics in software development. It defines temperament as innate personality traits versus character which develops through life experiences. It describes four main temperament types - Artisans, Guardians, Rational and Idealists - and how they differ in traits like sensation vs intuition, judging vs perception, thinking vs feeling, and extraversion vs introversion. Specifically, it provides an in-depth overview of the characteristics of Artisans, including their preference for hands-on, practical learning and focus on immediate needs over future planning.
The document discusses various types of intelligence and thinking abilities. It covers:
- Multiple intelligences including linguistic, logical-mathematical, spatial, bodily-kinesthetic, musical, interpersonal, intrapersonal, naturalist, and existential intelligences.
- Different types of tests that measure abilities like IQ tests, aptitude tests, and Sternberg's triarchic theory of intelligence.
- Literacy abilities such as functional, informational/reference, cultural, and media literacy.
- The five operations of the human mind in processing information: cognition, memory, judgment, convergent production, and divergent production.
- Different thinking processes like emotional, logical
The document discusses intrapersonal communication, which is communication with oneself through thinking, self-talk, and internal dialogue. It covers key aspects of intrapersonal communication like self-concept, perceptions, needs, and communication with others. The objectives are to reflect on self-introspection, understand how self-concept relates to intrapersonal communication, and gain a deeper understanding of one's own self-communication skills.
The document discusses the concept of reality and perception. It states that each individual has their own reality based on their perceptions, which are shaped by psychological, physical, linguistic, educational and experiential filters. These filters influence how we select and interpret data from our environment. Perception is an individual act, and problems can occur when people mistake their perceptions and interpretations as objective facts rather than their subjective realities. Reality testing is presented as a tool to narrow the gaps between one's perceptions and what may actually align with a shared or consensus reality.
Social cognition involves how people think about themselves and the social world to make judgments and decisions. There are two types of thinking - automatic thinking which is quick and nonconscious, and controlled thinking which is deliberate and effortful. Schemas are mental structures that organize our knowledge about people and events. Schemas are useful but can also lead to biases as they influence what information we attend to and remember. Other cognitive shortcuts like heuristics and priming can also lead to errors in social cognition. Affect and cognition have a reciprocal relationship, as our feelings shape our thoughts and vice versa.
1) The document summarizes Otto Scharmer's book Theory U, which introduces the concept of "presencing" - a heightened state of attention that allows individuals and groups to operate from a future space of possibility.
2) Effective leadership depends on the inner place from which a leader operates, but this dimension is often a "blind spot." Theory U identifies four "fields of attention" that determine how groups respond to situations.
3) Moving from reactive responses based on past knowledge to generative responses that address root issues is the key leadership challenge, requiring a journey through the "U" process of five core movements: observe, retreat and reflect, prototype the future.
Our brains are wired to make most decisions automatically through emotional and social influences rather than rational deliberation. Priming, social norms, sensory language and who communicates messages can all subtly shape behaviors. A study found that telling hotel guests 75% of others reused towels was more effective at encouraging reuse than messages about saving the environment. Understanding how the unconscious mind works allows for better influencing behaviors.
The document discusses several key aspects of the Cognitive School of strategy formation:
1. Cognition refers to processes like thinking, learning, judging, problem solving, and memory. The Cognitive School views strategy formation as a cognitive process that occurs in the mind of the strategist.
2. Strategists perceive and interpret the objective environment through "distorting filters" like concepts, maps, and schemas formed by their own cognition. This leads to different perceived environments across strategists and organizations.
3. The Cognitive School premises that strategies emerge from a strategist's perspectives and are difficult to obtain, optimize, and change due to the subjective nature of human cognition. Strategies depend on individual cognitive capabilities.
Similar to Personality types and styles of leadership Tatiana Indina Fulbright lecture Hawaii 2012 (20)
4. Extraversion- Introversion
Q1. Which is your most natural energy orientation?
Every person has two faces. One is directed towards the OUTER world of activities,
excitements, people, and things. The other is directed inward to the INNER world of
thoughts, interests, ideas, and imagination.
