EDCO 267 – Fall 2015 Practicum in Lifespan and
Career Development
Shawn OgimachiMBTI® Certified Practitioner #13086
QuizStrongPractice ExerciseMBTIPractice ExerciseLesson PlanLab Counseling
Draw Holland’s Hexagon, describe each type
Give an example of congruence and consistency according to Holland’s Theory
What is differentiation?
Name and describe two scales from the Strong Interest Inventory
Quiz
Class exerciseClass exercise
Groups of fourDetermine and share your on EDCO 4
client’s presenting issueYour client’s expectationWhat went wellAreas of concern
Profiles inborn preferences
Genetic Imprints
Profiles socialized interests
What we experience
Interpreted normatively
MBTI Strong
• Sorts preferences
• Indicates clarity
MBTI does not measure degrees or amounts
The Strong makes two types of comparisons:
How much?
How similar?
MBTI Strong
Strong Interest Inventory®Strong Interest Inventory®
Measures
INTEREST
Assumptions of StrongAssumptions of Strong
The single best predictor of Career Satisfaction is an individual’s interest
People should do work that they enjoy
With motivation and education, humans can learn and prepare for almost any job
Revisions to the Strong Interest Revisions to the Strong Interest Inventory ®Inventory ®
EK Strong was a Stanford Professor in the 1920’s and 1930s
He is perhaps the first Career Theorist to say that people should choose a career that they “Like”
Professor Strong develops the Occupational Scales that become the foundation of the instrument
The Strong offers:The Strong offers:
Focus on business and technology careers and the key skills required to work successfully in teams
More precise 5-point answer format to help clients
pinpoint the most satisfying career, educational, and leisure choices
New Basic Interest Scales—the most extensive revision since their creation in 1968—including the fast-growing fields of Computer Hardware & Electronics, Marketing & Advertising, and Finance & Investing (30 scales)
New and revised Occupational Scales, including Computer & IS Manager, Network Administrator, Financial Manager, and ESL Instructor
IntroductionIntroduction
Profile Section, page 1
Benefits to the userOrganization of the profile
2004 Changes – Visual Introduction
General Occupational ThemesGeneral Occupational Themes
Profile Section 1, page 2
Six broad interest patterns used to describe personalities and work environments
2004 Changes – • 1. Rank ordered from highest to lowest• 2. Descriptions include interests, work
activities, potential skills, values
Basic Interest ScalesBasic Interest Scales
Profile Section 230 specific interests that relate to work,
leisure, and educational activities
2004 Changes – 1. 10 new scales2. 7 updated scales3. Rank order by RIASEC
Occupational ScalesOccupational Scales
Profile Section 3
Indicate similarity to satisfied workers in 130 occupations
2004 Changes – 1. Rank ordered by RIASEC2. 48 new occupational samples3. Single gender
Personal Style ScalesPersonal Style Scales
Profile Section 4
Describe five different ways of working and learning
2004 Changes – 1. Addition of Team Orientation Scale2. Risk Taking scale modified to de-
emphasize adventure
Profile SummaryProfile Summary
Profile Section Overview of previous sectionsAdministrative scales to determine validity of results2004 Changes – 1. Five response items to 291 options2. Validity cut off at 2763. Typicality Index (TI) replaces Infrequent
Response Index (IR)4. TI identifies atypical response patterns
Typicality IndexTypicality Index
Alerts counselors to unusual combinations of client responses
Instrument will say “combination of item responses appear consistent” if 17 of 24 item pairs were consistent
Instrument will say “combination of item responses appears inconsistent” if less 17 of the 24 item pairs are inconsistent
Activity
DyadsExplain and Introduce the Occupational Themes
Explain and review the Basic Interest Scales
Explain the Occupational Scales
Follow the handout
MBTI Type TheoryMBTI Type Theory Based on Jung work Psychological Types (1921/1971)
As interpreted by Isabel Myers and Katherine Briggs
Types not Traits
The object of MBTI is to ascertain the four categories to which the respondent belongs
Polarity or Dichotomy is the assessment method
MBTI
Measures personality preference and clarity of preference
Based on these four preferences, MBTI predicts one of sixteen Jungian types
Counselors work with clients to “verify” their “type”.
Uses of the Myers‑Briggs Type Uses of the Myers‑Briggs Type IndicatorIndicator
Determine your life's mission
Organizational
Establish an educational and occupational path which provides interest, enjoyment, and satisfaction,
Learn to relate other important people in your lives
(mates, families, employers, colleagues)
Most importantly help you understand yourself.
