MBTI Type Presentation--Introduction

MBTI® Practitioner’s Field Guide Copyright 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 registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.

The Prosper Group Staff Assessment

P R E S E N T E D B Y

Staci A. InskeepCertified MBTI Practitioner06/29/2016

D E V E L O P E D B YLinda K. Kirby and Nancy J. Barger


Goals for the Session

1.2

Understand the purpose of the MBTI instrument and how it is different from that of other personality assessments

Learn the preference definitions and apply them Self assess type preferences Determine best fit Determine Group Type Determine next steps for MBTI and The Prosper

Group


Why the MBTI ® Instrument?

2.3

The Myers-Briggs Type Indicator ® (MBTI®)

instrument is a powerful tool for

Identifying one’s “default style”

Recognizing individual differences

Appreciating different contributions

Determining specific needs of colleagues and clients in work situations


Research on Differences

2.4

25 years of research on leaders/managers and employees . . . 1 million employees 80,000 managers

. . . identifies the one major, significant difference in effective leaders:

They recognize that their people are different from each other and they treat people differently.

Source: First, Break All the Rules (1999). New York: Simon & Schuster.


Worldwide Use

2.5

The MBTI® tool is the most widely used personality assessment in the world:

It is used in North America, South America, Africa, Europe, Asia, the Middle East—and all points in between!

89% of Fortune 100 Companies have an active MBTI Program


The MBTI ® Instrument Is . . .

Designed to identify normal differences in people

Intended to help you identify your innate preferences

2.6


The MBTI ® Instrument Is Not . . .

NOT Designed to measure skills, intelligence, abilities, or technical expertise

NOT Intended to tell you what you can and can’t do

MBTI is NOT a placement assessment or test

2.7


Carl G. Jung

2.8

Carl Gustav Jung

(1875–1961), a Swiss psychiatrist, developed a theory of personality:

Differences between people are not random; instead, they form patterns—types.


Katharine C. Briggs

2.9

Katharine Cook Briggs

(American, 1875–1968) read Jung’s Psychological Types in 1923.

She spent the next twenty years studying, developing, and applying Jung’s theory.


Isabel Briggs Myers

2.10

Isabel Briggs Myers

(American, 1897–1980) developed Jung’s theory in partnership with Katharine Briggs.

Beginning in 1943, she developed a set of items that became the Myers-Briggs Type Indicator

® instrument.


Nature vs. Nurture

Nature—inborn tendencies, inherited characteristics

OR Nurture—family, environment, and cultural

influences

1.11

Jung believed BOTH play a role in the development of adult personality.

Personality experts tend to explain personality in terms of:


Preferences vs. TraitsThe MBTI® instrument helps identify inborn predispositions called preferences.

Most other personality inventories measure behavioral habits, or traits.

1.12


What Are “Preferences”?

2.13

Turn to p. 8 in your Introduction to Type® booklet.

Preferred hand:

Sign your name the way you always do.


What Are “Preferences”? (cont.)

2.14

Nonpreferred hand:

Now put your pen in the other hand and sign your name again.


Preferred vs. NonpreferredHow did it feel to sign with your preferred hand? (Give some words or phrases.)

With your nonpreferred hand?

1.15


Type PreferencesMost people find the two experiences different: We all use both hands, but for writing, one is

natural, easy, and fast—we do it without thinking. Writing with the nonpreferred hand feels

awkward, requires thought, takes longer—and doesn’t produce the same result.

1.16

This is what Carl Jung and Isabel Myers—and the MBTI® instrument—mean by “preferences.”


MBTI ® Results

2.17

Indicate preferences—inborn predispositions—on four pairs of opposite preferences, called “dichotomies”:

E

S

T

J

Extraversion

Sensing

Thinking

Judging

I

N

F

P

Introversion

Intuition

Feeling

Perceiving

or

or

or

or


Your MBTI® Results Indicate . . . The four preferences you chose

The clarity with which you reported those preferences

4 dichotomies thru 16 possible type patterns

1.18


It’s a ProcessThe MBTI® assessment is a carefully developed, well-researched instrument BUT93 questions cannot tap into all the information you have about yourself.

