Foundations of Team Leadership MBTI Self & Team Awareness New Yorker Magazine 2004

Foundations of Team Leadership


MBTI Self & Team

Awareness

New Yorker Magazine 2004

Program Focus

Awareness

MY INTENT

(what + who)

MY INTERVENTION

(when + how)

MY IMPACT(so what?)

FEEDBACK + REFLECTION

(what is different?)



Myers Briggs Type Indicator(MBTI)


Team Leadership and Self-Awareness

We judge ourselves by our intent;

We judge others by their impact on us.

This is exactly 180° out of sync.


MBTI Four Dichotomies

I

P

E

J

Direction of Energy

Attitude toward the outside world

S N

T F

ORIENTATIONS

ORIENTATIONS

How we receive information

How we make decisions

FUNCTIONS

FUNCTIONS


Myers-Briggs Type Indicator

• Self-report designed to help identify valuable differences between the ways normal, healthy people tend to function

• Created by Katharine Briggs and Isabel Myers• Based on Carl Jung’s Theory of Psychological Types• Patterns of behavior result from inborn tendencies to

use mind in different ways


MBTI Perspective

• Describes rather than prescribes• Reports in organized way preferences indicated when

answering the questions• Describes preferences, not skills or abilities• All preferences are equally important• The instrument is well-documented and researched


• Those who prefer Sensing pay attention to information taken in directly through their five senses and focus on what is or what was.

• Those who prefer iNtuition pay attention to their sixth sense, to hunches and insights, and they focus on what might be.

• Sensing and iNtuition are ‘Mental Functions’

Two Ways of Obtaining Information


Sensing [S]

• Like specific examples• Prefer following an agenda• Emphasize the pragmatic• Seek predictability• See difficulties as problems that need specific solutions• Focus on immediate applications of a situation• Want to know what is


Intuition [N]

• Like general concepts• Depart from the agenda if necessary• Emphasize the theoretical• Desire change• See difficulties as opportunities for further exploration• Focus on future possibilities of a situation• Want to know what could be


Sensing [S] - Intuition [N]

o Concrete

o Realistic

o Practical

o Experiential

o Traditional

o Abstract

o Imaginative

o Inferential

o Theoretical

o Original


Reflection

• Indicate where you think your preference lies on the pertinent dimension scale

• Think about a close relationship that is a challenge to you, and try to figure out their preferences as well

I

P

E

J

Direction of Energy


S N

T F

ORIENTATIONS

ORIENTATIONS



FUNCTIONS

FUNCTIONS


Two Ways of Making Decisions

• Those who prefer Thinking make decisions in a logical and objective way

• Those who prefer Feeling make decisions in a personal, values-oriented way

• Thinking and Feeling are ‘Mental Functions’


Thinking [T]

• Question first• Know when reason is needed• Want things to be logical• Have a cool and impersonal demeanor• Remain detached when making decisions• Control the expression of your feelings• Overlook people in favor of tasks


Feeling [F]

• Accept first• Know when support is needed• Want things to be pleasant• Have a warm and personal demeanor• Remain personally involved when making decisions• Express your feelings with enthusiasm• Overlook tasks in favor of people


Thinking [T] – Feeling [F]

o Logical

o Reasonable

o Questioning

o Critical

o Tough

o Empathetic

o Compassionate

o Accommodating

o Accepting

o Tender


Reflection



I

P

E

J

Direction of Energy


S N

T F

ORIENTATIONS

ORIENTATIONS



FUNCTIONS

FUNCTIONS


Direction of Energy

• Those who prefer Extraversion get their energy from the outer world of people, activities and things.

• Those who prefer Introversion get their energy from their inner world of ideas, impressions, and thoughts.

• Extraversion and Introversion are ‘Attitudes or Orientations.’


