MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
P R E S E N T E D B Y
Catherine Curtis D E V E L O P E D B Y
David Freeman Linda Kirby Nancy Barger
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Your Name and Credentials
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Catherine Curtis
MBTI® Certified Practitioner
Masters Degree in Organizational Development
Instructor Certificate from National Career Development Association
Workforce Reliability Manager, SFPUC; WWE
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Objectives At the end of this training you will be able to:
Define preference, as used by Jung and MBTI instrument
Define the four MBTI dichotomies,
Learn common behaviors associated with each Type
Understand and accommodate communication differences!
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Achieving These Objectives To achieve these objectives, we will be using the Myers-Briggs Type Indicator
® (MBTI®) instrument and looking at the ideas on which it is based
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Today’s Agenda Explain MBTI® Instrument The origin of MBTI The MBTI instrument, meaning of “preferences” MBTI definitions, with self-assessment Apply type information to our communications Communication Strengths Communication Approach Type activities
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About the MBTI® Instrument An indicator—not a test Looks only at normal behavior Forced-choice questions No right or wrong answers—no better or
worse types. • All types have potential strengths and possible
pitfalls or blind spots Your results are confidential
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Users of the MBTI® Instrument Most Fortune 100 companies use it
The most widely used personality assessment in the world—more than 2 million people worldwide each year
Translated into two dozen+ languages
Used in 70+ different countries
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Where the MBTI® Tool Is Used
• USA • Canada • Mexico • South America • UK • Europe
• Australia • New Zealand • China • India • Japan • Korea
• Malaysia • Singapore • Middle East • Dubai • South Africa • Kenya • And more!
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Carl Gustav Jung (1875–1961), a Swiss psychiatrist, developed a theory of personality: Differences between people are not random. Instead they form patterns—types. Psychological Types (published 1921, translated into English 1923)
Carl G. Jung
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Katharine C. Briggs (1875–1968), an American, read Jung’s Psychological Types in 1923. She spent the next 20 years studying, developing, and applying Jung’s theory.
Katharine C. Briggs
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Isabel Briggs Myers (1897–1980) developed Jung’s theory in partnership with Briggs. Beginning in 1943, she developed questions that became the Myers-Briggs Type Indicator® instrument.
Isabel Briggs Myers
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Jung’s Personality Theory Every person carries out two kinds of
mental processes: • We take in information • Then we make decisions about the information
Everyone has preferred ways of using these mental processes
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Jung’s Personality Theory (cont.)
Jung observed that we all live in two worlds: • The outer world of things, people, and events
and • The inner world of our own thoughts, feelings,
and reflections
Each person has a preference for either the outer world or the inner world
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Jung’s Personality Theory (cont.)
Jung believed that preferences are innate—“inborn predispositions”
He also recognized that they are shaped by environmental influences, such as family, culture, and education
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Nature MBTI® instrument
Nurture Environment
vs.
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“Handedness” Activity To illustrate this—let’s do an activity. Turn to your handout and sign your name
in the first box Now sign your name again in the second
box—using the other hand Call out some words that describe the
experience of writing the first signature Now, some words to describe writing the
second signature
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“Handedness” Activity (cont.)
Where do we get our preference for using one hand over the other?
How does the environment influence our preference for using one hand over the other?
Note: We all can and do use both hands; for writing, one is natural, comfortable, automatic
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The MBTI® instrument indicates preferences on four pairs of opposites, called dichotomies:
The MBTI® Dichotomies
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Extraversion E or I Introversion
Sensing S or N Intuition
Thinking T or F Feeling
Judging J or P Perceiving
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MBTI® Theory
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Four pairs of opposites—like our right and left hands. We all use both sides of each pair, but one is our natural preference.
The MBTI® instrument is designed to indicate those inborn preferences.
The MBTI instrument is not designed to measure skills or effects of environment.
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Extraversion (E) or Introversion (I)
Where we focus our attention and get energy
Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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E–I Differences People who prefer Extraversion: Direct their energy and attention outward Focus on the outer world of people and activity People who prefer Introversion: Direct their energy and attention inward Focus on their inner world of ideas and experiences
We all use both preferences, but usually not with equal comfort.