1.19

To decide on your best-fit type, consider: Your self-estimate Your MBTI results The type descriptions


Extraversion–IntroversionThis dichotomy is about mental energy Where we focus our energy and attention

How we gain mental energy

2.20


Extraversion or Introversion

2.21

Source: Introduction to Type ® and Change (2004), p. 4. Mountain View, CA: CPP, Inc.


Extraversion or Introversion (cont.)

2.22

• Reflective and thoughtful

People who prefer Extraversion tend to be

• Active and involved

• Energized by the outside world

People who prefer Introversion tend to be

• Energized by internal processing


E–I Effect on Work Styles

2.23

• Reflect before acting• Take action, get going

• Prefer face-to-face communication

• Talk things through • Think things through

• Prefer writing/one-on-one communication

• Want to be informed• Want to be involved

People who prefer Extraversion tend to

People who prefer Introversion tend to


E and I Illustrated

2.24

Extraversion (E) Introversion (I)


E or I—Which Fits for You?

2.25

We all use both sides of this dichotomy and display behaviors or skills related to both.

But for most of us, one side is natural, preferred, and the source of energy and clarity.

Which is your “home base”?


Sensing–IntuitionThis dichotomy is about perception How we take in information

The kind of information we like and trust

2.26


Sensing or Intuition

2.27



Sensing or Intuition (cont.)

2.28

• Trust and rely on their insights, the explanatory patterns they see

• Focus on “what is” through the senses

• Focus on connections and meaning in “what is”

• Trust and rely on “real,” verifiable data

People who prefer Sensing tend to

People who prefer Intuition tend to


S–N Effect on Work Styles

2.29

• Want the big picture• Want practical data

• Rely on experience

• Focus on present realities • Focus on future possibilities

• Rely on innovative ideas

• Look for connections and patterns

• Build carefully to conclusions

• Say, “Let’s try something new”

• Say, “If it’s not broken, don’t fix it”

People who prefer Sensing tend to

People who prefer Intuition tend to


S and N Illustrated

2.30

Sensing (S) Intuition (N)

Exploring possibilities

Reality check


S or N—Which Fits for You?

2.31


But for most of us, one side is natural, preferred, and the kind of information we trust.



Thinking–FeelingThis dichotomy is about decision making The way we organize and prioritize

information

The process we use to make decisions

2.32


Thinking or Feeling

2.33



Thinking or Feeling (cont.)

2.34

• Apply empathy, compassion, and attention to individual needs

• Apply principles of fairness and “reasonableness”

• Prioritize and decide using detached analysis, logic

• Prioritize and decide using personal and group values

People who prefer Thinking tend to

People who prefer Feeling tend to


T–F Effect on Work Styles

2.35

• Assess impacts on people• Analyze pros and cons

• Value competence

• Step back to get an objective view

• Step in and identify with the people involved

• Value harmony and support

• Focus on relationships• Focus on tasks

People who prefer Thinking tend to

People who prefer Feeling tend to

• Be “fair”• Be “fair”


T and F Illustrated

2.36

Thinking (T) Feeling (F)Valuing relationshipsCritique!

Let’s take a closer look


T or F—Which Fits for You?

2.37


But for most of us, one side is natural, preferred, and our best way to make decisions.



Judging–PerceivingThis dichotomy is about the attitude we bring to our external life

2.38

How we organize our environment

How we plan and complete tasks


Judging or Perceiving

2.39



Judging or Perceiving (cont.)

