Personality Transp GB

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Personality Topics List

Objective........................................................................................................................................................2

EIGHT BASIC BEHAVIOR PATTERNS....................................................................................................4

TEMPERAMENTS AND TIME...................................................................................................................8

STRESS MANAGEMENT............................................................................................................................9

TRUTHS ABOUT PEOPLE........................................................................................................................10

FUN ACTIVITY..........................................................................................................................................11

APPENDIX 1MYERS-BRIGGS INVENTORY................................................................................................................13

APPENDIX 2CONFLICT MANAGEMENTSURVEY......................................................................................................................................................24

Heartland Information ServicesMT1 Training: Communication Skills

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ObjectiveUpon completion of this module, you should

understand:

The role-played by personality in both styles of

learning and styles of training.

The eight basic behavior patterns.

Stress management for the eight preferences.

How to shift your awareness level out of yourself and into others and to understand themotives for their behavior using the Myers-Briggs Typology Inventory.

Different conflict management styles.


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Personality & Learning Skills


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PERSONALITY ANDLEARNING

WHERE DO YOU BELONG?


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EIGHT BASICBEHAVIOR PATTERNS

We all generate the energy required to participate inour world, gather information about that world, andmake decisions about the information we gather andthen take action based on our decisions. However,we all do these things in different ways.Carl Jung laid the groundwork for a method of personality analysis that Isabel Myers-Briggs later developed into a full-fledged system. Her system hasbeen tested and has proved accurate across gender,culture, educational level, age group, ethnic and

religious group, social status, nationality and more.It is currently the most widely used system of personality analysis in the business world.Jungs premise was that people manifest their energyas either introverts or extroverts. They prefer to

interact with their world either through intuition or their senses, tend either to feel strongly about issuesor use logic to analyze them. They also prefer either to come to clear-cut decisions or to keep the processof analysis open-ended.


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These four basic drives and two basic modes of each form eightbasic behavior patterns, as the chart below indicates:

GENERATINGENERGY GATHERINGINFORMATIONEXTROVERTS : gainenergy from face to faceinteraction with people,activities, thinking outloud; like to know whatsgoing on; open andexpressive bodylanguage

SENSORS : learn throughpractical, hands-onexperience; prefer details, facts, logicalsequence, guidelines andrules; realistic,straightforward.

INTROVERTS : gainenergy from being aloneor with close friends,relating one on one; tendto reflect on thingsbefore speaking; subtle

and reserved bodylanguage.

INTUITIVES : seek meaning of experiencesand relationship betweenconcepts; inventive,original, enterprising,independent; prefer big

picture approach.


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TAKING ACTION MAKING DECISIONSJUDGERS: like to bringthings to a conclusion,making things happen,may even take action for others; plan their work and live by the plan; likeschedules, goals,

objectives, follow-through; dont likechanges

THINKERS: makedecisions in a logical,analytical way; objectiveand detached,impersonal; want toknow goals andobjectives first, analyze

possible problems.

PERCEIVERS: prefer towait and see, postponemaking decisions;flexible, able to handlechanges; adapts to anunplanned course,incorporates newinformation constantly;

receptive, adaptable,work best with autonomyand openness.

FEELERS: concernedwith impact of decisionson people; rely onpersonal experience,human element, tact,friendly persuasion.


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Testing indicates that these behavior patterns areunevenly distributed across the population. For example, while the thinking/feeling and

judging/perceiving polarities are evenly divided,75% of the population tends toward extroversion andsensing, while only 25% tend toward introversionand intuition.

The percentage of the population of each of thesixteen basic personality types that result from fullycross-referencing both modes of each drive differswidely, as is indicated in the charts on the followingpages, which outline the major characteristics of each personality profile.


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TEMPERAMENTS AND TIME

Because the sensory mode of data-gathering is so fact-oriented, it isusually paired with the mode of taking action. Because the intuitivemode of data-gathering is so concept-oriented, it is usually paired withthe mode of making decisions (evaluating).

ASSETS LIABILITIES

SENSING - JUDGERS Good at time management Most down-to earth Most realistic Able to throw things out

Rigid about schedules Hooked on responsibility Cant relax Hates to wait for others

SENSING - PERCEIVERS Meets immediate needs of a

situation Flexible and pliable Handles emergencies well Adapts to scheduled changes

Efforts get scattered Change directions often Theres always tomorrow Bowled over by the moment

INTUITIVE - FEELERS Sensitive to people Gives people all the time they need Time is oriented toward others

needs Time is for finding lifes purpose

Difficulty saying no Feels guilty if they dont give

others time Neglects own time needs Wastes time searching for self

2.INTUITIVE - THINKERS Time is conceptual, impersonal,

part of a bigger system Time is a tool

It is enough just to think itthrough without taking action

Time is in the mind only Peoples needs may suffer


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STRESSMANAGEMENT

It should come as no surprise that each personality preference alsoreacts to stress differently, and can learn to handle stress moreeffectively using different techniques.