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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E–I Illustration
Source: Introduction to Type® and Change, N. J. Barger & L. K. Kirby, p. 4.
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Where People Focus Their Attention People who prefer Extraversion (E) Are energized by
interacting with others Are sociable and
expressive Prefer to communicate
face-to-face Work out ideas by talking
them through
People who prefer Introversion (I) Are energized by
opportunity to reflect Are private and
contained Prefer to communicate
by writing Work out ideas by thinking
them through
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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Where People Focus Their Attention (cont.)
People who prefer Extraversion (E) Have broad interests in
many things Learn best through doing
or discussing Readily take initiative in
work and relationships
People who prefer Introversion (I) Focus in depth on their
interests Learn best by reflection,
mental “practice” Take initiative when the
situation or issue is very important to them
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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Communication Strengths Extraverts – Let’s talk this over. Are active, energetic, and
enthusiastic Think on their feet Establish networks of
contacts Have breadth of interests Provide extensive
information and feedback
Introverts – I need to think about this. Are a quiet and calming
presence Respond carefully and
thoughtfully Get to know a few people
well Have a depth of interests
and contacts Listen to others without
interrupting.
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Communication Approach Extraverts Seek interactions and diversions Share thoughts freely in lively
group discussions Can discuss a wide range of topics Change topics and opinions as a
dialogue progresses Think out loud Share ideas of information
immediately Respond rapidly Talk more than listen Overlap air space and interrupt
others Asks lots of spur of the moment
questions.
Introverts Seek calm quiet time to reflect Prefer one-to-one interactions Like to understand topics in depth Need time to think before changing
perspectives Process information internally Prefer to have information ahead of
time Wait for a pause before speaking Listen more than talk Are comfortable with silence Share well thought out ideas or
questions
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When Communicating with Extroverts Acknowledge you are listening and use cues to show you are preparing a
response Provide immediate feedback and verbal acknowledgement Express overt interest and enthusiasm: lean forward, nod, smile, and maintain
eye contact If needed, ask for time to think about something, then set a time to
communicate Anticipate others will want feedback and be prepared to share more
information sooner Focus on discussing topics you know well or have had a chance to consider Seek networking opportunities; find someone to help you make links and
contacts Take initiative to introduce yourself or start a conversation Deal with conflict and be willing to confront issues when they occur Remember others often think out loud, so don’t assume words are well
thought out
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When Communicating with Introverts Practice active listening skills Think before speaking or let others know you are thinking out loud Respect need for privacy, build trust, and be sure to respect
confidentiality Choose a time and place to communicate with a minimum of distraction Speak slowly and calmly, (without being condescending) Pause and wait for a response; don’t jump in to fill silence, especially
with small talk Don’t come across as imposing or demanding of an immediate response Provide information ahead of time and allow time and space for
processing Focus on one topic, stay on topic, and avoid making immediate
decisions. Summarize and share your final thoughts and directions
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Key Words Associated with E–I
Extraversion Action
Outward People
Interaction Many
Expressive Do-Think-Do
Introversion Reflection Inward Privacy Concentration Few Quiet Think-Do-Think
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We Have a Preference
We all do Extraverted and Introverted things.
But we usually do not do them with equal comfort.
Most of us have a preference for one
or the other.
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E–I Splitting Activity Form groups of all Es and all Is
In your group, create three questions that you want to ask your opposite types to help you understand them better (5 minutes)
Select a spokesperson to ask the questions
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Meet with Your Opposite Types Take turns asking your questions and
listening to the responses
Ask clarifying questions to be sure you understand the responses
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E–I Splitting Activity (cont.)
What are some of the differences you notice between the opposite preferences?
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Typical Differences E groups may Talk more, show energy
and enthusiasm
Respond to questions immediately
Interrupt
Give nonverbal information—gestures, etc.
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I groups may Reflect more, be quieter,
keep enthusiasm inside
Reflect before responding to questions
Wait for space
Be more contained, harder to read (reactions are inside)
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E–I Splitting Activity (cont.)
What are the implications and applications of this activity for you or your team? • Communication challenges?
