This document provides an overview of a workshop on understanding work styles presented using the Myers-Briggs Type Indicator (MBTI) assessment. The workshop objectives are to understand individual preferences in how people function, behave, work, lead, and communicate. The agenda includes introductions, the history and concepts of the MBTI, validating participants' types, and exercises. The presentation covers the four dichotomies assessed by the MBTI: Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. Communication clues are provided to detect these preferences.

1. Welcome to:
Understanding Work Styles
Presented by Maurizio Morselli, M.S.Ed., Certified MBTI Facilitator

2. Workshop Objectives
 Understanding an individual’s preferred way of
functioning in the world.
 Understand an individual’s behavior based on choices
and decisions made.
 Understand how your type contributes to the way you
work and lead others.
 Understand where your type preferences may impede
your effectiveness.
 Understand how others may experience you as a
communicator, a decision-maker.
 Purpose is self management.

3. Agenda
 Introductions
 History: Jung, Myers, Briggs
 Jung’s model
 Validate Type: Self-Select, Results,
Demonstration
 Application Exercises
 Wrap Up

4. How Else are People Different?
“I’m no different from anybody
else with two arms, two legs
and 4,200 hits.”
Pete Rose

5. Purpose of the MBTI
Helps identify preferences:
 Where do you find your energy?
 How do you take in information?
 How do you make decisions or come to
conclusions?
 What is your lifestyle or work orientation?

6. What is a preference?

7. Introductions
 Name
 Department
 How long at your current job/position
 Expectations
 Describe self using 4 words

8. Key Concepts
 Type is innate
 Type can be influenced
 Type is observable
 Type is not a box
 Type is not an excuse
 Type indicates preferences, not skills
 Type is a journey

9. History: Myers/Briggs
 Katherine Briggs (1920)
 Interested in human behavior
 Developed an original way to describe it
 Published her theory in 1926
 Theory included 4 types: sociable, contemplative,
executive, spontaneous
 Same time, Carl Jung, Swiss psychoanalyst,
developed theory of personality types (1923)

10. History: Myers/Briggs
 Together, Briggs with her daughter, Isabel
Myers, integrated their work with Jung
 Myers created a paper and pencil inventory in
1940
 Her motivation was to be helpful in the war effort by
placing people in occupational roles that best fit their
preferences
 To validate MBTI, Myers launched a study of medical
students
Understanding Work Styles

11. History: Myers/Briggs
 Consulting Psychologists Press formally
developed the MBTI in 1970
 Translated into several languages
 Helps people in career choices, marriage and family
counseling, team building, leadership development,
diversity awareness, etc.

12. History: Carl Jung
 “Random behavior is not random at all”
 Patterns emerge that reflect person’s
preferences
 Energy source
 Talking in information
 Making decisions
 Human behavior is rather orderly and consistent
over time
 Jung’s Theory similar to handedness

13. Exercise: Handedness

14. Preference Dichotomies
 Extraversion ENERGY Introversion
 Sensing INFORMATION INtuition
 Thinking DECISIONS Feeling
 Judging LIFESTYLE Perceiving

15. Your Brain On MBTI
Attitudes
Mental
E I Functions
S N
T F
Orientations
J P

16. Validate Type: Self-Select
E I
S N
T F
J P

17. How Are You Energized ?
Extroversion Introversion
 External  Internal
 Outside thrust  Inside pull
 Blurt it out  Keep it in
 Breadth  Depth
 Work more with people and things  Work more with ideas and
 Interaction thoughts
 Wants to change the world  Concentration
 Action  Wants to understand the world
 Do-think-do  Reflection
 After thinkers  Think-do-think
 Approachable  Fore thinkers
 Impenetrable
“Have to experience life to “Have to understand life to
understand it” experience it”
Understanding Work Styles

18. E/I
What do you
think?
Sure, stop by to
see me

19. EXTROVERSION + EXTROVERSION -
 Energizing  Intrusive
 Charming  Interrupting
 Gregarious  Loud
 Outgoing  Exaggerated
 Putting at ease  Hyperactive
 Capable  Draining
 Openness  Attention seeking
 Lacking concentration
Understanding Work Styles

20. INTROVERSION + INTROVERSION -
 Independent  Slow
 Calm  Secretive
 Discreet  Cut-off
 Focused  Uninterested
 Thoughtful  Preoccupied
 Depth  Aloof
 Wisdom  Excluding
 Keen observation  Uncommunicative
 Looking uncomfortable
Understanding Work Styles

21. How Do You Gather Information ?
Sensing INtuition
 Five Senses  Sixth Sense
(reliance on experience and (reliance on possibility and
actual data) inspiration)
 Practicality  Innovative
 Reality  Abstraction
 Present focus  Future focus
 Live life as it is  Change, rearrange life
 Prefers using learned skills  Prefers adding new skills
 Pays attention to details  Looks at “Big Picture”
 Makes few factual errors  Identifies complex patterns
Needs to work through a problem Sees results/solution of a problem
to see a result at the beginning
Understanding Work Styles

22. SENSING INTUITION
I’ve just had a
This is a fairly fantastic new idea for
short ride for the next week’s BTB
price meeting!