While these are two different but complementary sides of our nature, most people
have an innate preference towards energy from either the OUTER or the INNER
world. Thus one of their faces, either the Extraverted (E) or Introverted (I), takes
the lead in their personality development and plays a more dominant role in their
behavior.
Extraverted Characteristics Introverted Characteristics
Act first, think/reflect later Think/reflect first, then Act
Feel deprived when cutoff from Regularly require an amount of
interaction with the outside world "private time" to recharge batteries
Usually open to and motivated by Motivated internally, mind is
outside world of people and things sometimes so active it is "closed" to
outside world
Enjoy wide variety and change in
people relationships Prefer one-to-one communication and
relationships
5. Extraversion - Introversion
We are extraverting
when we:
Those who prefer Introversion draw their Talk to other people
primary energy from the inner world of Listen to what
information, thoughts, ideas, and other reflections. someone is saying
When circumstances require an excessive amount Cook dinner, or
of attention spent in the "outside" world, those make a cup of
coffee
preferring Introversion find the need to retreat to
Work on a car
a more private setting as if to recharge their We are introverting
drained batteries. when we:
Read a book
In contrast, those who prefer Extraversion are Think about what
drawn to the outside world as their elemental we want to say or
source of energy. Rarely, if ever, do extraverted do
preference people feel their energy batteries are Are aware of how
"drained" by excessive amounts of interaction with we feel
Think through a
the outside world. They must engage the things,
problem so that we
people, places and activities going on in the understand it
outside world for their life force.
6. Sensing – Intuitive
Q2. Which way of Perceiving or understanding is most "automatic" or natural?
The Sensing (S) side of our brain notices the sights, sounds, smells and all the sensory details of the
PRESENT. It categorizes, organizes, records and stores the specifics from the here and now. It is
REALITY based, dealing with "what is." It also provides the specific details of memory &
recollections from PAST events.
The Intuitive (N) side of our brain seeks to understand, interpret and form OVERALL patterns of all
the information that is collected and records these patterns and relationships. It speculates on
POSSIBILITIES, including looking into and forecasting the FUTURE. It is imaginative and
conceptual.
While both kinds of perceiving are necessary and used by all people, each of us instinctively tends to
favor one over the other.
Sensing Characteristics Intuitive Characteristics
Mentally live in the Now, attending to present Mentally live in the Future, attending to
opportunities future possibilities
Using common sense and creating practical Using imagination and creating/inventing
solutions is automatic-instinctual new possibilities is automatic-instinctual
Memory recall is rich in detail of facts and Memory recall emphasizes patterns,
past events contexts, and connections
Best improvise from past experience Best improvise from theoretical
understanding
Like clear and concrete information; dislike
guessing when facts are "fuzzy" Comfortable with ambiguous, fuzzy data and
with guessing its meaning.
7. Sensing – Intuition
We are Sensing when we:
Those who prefer Sensing Perception favor Taste food
Notice a stoplight has
clear, tangible data and information that fits
changed
in well with their direct here-and-now Memorize a speech
experience. Follow steps in a plan
We are Intuitive when
In contrast, those who prefer Intuition we:
Perception are drawn to information that is Come up with a new
more abstract, conceptual, big-picture, and way of doing things
represents imaginative possibilities for the Think about future
future. implications for a
current action
Perceive underlying
meaning in what
people say or do
See the big picture
8. Thinking - Feeling
Q3. Which way of forming Judgments and making choices is most natural?
The Thinking (T) side of our brain analyzes information in a DETACHED, objective
fashion. It operates from factual principles, deduces and forms conclusions
systematically. It is our logical nature.
The Feeling (F) side of our brain forms conclusions in an ATTACHED and somewhat
global manner, based on likes/dislikes, impact on others, and human and aesthetic
values. It is our subjective nature.
While everyone uses both means of forming conclusions, each person has a natural
bias towards one over the other so that when they give us conflicting directions - one
side is the natural trump card or tiebreaker.