• Misunderstanding between the two types?
How do these differences affect you or your team? • Our interactions at work?
• Requests and agreements?
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E–I Self-Assessment Given the choice, which do you prefer:
Extraversion or Introversion? your self-assessment
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Sensing (S) or Intuition (N)
The way we take in information and the kind of
information we like and trust Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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S–N Differences People who prefer Sensing: Focus on present realities, verifiable facts, and experience People who prefer Intuition: Focus on future possibilities, the big picture, and insights
We all use both ways of perceiving, but we typically prefer and trust one of them more.
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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S–N Illustration
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Source: Introduction to Type® and Change, N. J. Barger & L. K. Kirby, p. 4.
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How People Take In Information People who prefer Sensing (S) Focus on what is real and
actual Observe and remember
specifics Are factual, concrete, and
sequential
People who prefer Intuition (N) Focus on patterns and
meanings Remember specifics when
they relate to a pattern Are abstract and
imaginative
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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How People Take In Information (cont.)
People who prefer Sensing (S) Build carefully and
thoroughly toward conclusions
Understand ideas and theories through practical applications
Are specific and literal
Trust experience
People who prefer Intuition (N) Move quickly to
conclusions, follow hunches
Generate ideas and theories; application is secondary
Use metaphors and analogies
Trust insight
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.
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Communication Strengths Sensing – Just the facts please Are anchored in current
realities and common sense
Are practical and realistic Are observant and attend
to details Retain and learn well from
experiences Immediately apply what is
communicated
Intuitives– I can see it all now Are open to possibilities Anticipate and create
change Are future oriented; see
trends Link and integrate
information Generate ideas
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Communication Approach Sensing Types Seek facts, details and concrete
examples Link information to immediate
applications Want specific plans and procedures Like step-by-step explanations Relate information to what has
happened in the past or is happening now
Prefer practical, plain language to symbols, metaphors, theory or abstraction
Focus on the here and now Don’t trust long term, strategic
communications Trust what has already been tried and
proven to be true
Intuitive Types Want to know implications and
relationships, not just facts Become bored and impatient with
details Like to brainstorm or play with ideas
and imagine what could be Focus on the future and long term
aspects and impacts See patterns and understand the big
picture Are stimulated by possibilities; seek to
create, grasp, and share new ideas Use metaphors, analogies, and other
forms of symbolic language In conversations, may jump across
topics exploring links Trust and are eager to apply theories,
models, and frameworks
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When Communicating with Sensing Types Be practical and find ways to bring ideas down to earth Provide information on specific realities, details, and immediate
applications Provide concrete examples to prove your ideas work; share facts and
observations Present information sequentially rather than changing topics and
exploring links Show a plan and process for change rather than only a concept Listen carefully to the facts and link new ideas to current realities Remember others may not seek change Assess what is working well as well as what needs to be changed Avoid extensive use of metaphors, analogies, and other abstract
communications Use works that relate to sensory and real life images
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
When Communicating with Intuitive Types Consider possibilities that may initially seem far-fetched Provide an overview or thumbnail sketch first Suspend realities when necessary to brainstorm and generate
ideas Don’t get bogged down in facts and details Share main points, then add some detail as necessary Stretch toward taking a longer-term, future focus Show future possibilities of your ideas Trust what works and be open to changing what doesn’t work Let others share their ideas and dreams Provide a reality check without discarding ideas; help Intuitive
types link ideas to reality
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Key Words Associated with S–N
Sensing Facts
Realistic Specific Present
Keep Practical What is
Intuition Ideas Imaginative General Future Change Theoretical What could be
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We Have a Preference
We all use Sensing and Intuition when making our observations about the world.
But we usually do not use them
with equal trust.
Most of us have a preference for one or the other.
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S–N Splitting Activity Form groups of all Ss and all Ns.
Look at the following picture for one minute, in silence
Then discuss with your group what you saw and record your observations
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Christopher Williams, Sir Isaac Newton (Masquerade, J. Cape, 1979). Used with permission of the artist.