WHEN STRESSED, THEY NEED TO EXPAND & DEVELOP, THEYSHOULD:

E A chance to express, the opportunity totalk and share

Try taking notes or writing in a journal;spend concentrated reflection time

I A chance to write, reflect, and meditate Try an extemporaneous discussion or sharing of something personal

S The specifics spelled out carefully and agood experiential event

Try fantasizing to music or imagining anddiscussing the unknown

N A chance to add to the design with their own imagination and an opportunity toconnect the learning to their ownexperience

Try experiencing the world of the senses;doing some detailed assignment, eventhings like proofreading or bookkeeping

T An opportunity to analyze the situation,

to confront things and challenge them;often they like a win/lose reward

Try experiencing powerlessness or lack of

control; exploring the world of nonverbalcommunication

F Affirmations and positive rewards, ahappy learning climate; seeing the valueof what is being learned for themselvesand others

Try learning for the sake of the idea itself,with no other use or reward; doing someobjective analysis and sticking to aconclusion, even if it is against their personal values

J An agenda, a schedule, a plan,handouts, and charts, like this one

Try having no agenda for some part of thecourse, just winging it an not following the

schedule now and then to see if somethingpositive can result

P Room to move, to know that there arerewards even if assignments arentcompleted or deadlines are missed; theopportunity for self-pacing and self-determination

Try contemplating some of the material ontime and without changing it; notwandering down extraneous paths


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TRUTHS ABOUT PEOPLE

People want to feel good about themselves andtheir careers

People want to feel good about others and howthey interact with others.

People think and experience feelings indifferent ways and for different reasons.

People make the primary contributions to anytask, project or goal.

People tend to judge other people through theirown frameworks and to see the world onlythrough their own eyes.

People are a critical resource.


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FUN ACTIVITY

Purpose

To practice the skills of self-disclosure and understanding behavior patterns for different people.

ProcedureAsk participants to work individually.

Distribute the handout and ask participants to complete and writedown their answers to the seven questions on the worksheet (given onnext page).

Allow 15-20 minutes.

Stress that the participants must not write their names on the sheet.After the time has elapsed, distribute each worksheet so that no

participant receives their own, but they also do not know whose sheetthey have.

Ask participants to guess whose sheet they have, based on the answersgiven, and write this name on the top of the page.

Review answers with the group as a whole, discussing both why theyidentified a certain individual and perhaps the answers on the sheetthemselves.

Discussion pointsWhat clues were contained in the answers


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WORKSHEET FOR FUN ACTIVITY


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Coat of Arms

In section 1, list two things you do very well. In section 2, write your personal maxim or motto. In section 3, list what you consider to be your greatest achievement in life. In section 4, list the three individuals who have influenced you most. In section 5, list the three things about you that you consider to be most important. In section 6, list the two major goals you have for the next two years. In section 7, list the one place you most enjoy being.

1 2

4 6

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APPENDIX 1MYERS-BRIGGS INVENTORY

THE KIERSEY TEMPERAMENT SORTER1. At a party do you

a. Interact with many, including strangersb. Interact with a few, known to you

2. Are you morea. realistic than speculativeb. speculative than realistic

3. Is it worse toa. have your head in the cloudsb. be in a rut

4. Are you more impressed bya. principlesb. emotions

5. Are you more drawn toward the

a. convincingb. touching

6. do you prefer to worka. to deadlinesb. just whenever

7. Do you tend to choosea. rather carefullyb. somewhat impulsively

8. At parties do youa. stay late, with increasing energyb. leave early, with decreased energy


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9. Are you more attracted toa. sensible peopleb. imaginative people

10. Are you more interested ina. what is actualb. what is possible

11. In judging others are you more swayed bya. laws than circumstancesb. circumstances than laws

12. In approaching others, is your inclination to be somewhata. objectiveb. personal

13. Are you morea. punctualb. leisurely

14. Does it bother you more having thingsa. incompleteb. complete

15. In your social groups do youa. keep abreast of others happeningsb. get behind on the news

16. In doing ordinary things, are you more like toa. do it the usual wayb. do it your own way

17. Writers shoulda. say what they mean and mean what they say

b. express things more by use of analogy


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18. Which appeals to you morea. consistency of thoughtb. harmonious human relationships

19. Are you more comfortable in makinga. logical judgmentsb. value judgments

20. Do you want thingsa. settled and decidedb. unsettled and undecided

21. Would you say you are morea. serious and determined

b. easy-going

22. In phoning do youa. rarely question that it will all be saidb. rehearse what youll say

23. Factsa. speak for themselvesb. illustrate principles

24. Are visionariesa. somewhat annoyingb. rather fascinating

25. Are you more oftena. a cool-headed personb. a warm-hearted person

26. Is it worse to be

a. unjustb. merciless

27. Should one usually let events occur a. by careful selection and choiceb. randomly and by chance


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28. Do you feel better abouta. having purchasedb. having the option to buy