23. SENSING + SENSING -
 Knowledgeable  Boring
 Observant/Perceptive  Fussy
 Pragmatic  Short-term focus
 Accurate  Excessively skeptical
 Practical  Nit-picking
 No-nonsense  Overly concerned with
reality
Understanding Work Styles

24. INTUITION + INTUITION -
 Inspiration  Unrealistic
 Imaginative  Erratic
 Innovative  Disconnected
 Creative leaps  Head in the clouds
 Envisioning  Disruptive
 Forward thinking  Over complicated
Understanding Work Styles

25. How Do You Make Decisions or Come
to Conclusions?
Thinking Feeling
 Decisions based on the logic Decisions based on human
of the situation values and needs
 Things  People
Truth Tact
Principles Harmony
 Solves problems  Supports others
 Is brief and businesslike  Is naturally friendly
 Acts impersonally  Acts personally
 Treats others fairly  Treats others uniquely
Can be insensitive Can be too sensitive
Understanding Work Styles

26. Thinking-Feeling
She has good I like her.
credentials.

27. THINKING + THINKING -
 Logical  Over critical
 Clear  Insensitive
 Succinct  Cold
 Direct  Intolerant
 Objective  Unsubtle
 Precise  “I’m right”
 Rule-oriented  Authoritarian
 Argumentative
Understanding Work Styles

28. FEELING + FEELING -
 Empathetic  Incoherent
 Caring  Hyper-sensitive
 Appreciative  Vague
 Insightful  Evasive
 Considerate  Rambling
 Collaboration  Sanctimonious
 Two-faced
Understanding Work Styles

29. What is Your Lifestyle or Work Orientation?
Judgment Perception
 Planned  Spontaneous
 Decisive  Curious
 Self-regimented  Flexible
 Purposeful  Adaptable
 Exacting  Tolerant
 Focus on completing task  Focus on starting tasks
 Makes decisions quickly  Postpones decisions
 Wants only the essentials of  Wants to find out about the job
the job
“Run their lives” “Live their lives”
Understanding Work Styles

30. Judging-Perceiving
Glad this
Plenty of
is
time.
finished.

31. JUDGEMENT + JUDGEMENT -
 Organized  Unbending
 Decisive  Compulsive
 Responsible  Impatient
 Get things done  Strict
 Reliable  Fixed
 Prepared  Fear or uncertainty
 Structured  Anxious
 In control
Understanding Work Styles

32. PERCEIVING + PERCEIVING -
 Easy going  Disorganized
 Adaptable  Unreliable
 Receptive  Procrastinating
 Laid back  Vacillating
 Adventurous  Inconsistent
 Spontaneous  Over ambitious/taking too
 Questioning much on
 Unpredictable
Understanding Work Styles

33. A strength overused can
become a weakness
Intent = Result

34. What MBTI is NOT:
 NOT a test (there are no right or wrong, good or
bad answers)
 NOT a measure of mental health
 NOT a measure of intelligence, maturity, traits or
behaviors
 NOT a predictor of excellence, skills or abilities

35. What is MBTI
 a self-report instrument
 nonjudgmental
 an indicator of preferences
 a way to sort, not to measure
 well researched
 rich in theory
 professionally interpreted
 used internationally

36. The instruments

37. Your Composite Results
(Customized by certified facilitator, according to group)
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
n = 17 E=65% I =35% --- S=35% N=65% --- T=65% F=35% --- J=76% P=24%

38. Distribution of Preferences in Men
and Women
 Men prefer Introversion slightly more than
women do.
 The proportion of Sensing and Intuition
preferences is about the same for men and
women.
 Women prefer Feeling to Thinking by a 3:1
margin.
 Women prefer Judging slightly more than men
do.

39. Validate Type: Demonstration
E I
S N
T F
J P

40. Question
E/I
How Do You Spend Your Free
Time?

41. Question S/N
What Do You See?

42. Question
T/F
Describe Conflict

43. Question
J/P
How would you spend 5 million
dollars?

44. Video
Nature of J’s and P’s

45. Communications
Clues
 Talk it Out – Extraverts  Think it Through –
 Specifics – Sensing Introverts
Types  The Big Picture –
 Logical Implications – Intuitive
Thinking Types  Impact on People –
 Joy of Closure – Feeling Types
Judging Types  Joy of Processing –
Perceiving Types
Understanding Work Styles

46. Detecting Extraversion and
Introversion
 Frequent  Invitations to join
 Held for long Eye Contact Language in
time  Finishes your
sentences
 Often averted
 Well crafted
answers
 Pauses & silences
 Extensive contact
 Animated with others
 Fidgets  Team activities
 Static Human
Posture Contact  At ease with own
company
 Solo pursuits
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles

47. Detecting Sensing and
iNtuition
 Starts at the  Lots of detail & data
beginning & works  Lists & factual
forward in a
sequential fashion
Starting Content stories
Point FAB!  Analogies &
 Starts at the end anecdotes
and fills in the gap
with a few random
 Impressions rather
thoughts than details
 Practical solutions
based on what is
known  Learns from
experience
 Innovative solution
based on creativity Problem Sticking
& imagination
 “That’s a novel Solving Power  Try something once
and then move on to
approach” something different
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles

48. Detecting Thinking and
Feeling
 Concise & to the
point
 To criticism of
Language Sensitivity product or
 Objective and competence
succinct
 To personal criticism
 Subjective &
rambling
 Apparently illogical
 Confident
 Quick to criticize
 Achievement
 May correct you
oriented
 Actively listens
 Impact on others Impressions Empathy  Good at reading
 Prepared to admit others
weaknesses
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles

49. Detecting Judging and
Perceiving
 Neat & tidy
dress  Symmetry
Appearance Conformance

 posture
 Non-conformist
 Non-traditional
 Likes order
 Speaks fondly of/
virtue or necessity  Enjoys controlling the
of… future
 May like “to buck the
Systems & Planning for  Revels in spontaneity
system” Processes the Future
 Speaks of
bureaucracy/Red
tape
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles

50. Personal Application
 Select one individual with whom you would like
to improve your ability to communicate and/or
influence
 Based on your experience with this individual,
identify his/her likely preferences
 Based on what was covered today, identify 3
actions you will take to improve
influence/communications with this person
Additional Insight
Know Thyself: complete self assessment on p.16 of workbook

51. The End
Start
Thank You