Underlying Assumptions of MBTIUnderlying Assumptions of MBTI
“True Preferences” actually exist
Persons can give an indication of the preferences that combine to form type
The preferences are dichotomized, and the two poles of a preference are equally valuable
The Four DichotomiesThe Four Dichotomies Extraversion v Introversion
Sensing v iNtuition
Thinking v Feeling
Judging v Perceiving
Energizing-Energizing-Where youWhere you focus your attentionfocus your attention
Gets energy by interacting with people
Likes information from others or outside resources
Prefers having others around when working
Learns best through outside interactions
Gets energy by introspective reflection
Likes to think things over independently
Prefers working alone to complete tasks
Learns best by independent analysis
Extroversion (E)“Talk to me”
Introversion (I)
“I’ve got to think about this”
Perception - Perception - How you gather informationHow you gather information
• Likes to have all the facts and details before forming opinions
• Likes to process information sequentially from beginning to end in work and learning
• Enjoys using all their senses for work or learning
• Likes being grounded in the here and now
Sensing (S)“I need the relevant facts and data”
iNtuition (N)
“I can see the big picture”
• Doesn’t like to get bogged down in the details
• Can easily see the relationships between ideas and concepts to form opinions
• Jumps around to different tasks or ideas to process information when learning or working
• Enjoys looking at the “what if” possibilities in work or learning
Judgment - Judgment - How you make decisionsHow you make decisions
• Makes logical decisions based on evidence at hand through systemized analysis
• May appear “cold” or “aloof” in learning or work environments when discussing people
• Likes interaction to be rational and objective
• Makes plans using impersonal logic
Thinking (T)“I only use logic”
• Has concerns that decisions may affect others negatively or cause discomfort
• Is sensitive to others in the group or workplace and how they will react
• Comfortable discussing the social implications of actions or performance
• Likes a supportive, pleasant work or learning environment
Feeling (F)“I am concerned how
others will react”
Living - Living - How you lead your lifeHow you lead your life
• Likes things done in a precise manner and order according to detailed plans
• Is punctual and prefers clearly defined work hours
• Task oriented, moving sequentially from one to another, on time
• Like unambiguous requirements and objectives
Judging (J)“I need to get it done now”
• Takes things as they come and enjoys deviating from the plan
• Is not a slave to the clock and enjoys coming and going freely
• Can start projects but lacks the follow-through to completion, often running up against deadlines
• Easily distracted
Perceiving (P)“I want to look at all of my options first”
Practice Exercise
Dyads – Counselor, Client
Spend three minutes interviewing, using open ended questions to MBTI “preferences”
Debrief after three minutes– list useful questions
Change roles and repeat
Perceiving and Judging
Two ways to Perceive: Sensing and iNtuition
Two ways of judging: Thinking and Feeling
Combinations of Perceiving and Judging
Sensing and ThinkingSensing and FeelingiNtuition and FeelingiNtuition and Thinking
Sensing and Thinking
Likely to focus on facts that are verified by observation
Would like to see or hear what has happened
Tend to use rational decision making based on informationthey acquire from literature and informational interviews incareer selection
Occupations that require the analysis of facts
Law, business, management, accounting, auditing
Sensing and Feeling
Make decisions based on feeling
Interested in observing people rather than objects
Careers involving people and helping
Career decisions made by looking at people and occupations and awareness of how they will feelabout performing the work
Social work, teaching children, medical and social work
iNtuition and Feeling
Concern about future possibilities
Feeling is personal, warm, inspired
Use creative approaches to meeting human needs, less concerned about objects
Likely to use hunches in career decision making
Clergy, teaching, advertising, social service
iNtuition and Thinking
Enjoy problem solving, particularly those of a theoretical nature
Make decisions based on projections and hunches about the future
See themselves in the future and think about opportunities
Scientific research, computing, business, financial
Dominant and Auxiliary ProcessesFor Extraverts J or P indicates the dominant process
if P then Sensing or iNtuitive is dominantand Thinking or Feeling is auxiliary
if J then Thinking or Feeling is dominantand Sensing or iNtuitive is auxiliary
For Introverts the J or P indicates the auxiliary function
if P then Sensing or iNtuitive is auxiliaryand Thinking or Feeling is dominant
if J then Thinking or Feeling is auxiliary and Sensing or iNtuitive is dominant
EDCO 267 – Fall 2015Practicum in Lifespan and
Career Development
Shawn OgimachiMBTI® Certified Practitioner #13086
shogimac@cabrillo.
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