Thinking Characteristics Feeling Characteristics
Instinctively search for facts and logic Instinctively employ personal feelings
in a decision situation. and impact on people in decision
situations
Naturally notices tasks and work to be
accomplished. Naturally sensitive to people needs
and reactions.
Easily able to provide an objective and
critical analysis. Naturally seek consensus and popular
opinions.
Accept conflict as a natural, normal
part of relationships with people. Unsettled by conflict; have almost a
toxic reaction to disharmony.
9. Thinking- Feeling
We are making decisions in the Thinking
mode when we:
Research a product via consumer
Those who prefer Thinking Judgment have a reports, and buy the best one to
natural preference for making decisions in an meet our needs
objective, logical, and analytical manner with an Do "The Right Thing", whether or not
emphasis on tasks and results to be accomplished. we like it
Choose not to buy a blue shirt which
Those whose preference is for Feeling Judgment we like, because we have two blue
shirts
make their decisions in a somewhat global,
Establish guidelines to follow for
visceral, harmony and value-oriented way, paying performing tasks
particular attention to the impact of decisions and We are making decisions in the Feeling
actions on other people. mode when we:
Decide to buy something because we
like it
Refrain from telling someone
something which we feel may upset
them
Decide not to take a job because we
don't like the work environment
Decide to move somewhere to be
close to someone we care about
10. Judging - Perceiving
Q4. What is your "action orientation" towards the outside world?
All people use both judging (thinking and feeling) and perceiving (sensing and intuition) processes
to store information, organize our thoughts, make decisions, take actions and manage our lives. Yet
one of these processes (Judging or Perceiving) tends to take the lead in our relationship with the
outside world . . . while the other governs our inner world.
A Judging (J) style approaches the outside world WITH A PLAN and is oriented towards organizing
one's surroundings, being prepared, making decisions and reaching closure and completion.
A Perceiving (P) style takes the outside world AS IT COMES and is adopting and adapting, flexible,
open-ended and receptive to new opportunities and changing game plans.
Judging Characteristics Perceiving Characteristics
Plan many of the details in advance before Comfortable moving into action without a
moving into action. plan; plan on-the-go.
Focus on task-related action; complete Like to multitask, have variety, mix work and
meaningful segments before moving on. play.
Work best and avoid stress when able to Naturally tolerant of time pressure; work
keep ahead of deadlines. best close to the deadlines.
Naturally use targets, dates and standard Instinctively avoid commitments which
routines to manage life. interfere with flexibility, freedom and variety
11. Judging - Perceiving
We are using Judging when
Those who prefer Judging rely upon either their T we:
or F preference to manage their outer life. This Make a list of things to do
typically leads to a style oriented towards closure, Schedule things in advance
organization, planning, or in some fashion managing Form and express
the things and or people found in the external judgments
environment. The drive is to order the outside world. Bring closure to an issue so
While some people employ an assertive manner, that we can move on
others "ordering touch" - with respect to people -
may be light. We are using Perceiving when
we:
Those who prefer Perceiving rely upon either their Postpone decisions to see
S or N preference to run their outer life. This what other options are
typically results in an open, adaptable, flexible style available
of relating to the things and people found in the Act spontaneously
outside world. The drive is to experience the outside Decide what to do as we do
world rather than order it; in general lack of closure it, rather than forming a
is easily tolerated. plan ahead of time
Do things at the last minute
13. MBTI & Keirsey temperament sorter
Isabel Myers 1950s Galen c.190AD David Keirsey 1998
SP sensing-perceiving sangine artisan
SJ sensing-judging melancholic guardian
NF intuitive-feeling choleric idealist
NT intuitive-thinking phlegmatic rationalist
the MBTI® 'type table' related to Four Temperaments Keirsey groupings
SP - sensing SJ - sensing NF - intuitive NT - intuitive
perceiving judging feeling thinking
ESTP ESTJ ENFJ ENTJ
ISTP ISTJ INFJ INTJ
ESFP ESFJ ENFP ENTP
ISFP ISFJ INFP INTP
sanguine or melancholic or choleric or phlegmatic or
artisan guardian idealist rationalist
14. Practical Application for Personality Types
• Career Guidance What types of tasks are we most suited to perform?