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People with a Preference for Sensing Describe what they literally see:
• Physical attributes of the picture (color, shapes, artist’s name, size)
Then try to make sense out of the shapes—object sense
Others can usually see the identified shapes
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People with a Preference for Intuition Interpret the picture, seeing possibilities
and meanings that connect to them
Often make up a story about the picture
May come up with a big-picture interpretation of the meaning
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What Can We Conclude? When we all look at the same image,
we see different things What are the implications and applications
of this activity for you or your team?
We must remember that we all trust our own perceptions, while acknowledging that there are many other ways of seeing the same object/situation
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S–N Self-Assessment Given the choice, which do you prefer:
Sensing or Intuition? your self-assessment
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Thinking (T) or Feeling (F)
The way we make decisions Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
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T–F Differences People who prefer Thinking: Make their decisions based on impersonal, objective logic People who prefer Feeling: Make their decisions based on personal priorities and
relationships
Both processes are rational and we use both, but usually not with equal ease.
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
T–F Illustration
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Source: Introduction to Type® and Change, N. J. Barger & L. K. Kirby, p. 5.
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
How People Make Decisions People who prefer Thinking (T) Step back to get an
objective view Analyze Use cause-and-effect
reasoning Solve problems with logic
People who prefer Feeling (F) Step in to identify with
those involved Empathize Are guided by personal
and group values Assess impacts of
decisions on people
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
How People Make Decisions (cont.)
People who prefer Thinking (T) Strive for an objective
standard of truth Are “reasonable” Can be “tough-minded” Are fair—want everyone
to be treated equally
People who prefer Feeling (F) Strive for harmony and
positive interactions Are compassionate May appear “tenderhearted” Are fair—want everyone to
be treated as an individual
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
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Communication Strengths Thinking – Is this logical? Calm, reasonable, and
under control Provide honest and frank
feedback Analyze, evaluate, and
critique Objective and principled Clear thinking process using
defined criteria
Feeling – Will anyone be hurt? Able to empathize and
develop rapport Often can see and
appreciate others’ perspectives
Supportive, nurturing, and interested in others
Enjoy cooperating and collaborating
Connect with others and create a harmonious environment
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Communication Approach Thinking Use logic and analysis to spot
flaws or weaknesses Need to know “why?” Prefer information that is presented
objectively as a matter of fact Debate or challenge information List and consider pros and cons Create or use clearly defined
criteria Trust competence and expertise Like competition and want to win Use precise and concise language Task and goal focused
Feeling Focus on situational and subjective
beliefs and values See strengths and positive attributes Enjoy encouragement and positive
feedback Share personal situations, case
histories, stories, and examples Want to get to know someone
personally Like making links to and connections
with others Like collaboration and want to
cooperate Warm, supportive, expressive, and
affirming Focus on atmosphere and harmony Interested in people and their needs
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When Communicating with Thinking Types Be calmly objective and demonstrate your competence Offer honest and frank feedback as well as positive comments Detach from situations and view them logically and objectively Support your opinions with logical reasoning and clear thinking Avoid becoming overly emotional or passionate when discussing
issues Be logical, reasonable, clear, precise, and concise Focus on tasks and objectives as well as on individuals involved in the
situation Don’t feel threatened or attacked when others like to compete, debate,
or challenge Show cause and effect relationships and pros and cons Accept critical feedback without personalizing it
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When Communicating with Feeling Types Take time to get to know them and develop rapport Avoid critiquing and evaluating when you are listening Focus on people in the situation; find out what is valued and important Consider the needs of others for harmony and a positive atmosphere Be friendly and approachable and offer encouragement and support Know when to provide feedback gently and critique behaviors, not
people Include personal needs as criteria in decision making; show people
impacts Connect first, then challenge later; find areas of agreement Be careful to acknowledge and not analyze others’ feelings and values Remember some people dislike competition; focus on crating win-win
scenarios
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Key Words Associated with T–F
Thinking Head
Detached Things
Objective Critique Analyze
Firm but fair
Feeling Heart Personal People Subjective Praise Understand Merciful
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We Have a Preference
We all use both Thinking and Feeling when making decisions.
But we usually do not use them
with equal ease.
Most of us have a preference for one or the other.
