Applying Type to
Leading Self and Others
Presented by
2© 2011, CPP, Inc. All rights reserved
Objectives
Review your successes and challenges of using the MBTI® Instrument
Introduce 5 lenses to illustrate how to apply Type theory to understand individual and team behaviour
Apply the lenses to– Team strengths and development areas– Communication and Influencing– Change – Leadership– Problem Solving & Decision Making
Applying MBTI to date...What do you want from this session?
What are the successes?What are the challenges?What do you remember?
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The Lenses
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Team Type Lens
First Contact with the Team
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Team analysis
Record Types on chart
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Determining Team Type
Total the number of individuals for each of the eight preferences
The preference in each dichotomy with the higher total is the team preference
The combination of the 4 preferences with the highest total is the team type
With ties– Break the tie in favour of the team
leadership– Break the tie in favour of noticeable
organisational cultureWhy?
© 2011, CPP, Inc. All rights reserved
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
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Analysing Team Type
1. What might this team emphasise? What positive contributions might this team make to the organisation
2. What challenges might this team face? What might this team need to do to be optimally effective?
3. What might this team’s leadership emphasise?
4. What challenges might this team’s leadership face? What might this team’s leadership need to do to be optimally effective?
© 2011, CPP, Inc. All rights reserved
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
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Team Type Lens
Teams with Type Diversity Teams with Type Homogeneity
Source: Introduction to Type and Teams, Hirsh et a (2003)
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The Functions Lens
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Communications
Influencingand
Persuading
Selling
Team Roles
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Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
Typical Characteristics of the Four Functions
RM 4-1
Resourceful
Data oriented
Accountability
Marshalling resources
Inefficiency
Friendly
Service oriented
Affiliation
Delivering support
Unfriendliness
Characteristics STs SFs NFs NTs
Creative
Development oriented
Personal growth
Offering guidance
Intolerance
Autonomy
Incompetence
Supplying expertise
Effective
System oriented
At their best, establish teams that are
Team environment fosters
Are energized by
Are exhausted by
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Communication Activity
Form groups of ST, SF, NF and NT types In your group discuss….1] What would someone need to say to persuade you to
buy an MBTI® Training Package? What could a sales person say or do that would put you
off purchasing an MBTI® Training Package?
Record your responses
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(Optional)2] When undertaking a project, which tasks do you seek out? Which tasks do you try and avoid?
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Influencing Activity
Form groups of ST, SF, NF and NT types
In your group discuss….
What would you need to hear to be persuaded to change the way you work or agree to a proposal for a new product or service?
Record your responses© 2011, CPP, Inc. All rights reserved
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Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
Writing Styles of the Four Functions
Source: Judy Allen and Susan A. Brock, Health Care Communications Using Personality Type: Patients Are Different (Philadelphia: Routledge, 2000). Reproduced with permission..
Short, to the point Precise, with qualifications if
appropriate Bullet points Conventional words “Businesslike” tone
ST style
Longer, paragraph format Expressive, underlining,
personalized anecdotes Unique words and phrases,
personal pronouns
NF style Longer, paragraph format Present the “why” or logic
behind the idea “Businesslike” tone Unique words and phrases,
metaphors
NT style
Short Bullet points Conventional words Personal tone, i.e., personal
pronouns, specific quotes
SF style
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Type & Communication
Implications: People naturally use a
communication or influencing style that suits their preferences.
Understanding what our audience needs increases our effectiveness in communicating with them.
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Team Roles & Personality Type
ST
Technical skills with objects and
facts
NF
Insight and encouraging
people
SF
Practical ways of helping others
NT
Theoretical and technical
frameworks
Source: Myers, I. (1998) Introduction to Type®
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The Quadrants Lens
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Life Cycle of Organisations or New Initiative
DESCRIPTOR
IN Thoughtful innovators
EN Action oriented innovators
ES Action oriented realists
IS Thoughtfulrealists
ORGANISATION FOCUS Vision Change Results Continuity
CHANGE
Internalvision of future
Try somethingnovel
Improveefficiency &effectiveness
Can see what should change / be preserved
MOTTO Let’s think about it!
Let’s change it!
Let’s do it ! Let’s keep it!
Time elapsed© 2011, CPP, Inc. All rights reserved
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Contributions & Conflict Activity
Form groups of IS, ES, IN and EN types
What special gifts and contributions does your Quadrant bring to the team?
What irritates you about the other quadrant ?
What do you or could you admire about the opposite quadrant?
Adapted from MBTI® Team Building Program 1st Ed (1992) by Hirsh© 2011, CPP, Inc. All rights reserved
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Debriefing the Quadrants activity
Invite one group to report their responses. Then invite the diagonal opposite group to report their responses.