Where are we naturally most happy?
• Managing Employees How can we best understand an employee's
natural capabilities, and where they will find the most satisfaction?
• Inter-personal Relationships How can we improve our awareness of
another individual's Personality Type, and therefore increase our understanding
of their reactions to situations, and know how to best communicate with them
on a level which they will understand?
• Education How can we develop different teaching methods to
effectively educate different types of people?
• Counseling How we can help individuals understand themselves better,
and become better able to deal with their strengths and weaknesses?
16. Autocratic management style
Autocratic style of management
This type of management style allows businesses to keep a blueprint if you will, in how the company
operates. This is because the foundation of a autocratic style of management comes from the idea
of a country that is run by a king or dictator. If you haven't guessed you can run this type of
management style the best if your employees are followers and don't normally form their own
thoughts or ideas. They pretty much run the business like they are supposed to because it is the
blueprint that they were given for success. The leader of a business that prefers an autocratic style
of managing, most likely enjoys the feeling of authority this style brings. Of course just like a King, or
Dictator, this management style allows the person to make final decisions about the business
without the employees having any input but normally bases the decision with the employees in mind
and what he or she feels is best for them. With some businesses this works, for example Papa
John's wants their employees to make their pizza exactly as specify. For one, this provides
continuity, so you know no matter where you go in the world, Papa John's pizza will have that same
quality taste.
“KING”
Order, power, dictate, one person decision making
17. Paternalistic management style
Paternalistic Management Style
Taking care, what is better for employees, pedagogic,
Attention to feedback
“FATHER”
Paternalistic leaders look for the input of their employees but take the final credit for ideas.
18. Democratic management style
Democratic management
The Democratic management style is the style grafted from the government system of the
United States. This management style works well because normally there will be several leaders of
the same business that are lending their ears to the employees in order to provide good two way
communication. The Democratic management style is successful because they allow employees
below them to make decisions' on their own much like the different States that make up the U.S. as
well as their cities, are able to make their own laws. This type of management style is mostly found
in businesses where efficiency is a joint operation. Much like you would see in a hospital setting,
where all the different jobs such as a Nurse, M.D., Radiologist, and Social service representative
Democratic Management style would work to together with the same goal, heal the patient, but from different perspectives.
“PARTNER”
Giving voice to people, delegating power and
responsibility, Letting employees to participate in DM,
Democratic leaders listen to the people.
19. Laissez-faire style
Laissez-faire (tolerant, lenient, liberal) management
This management style by itself would be an extremely bad choice, because by definition it
says refusal to interfere. This type of business management only works if the people involved are
self motivated and task oriented. Much like when a business first starts, each person knows what
they need to get done each day. Nobody has rule over the other and the job still gets done. Like
Doctors working together this is because they are highly trained, self-motivated, and professional
that they don't require direction or oversight.
The main thing to keep in mind is to know yourself and the type of manager that you are,
some of the best mangers are able to incorporate all of the different management styles. These are
normally the 'Type B' personalities. The basics of these four management styles describe how you
Laissez-faire management style allow your employees to function, whether that be on a short leash or a long one. how much you
control your employees and how much you allow them to control the working environment.
For self-motivated and task oriented employees,
freedom, independence)
(project management, expertise, art, high qualified
specialists)
The Laissez-faire type of management is not good in some situations.
25. Leadership styles and personality traits
Different situations require the use of different leadership styles. A good leader will be able to:
develop flexibility to be able to use any of the styles
recognise the different demands of each situation
adapt appropriately, by using the style(s) that will give optimum success
ensure one's own personality needs are met
26. Leadership styles and personality traits
Balancing your own needs with the changing demands of the situation is
one of the main challenges of modern leadership. This involves asking
two questions.