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T–F Splitting Activity Form groups of all Ts and all Fs: Imagine that you have been invited to a
party with a close friend Your friend arrives, ready for the party. You
look at what the person is wearing and say to yourself, “Oh no! Is he/she really going to wear that?” What do you do and say in this situation?
Discuss in your group.
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T–F Activity Examples Thinking types concentrate on achieving their
desired outcome—the friend changes clothes
Feeling types think of how the friend will feel at the party
Thinking types are frank and to-the-point in stating their views about the clothing
Feeling types are concerned about embarrassing the person, take a more tactful, indirect approach
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T–F Activity Examples (cont.)
What are the implications and applications of this activity for you or your team?
Thinking types look for faults and helpfully point them out
Feeling types look for good things and point them out
What value does each bring to the team?
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T–F Self-Assessment Given the choice, which do you prefer:
Thinking or Feeling? your self-assessment
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Judging (J) or Perceiving (P)
Our attitude toward the external world and how we
orient ourselves to it Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
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J–P Differences People who prefer Judging: Want the external world to be organized and orderly Look at the world and see decisions that need to be made People who prefer Perceiving: Seek to experience the world, not organize it Look at the world and see options that need to be explored
We all use both attitudes, but usually not with equal comfort.
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
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J–P Illustration
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Source: Introduction to Type® and Change, N. J. Barger & L. K. Kirby, p. 5.
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How People Approach Life People who prefer Judging (J) Organized Systematic Methodical Make short- and long-term
plans, and then follow them
People who prefer Perceiving (P) Adaptable and curious Casual Open-ended Adjust flexibly to new
information and changes
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Source: Introduction to Type® (6th ed.), I. B. Myers, p. 10.
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Communication Strengths Judging – Just do something! Are decisive Share decisions, then move
ahead Are well organized and
efficient communicators Are task and goal focused Provide clear expectations
and timelines
Perceiving – Lets wait and see Are flexible and adaptable Respond to the situation as
needed Are open to new information Generate and consider a
wide range of options Take an easygoing
approach to change
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Communication Approach Judging Types Reach conclusions quickly,
make decisions, and provide closure
Establish clear expectations, timeline, and objectives
Are punctual and expect others to be on time
Communicate will-defined assignments and consequences
Like organized and efficient communications
Perceiving Types Seek new information and
explore options Include lots of data and ideas in
the decision-making process Have a flexible, spontaneous,
and unstructured communication style
Are open to respond to unexpected requests or opportunities
Can postpone decisions or make tentative decisions that can change
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Communication Approach, Continued Judging Types Prefer structured and
scheduled interactions Are uncomfortable with open-
ended, free-flowing discussions Like to have some control and
set limits Want to have information
ahead of time, especially if it is needed to complete tasks
Expect and receive input from others within scheduled timelines
Perceiving Types Seek input from others exactly
when they need it Feel boxed in if immediate
decisions are requested Ask questions and provide
options Prefer open-ended discussions
and language to conclusive statements
See opportunity in interruptions and diversions
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When Communicating with Judging Types Make decisions that affect others as soon as possible Decide more quickly than you might prefer Avoid sharing too many options by focusing on what is most important Negotiate specific timelines and deadlines and consistently deliver
projects on time Avoid seeking immediate input on changes to an established plan Narrow and focus your options before sharing them Know when to stop exploring and start making decisions Create and share timelines so others know when your part of the
project will be completed When sharing information or assigning tasks, provide structure and
clear expectations
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
When Communicating with Perceiving Types Allow opportunities to explore before deciding Expect and schedule in discussion time and plan for changes to your
schedule Establish mutual deadlines rather than direct others Avoid making decisions too quickly; seek more information before
deciding Check to ensure you are not making conclusions when speaking Describe situations rather than evaluate them Consider multiple options and ask more questions to gather
information Be open to changing and dynamic information and situations Be willing to take initial steps without making a complete plan Be open to accommodating unexpected communication opportunities
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Key Words Associated with J–P
Judging Organized
Decision Control
Now Closure
Deliberate Plan
Perceiving Flexible Information Experience Later Options Spontaneous Wait
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We Have a Preference
We all use Judging and Perceiving as part of our lifestyle.