Ask the team how they can agree to incorporate the perspectives/contributions of all four Quadrants
IS IN
ES EN
© 2011, CPP, Inc. All rights reserved
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Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
Problem Solving/Conflict Resolution and the Four Quadrants
RM 4-19
Focus on facts that might be useful
Recall past examples to guide behavior
Want to determine where energy will have the best results
Act sensibly
When working to solve a problem, ISs tend to
Focus on actions that could be taken
Use conventional structures to guide behavior
Want to test out where effort will have the most impact
Act promptly
When working to solve a problem, ESs tend to
Focus on changes that could be made
Invent novel frameworks to guide behavior
Want to speculate on where effort will have the most impact
Act enthusiastically
When working to solve a problem, ENs tend to
Focus on ideas that might be applicable
Anticipate potential problems to guide behavior
Want to understand where energy will have the best results
Act prudently
When working to solve a problem, INs tend to
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Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
Change and the Four Quadrants
RM 4-18
Ways to introduce change to ISs
Relate it to what they can do Give them a realistic rationale for
the change Emphasize the connection with
current procedures Show them how it can make their
work more efficient and easier
Ways to introduce change to ESs Ways to introduce change to ENs
Ways to introduce change to INs
Relate it to inventive ways of doing things
Give them a broad overview of the change
Emphasize the possibilities for variety
Show them how it can make their work pioneering and fresh
Relate it to what they know Give them a detailed picture of the
change Emphasize the connection with what
is known and understood Show them how it can make a
tangible, lasting difference in their work
Relate it to innovative concepts Give them the underlying
significance of the change Emphasize the possibilities for
creativity Show them how it can bring their
work closer to the ideal
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The Dynamics Lens
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Order ofPreferences;DominantAuxillaryTertiary Inferior
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The Dynamics Lens
Provide team participants with a brief overview of type dynamics by presenting the following:– Each personality type has a favourite or most trusted
preference - Dominant Preference– There is a hierarchy of preferences for each type - see
Introduction To Type® and Teams booklet pages 47-48
© 2011, CPP, Inc. All rights reserved
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Dominant Preferences in the Type Table
1st row: 2nd letter
2nd row: 3rd letter
3rd row: 2nd letter
4th row: 3rd letter
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
© 2011, CPP, Inc. All rights reserved
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Activity Scenario
Your work office will need to relocate from a capital city to a smaller town. What would be the first things your group would consider to implement this decision?
Start with your Dominant preference group then move to the next preferences according to the time allocated.
© 2011, CPP, Inc. All rights reserved
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Using the Myers-Briggs Type Indication in Organizations (2nd edition) by Sandra Krebs Hirsh. © 1991 by Consulting Psychologists Press, Inc. Permission is herby granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copyright law.
Problem-Solving ModelModel from Gordon Lawrence, People Type and Tiger Stripes (Gainesville, FL:CAPT, 1982), p.58.
SENSING(FACTS)
INTUITION(POSSIBILITIES)
THINKING(CONSEQUENCES)
FEELING(IMPACT ON PEOPLE)
Decision Making Process for Team
© 2011, CPP, Inc. All rights reserved
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Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
Problem Solving and the Four Dominants
RM 4-45
How is the problem defined? What are the current procedures? What are our specific goals? What are the immediate objectives
and how can timelines be established?
Sensing Dominants are likely to ask
Is this a legitimate issue? How does it affect performance? What are the pros and cons? How can we look at this
systematically?
Thinking Dominants are likely to ask
What are people’s feelings about this issue?
How can different sides be accommodated?
What will increase harmony? How will this affect the people
concerned?
Feeling Dominants are likely to ask
What alternatives are there? How is this issue related to wider
concerns? What are the opportunities for
growth? What are our hunches about this
issue?
Intuitive Dominants are likely to ask
MBTI Leadership Poster
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Type __________
Contributions
What do you need to be your best
Motto:
Overdo
Overlook
What others do that annoys you
As leaders . . .
Follow-up Group Coaching
45 minutes X 2 ? 90 minutes X 1 ? When ?
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Resource Materials -Teams & Leadership
Introduction to Type ® and Teams MBTI® Teambuilding Program Leaders Resource Guide Introduction to Type ® in Organizations Introduction to Type ® and Decision Making The Leadership Advantage – Training Program Using the MBTI® Tool in Organizations – Leaders Resource Guide Developing Leaders – Research & Applications in Psychological Type
Enhancing Leadership Through Psychological Type Teamwork from the Inside Out – Field book
32© 2009, CPP, Inc. All rights reserved 96
MBTI, Myers-Briggs Type Indicator, Myers-Briggs, the MBTI logo and Introduction to Type are registered trademarks of the Myers-Briggs Type Indicator Trust. SkillsOne and the CPP logo are registered trademarks of CPP, Inc.
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