29. In company do youa. initiate conversationb. wait to be approached

30. Common sense isa. rarely questionableb. frequently questionable

31. Children often do nota. make themselves useful enough

b. exercise their fantasy enough

32. In making decisions, do you feel more comfortable witha. standardsb. feelings

33. Are you morea. firm than gentleb. gentle than firm

34. Which is more admirablea. the ability to organize and be methodicalb. the ability to adapt and make do

35. Do you put more value on thea. definiteb. open-ended

36. Does new and non-routine interaction with others

a. stimulate and energize youb. tax your reserves

37. Are you more frequentlya. a practical sort of personb. a fanciful sort of person


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38. Are you more likely toa. see how others are usefulb. see how others see

39. Which is more satisfyinga. to discuss an issue thoroughlyb. to arrive at agreement on an issue

40. Which rules you morea. your headb. your heart

41. Are you more comfortable with work that isa. contracted

b. done on a casual basis

42. Do you tend to look for a. the orderlyb. whatever turns up

43. Do you prefer a. many friends with brief contactb. fewer friends with more lengthy contact

44. Do you go more bya. factsb. principles

45. Are you more interested ina. production and distributionb. design and research

46. Which is more of a compliment

a. there is a very logical personb. there is a very sentimental person

47. Do you value in yourself more that you area. unwaveringb. devoted


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48. Do you more often prefer thea. final and unalterable statementb. tentative and preliminary statement

49. Are you more comfortablea. after a decisionb. before a decision

50. Do youa. speak easily and at length with strangersb. find little to say to strangers

51. Are you more likely to trust your a. experience

b. hunch

52. Do you feela. more practical than ingeniousb. more ingenious than practical

53. Which person is more to be complimented, one of a. clear reasonb. strong feeling

54. Are you inclined more to bea. fair-mindedb. sympathetic

55. Is it preferable mostly toa. make sure things are arrangedb. just let things happen

56. In relationships, should most things be

a. re-negotiableb. random and circumstantial

57. When the phone rings do youa. hasten to get to it firstb. hope someone else will answer


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58. Do you prize more in yourself a. a strong sense of realityb. a vivid imagination

59. Are you drawn more toa. fundamentalsb. overtones

60. which seems the greatest error a. to be too passionateb. to be too objective

61. Do you see yourself as basicallya. hard-headed

b. soft-hearted

62. Which situation appeals to you morea. the structured and scheduledb. the unstructured and unscheduled

63. Are you a person that is morea. routinized than whimsicalb. whimsical and routinized

64. Are you more inclined to bea. easy to approachb. somewhat reserved

65. In writings do you prefer a. the more literalb. the more figurative

66. Is it harder for you to

a. identify with othersb. utilize others

67. Which do you wish more for yourself a. clarity of reasonb. strength of compassion


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68. which is the greater faulta. being indiscriminateb. being critical

69. Do you prefer thea. planned eventb. unplanned event

70. Do you tend to be morea. deliberate than spontaneousb. spontaneous than deliberate


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APPENDIX 2CONFLICT MANAGEMENT

SURVEYCONFLICT MANAGEMENT STYLE

IF IN A CONFLICT YOU:

act as an adversary demand personal victory

demand concessions are hard on people

distrust the other side dig in during negotiations

want a single answer that willsatisfy you

insist on your position as right

try to win apply pressure

make threats wont reveal the bottom line

YOU HAVE A WIN/LOSE CONFLICT STYLE


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act as a friend search for agreement

are willing to concede are soft on people

trust the other side change positions easily

accept one-sided losses for thesake of harmony

are willing to search for ananswer others will accept

insist on agreement try to avoid a contest

make premature offers disclose your bottom line

YOU HAVE A YIELD/LOSE CONFLICT STYLE


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know that you have to give andtake

state your position as a hard-liner

disagree with others positions maintain a contest atmosphere

begin to soften your position start to bargain for equalconcessions

are willing to trade or add itemsto reach agreement

reluctantly accept some of their points

are both soft and hard on people leave the negotiations with amixture of items

feel half satisfied and half frustrated

are glad that the contest is over

YOU HAVE A COMPROMISE CONFLICT STYLE


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wish you could run away dismiss the issues

are indirect in your responses remain silent when pressure isapplied

try to change the topic deny any conflict

psychologically remove yourself physically remove yourself

give everything away yield to pressure

are extremely soft on people develop symptoms likeheadaches and stomach pains

YOU HAVE A LOSE/LEAVE CONFLICT STYLE


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see yourself as a participant in aproblem

see the outcome as a wisesolution

are soft on people are hard on the problem

recognize emotions arelegitimate

proceed independent of trust

focus on each others concerns validate each others concerns

explore each others concerns look for areas of mutual concern

brainstorm for options develop options to choose fromlater

insist on using objective criteria use reason rather than pressure

yield to principle but not topressure

YOU HAVE A WIN/WIN CONFLICT STYLE

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