But we usually do not use them
with equal comfort.
Most of us have a preference for one or the other.
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J–P Splitting Activity Form groups of all Js and all Ps Assume that the people in your group are
all friends You’re getting together to celebrate one
member’s birthday What do you do?
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J–P Activity Examples Judging types like to plan the celebration,
wanting to cover every contingency
Perceiving types like to create options, to keep plans flexible, assume it will work out
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J–P Activity Examples (cont.)
What are the implications and applications of this activity for our team? At work, there will always be a plan, but
Js and Ps frustrate each other with the way they develop and implement plans
We need to negotiate what’s decided and where there is flexibility We need to negotiate checkpoints and
midcourse corrections
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J–P Self-Assessment Given the choice, which do you prefer:
Judging or Perceiving? your self-assessment
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Personality Type When combined, your preferences indicate
your personality type.
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MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
16 Personality Types
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MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Meaning of Results The MBTI® instrument does not measure
how much or how well you do something
It is intended to indicate your innate preferences
The number or category reported with the letter = the clarity with which you indicated your preference
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MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Activity – Card Sort Count off by three and get in your groups You have 7 minutes to sort 104 cards into
the following categories: Introvert, Extrovert, Sensing, Intuitive, Thinking, Feeling, Judging, and Perceiving When the timer goes off, you will rotate to
your right and use a scorecard I give you to calculate the score of your neighbor group The team that has the highest score, wins a
prize
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool If you need to communicate with an
introvert: • Send them a meeting invite with agenda OR • Send them an email to let them know what you
need and ask for a time to talk. Why?
• They are drained by interruptions • They need time to think and reflect about what
is important and what they want to say
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool If you need to communicate with an
extrovert: • Stop by their office and knock on the door and
ask to interrupt for a minute • Catch them in the hallway or in the break room
and let them know you wanted to talk to them about … Do you have time now?
Why? • Prefer to communicate by talking face to face • They are energized by interruptions
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool When sharing information with a Sensor:
• Present information in a sequential way with step by step details
• Be factual and concrete • Provide a roadmap if possible
Why? • They trust their experience and focus on what
is real and actual • They want to know what the facts are, what
has been done, and what are the bottom line realities.
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool When sharing information with an Intuitive:
• Tell them why, what is the vision • Focus on the connections and meaning in
“what is” • Tell them about ideas associated
Why? • Intuitive people take in information by seeing
the big picture, focusing on the relationships and connections between the facts
• They want to grasp patterns and see all possibilities
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool When sharing information with a Thinker:
• Give them pros and cons of each possibility • Tell them the cost of each and identify the cost
of not acting • Focus on tasks, use detached analysis or logic
Why • They focus on logic and cause and effect
reasoning, are analytical, and want everyone to be treated fairly (equally)
• Value competence
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Integrating Understanding of Tool When sharing information with a Feeler:
• Share values implicated in decisions • Assess impacts on people • Focus on relationships
Why • They make decisions based on values • They want to know that leadership cares • They apply empathy, compassion and
attention to individual needs • Fairness – everyone treated as individual.
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool When sharing information with a Judger:
• Be methodical • Share clear goals and timeframes, no
surprises • Refer to how information fits into plans • Specify the steps needed to accomplish a goal
Why • Live by motto “be prepared” • Dislike diversions and surprises • Arrange their world so they don’t have to deal
with last-minute rushes
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Integrating Understanding of Tool When sharing information with a Perceiver:
• Be flexible and open ended and offer options • Follow general parameter and timeframes • Include deadlines and pressure prompts and
let them decide on the “how to” Why?
• Feel routine interferes with ability to respond to unexpected opportunities, love being surprised
• Feel most creative under pressure of deadlines • Believe a solution will emerge regardless of
where you start
MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
Recap: Constructive Use of Differences Improve team performance by: Becoming aware of differences Acknowledging the value of differences Practicing new behaviors, seeking out
others with differences Incorporating different perspectives into our
interactions
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MBTI® Certification Program Copyright 2008, 2009, 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 trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or a registered trademark of CPP, Inc., in the United States and other countries.
16-Room House
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