The first question is what is your natural leadership style? What are you
good at? What strengths and weaknesses do you have?
The second question is what leadership style does your job demand?
What are the needs of the situation? What do you have to do to be a
successful leader?
Modern leadership demands finding the right balance between both.
27. Gender differences in management
styles
Kathleen Cavallo, PsyD Corporate Consulting Group
28.
29. PERSONALITY & LEADERSHIP STYLE
Description When to use When not to use
PARTICIPATIVE LEADERSHIP
ESFJ/ENFJ, Extraverted Feeling
People-oriented, motivator, builds personal Commitment from Decisions need to be
relationships, likeable, interpersonal skills, cares for others is critical, or forced through, conflict
others sensitive situations is being avoided
IDEOLOGICAL LEADERSHIP
ISFP/INFP, Introverted Feeling
Value-driven, has passion The group has lost its There is a problem that
for key issues, focuses on sense of identity, or it is needs to be solved with
important themes, doing too many dispassionate objectivity
champions the cause unimportant things (eg: technical issues)
CHANGE-ORIENTED LEADERSHIP
ENTP/ENFP, Extraverted Intuition
Tries things that are new, The group is 'stuck in a There are already too
prototypes, introduces rut', or the status quo many initiatives under
change, looks for needs to be challenged way and some stability is
unexpected outcomes, needed
creates new opportunities,
experiments
30. PERSONALITY & LEADERSHIP STYLE
Description When to use When not to use
VISIONARY LEADERSHIP
INTJ/INFJ, Introverted Intuition
Develops long term vision, produces radical ideas, foresees Radical change is needed, change is a There are immediate dangers,
the future, anticipates what is outside current knowledge long term activity the group may not survive in
the short term
ACTION-ORIENTED LEADERSHIP
ESTP/ESFP, Extraverted Sensing
Takes action, produces results, leads from the front, sets There is some inertia, or lack of The group is being too
an example, does what is asked of others achievement has destroyed expedient, current success
motivation may ebb in the future
GOAL-ORIENTED LEADERSHIP
ISTJ/ISFJ, Introverted Sensing
Observes, listens, clarifies goals, establishes realistic The direction is vague or expectations There are already too many
expectations, makes aims crystal clear have not been articulated goals or too much
information
31. PERSONALITY & LEADERSHIP STYLE
Description When to use When not to use
EXECUTIVE LEADERSHIP
ESTJ/ENTJ, Extraverted Thinking
Organises, makes plans, sets There is chaos/lack of There are so many processes
measurable goals, coordinates organization, or there are no that creativity has been stifled
work of different people, measures of achievement
manages resources
LEADERSHIP THEORIST
ISTP/INTP, Introverted Thinking
Analyses, uses models, The situation is complex or People's feelings are
produces explanations, driven by technical solutions paramount, or the group go
compares other situations, round in circular arguments
engages in intellectual debate
33. Personality types of managers with high and low rationality of
DM (Indina, 2009)
Personality types in high emotionality group
Champion
other types 13%
24%
Healer
Crafter 11%
6%
Promoter
5% Teacher
15%
Composer Performer Councelor
8% 10% 8%
NF Idealist (Intuitively -feeling) 29% SP -Artists (Sensory-percepting) 47%
Keirsy personality types in high rationality group
other types Inventor
Architector
26% 9%
11%
FieldMarshall
4%
Mastermind
7%
Inspector Provider
11% 5%
Supervisor Protector
16% 12%
NT- Rationals (Intuitively thinking) 31% SJ -Guardian (Sensory-judging) 44%
34. Personality profiles for effective and not effective managers
in extreme (emergency) professions
(Indina, 2010-2011)
9
8 6,45
7 6,2 7,2
5,67 7,81 6,78
6 6,45
5 Effective DM
4 Not effective DM
3 4,55 4,73 4,45
2 2,91 3,11 3,09 2,89
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