2.40

• Stay flexible to gather information and experiences

• Make plans and schedules to move to completion

• Seek structure and order in their daily life

• Seek openness and variety in their daily life

People who prefer Judging tend to

People who prefer Perceiving tend to


J–P Effect on Work Styles

2.41

• Want flexible plans, options• Make plans and follow them

• Drive to “wrap it up”

• Want clear goals • See goals as moving targets

• Wait for decisions to emerge

• Follow general parameters and time frames

• Develop schedules and time frames

People who prefer Judging tend to

People who prefer Perceiving tend to


J and P Illustrated

2.42

Judging (J) Perceiving (P)


J or P—Which Fits for You?

2.43


But for most of us, one side is natural, preferred, and the way we want our life to run.



First Hypothesis

2.44

On p. 11 in your Introduction to Type® booklet:

Write in the four letters you chose based on the preference definitions—your first hypothesis.

For a dichotomy in which you couldn’t choose a preference, write in a question mark.

E or I or ? S or N or ? T or F or ? J or P or ?


The Prosper Group Pass out Interpretive reports for the Myers-

Briggs Type Indicator Step II results Review results and highlight anything that

sticks out as highly accurate or not completely accurate


Second HypothesisOn p. 11 in your Introduction to Type® booklet:

Write in the four letters indicated on your MBTI® results—your second hypothesis.

Your results show how you responded to the items on the assessment.

E or I S or N T or F J or P

1.46


Finding Your “Best-Fit” Type

2.47

If the two hypotheses are the same:

Read the full-page description of that type in the Introduction to Type® booklet, pp. 14–29. (“Contents” lists individual page numbers.)

If the two hypotheses are different on one preference: Read both descriptions. Note parts of each description that are like

you and parts that are not like you.


VERIFY YOUR TYPE PREFERENCES Use yellow highlighter to highlight all the

items that appear to be your self assessed best fit

Use a pink highlighter to highlight all the items that appear not fit so well in being your self assessed best fit


The Group’s Type DistributionWhen you are clear about your best-fit type, sign in on the type table.

Find the space with your best-fit type in it and sign your name.

1.49


THE PROSPER GROUP TYPE TABLE

2.50

ISTJThomasMeghanAdam

Jessica

ISFJ INFJ INTJ

ISTP ISFP INFPJeremyVelton

INTP

ESTPTyler

ESFP ENFPKristen?

ENTPJimBo

ESTJKelliJoshJeff

Andrew

ESFJ ENFJKristen?

ENTJKurt


Sixteen-Room House Analogy

2.51


THE PROSPER GROUP TYPE TABLE I—6 E—9 S—9 N—6 T—12 F—3 J—9 P—5


THE PROSPER GROUP TYPE

ESTJYour Team Prefers:

Extraversion, Sensing, Thinking and Judging


VERIFY/CHANGE YOUR TYPE If you have changed your type from your

first hypothesis to your second hypothesis go to the type table and change your square


Constructive Use of Differences Becoming aware of the differences Learning about them Acknowledging the value of other

viewpoints Seeking out other perspectives Incorporating different perspectives into

our own regular processes

2.55


MBTI ® Type and Teams

Teams with type diversity . . . Take longer to do a task

Experience more conflict

Produce a better product

IF they can negotiate the differences.

Source: MBTI ® Manual, 3rd ed. (1998), p. 351. Mountain View, CA: CPP, Inc.

2.56


Adults in the United States

2.57

Form M reported typeNational representative sample

N = 3,009EISNTFJP

49%51%73%27%40%60%54%46%

Source: MBTI ® Manual, 3rd ed. (1998), p. 379. Mountain View, CA: CPP, Inc.

ISTJ11.6%

ISFJ13.8%

INFJ1.5%

INTJ2.1%

ISTP5.4%

ISFP8.8%

INFP4.4%

INTP3.3%

ESTP4.3%

ESFP8.5%

ENFP8.1%

ENTP3.2%

ESTJ8.7%

ESFJ12.3%

ENFJ2.5%

ENTJ1.8%

Business

MBTI Type Presentation--Introduction