Extraversion [E]

• Prefer action• Talk things over in order to understand them• Prefer oral communication• Share your thoughts freely• Act and respond quickly• Extend yourself into the environment• Enjoy working in groups


Introversion [I]

• Prefer reflection• Think things through in order to understand them• Prefer written communications• Guard your thoughts until they are almost perfect• Reflect and think deeply• Defend yourself against external demands• Enjoy working alone or only one or two others


Extravert [E] - Introvert [I]

o Initiating

o Expressive

o Gregarious

o Participative

o Enthusiastic

o Receiving

o Contained

o Intimate

o Reflective

o Quiet


Reflection



I

P

E

J

Direction of Energy


S N

T F

ORIENTATIONS

ORIENTATIONS



FUNCTIONS

FUNCTIONS


• Those who prefer Judging tend to live in an organized, planned way.

• Those who prefer Perceiving tend to live in a spontaneous, flexible way

• Judging and Perceiving are ‘Attitudes or Orientations’

Two Ways of Leading Our Lives


Judging [J]

• Like things to be settled and ordered• Finish tasks before the deadline• Focus on goals, results, and achievements• Establish deadlines• Prefer no surprises• Prefer to be conclusive• Quickly commit to plans or decisions


Perceiving [P]

• Like things to be flexible and open• Finish tasks at the deadline• Focus on processes, options and openings• Dislike deadlines• Enjoy surprises• Prefer to be tentative• Reserve the right to change plans or decisions


Judging [J] – Perceiving [P]

o Systematic

o Playful

o Early starting

o Scheduled

o Methodical

o Casual

o Open-ended

o Pressure-prompted

o Spontaneous

o Emergent


Reflection



I

P

E

J

Direction of Energy


S N

T F

ORIENTATIONS

ORIENTATIONS



FUNCTIONS

FUNCTIONS


Remember

• Extravert does not mean talkative or loud

• Introvert does not shy or inhibited

• Feeling does not mean emotional

• Judging does not judgmental

• Perceiving does not mean perceptive



MBTI DIMENSIONS


MBTI Four Dichotomies

I

P

E

J

Direction of Energy


S N

T F

ORIENTATIONS

ORIENTATIONS



FUNCTIONS

FUNCTIONS


MBTI Report


The MBTI Report

The report provides information about Four MBTI preference scales The Letters Types Extra Reading References


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Individual Benefits of MBTI

• A way for individuals to look at themselves and to evaluate strengths and areas for development

• Helps individuals understand personality differences in others and use them constructively

• A way to build communication patterns that help them to achieve a higher level of influence

• Supports learning about how to be more effective leaders, team members and partners


The Z Problem-Solving Model

SENSINGLook at the Facts and Details

INTUITIONWhat Alternatives

do the FactsSuggest?

THINKINGCan it be Analyzed

Objectively?

FEELINGWhat Impactwill it have

on Those Involved?

Source: Otto Kroeger Associates


MBTI & The

Organization


Group Benefits of MBTI

• Helps reduce conflict through appreciation of differences.

• Supports decision making and problem solving processes.

• Facilitates team building by identifying strengths, weaknesses and blind spots for teams.

• Acts as a lens through which to diagnose issues, and to organize people and processes to develop strategies and solutions


Organizations and MBTI

Using MBTI in an organizational context helps in:• More effective communicationo Solving organizational or personal problemso Making the most of the organization’s human

resourceso Assisting in career choice and professional

development,o Improving teamworko Understanding and adapting to differences in

management styleso Conflict resolution and management of change



Annex of Other Dimensions


The Temperaments


NF TemperamentKey Concern: “Meaning”. Can seem like (Idealists]

NT Temperament Key Concern: “Competence”. Can seem like (Rationals]

SJ TemperamentKey Concern “Loyalty”. Can seem like Guardians

SP TemperamentKey Concern: “Action”. Can seem like [Artisans]


SENSINGLook at the

Facts and Details

INTUITIONWhat Alternatives

do the Facts Suggest?

THINKINGCan it be Analyzed

Objectively?

FEELINGWhat Impact will it have

on Those Involved?

What are the facts? What exactly is the situation? What have I or others done that has worked or not worked? What are the bottom line realities? What are my resources?Be specific and actual. List all relevant details. Be clear.

What are all the possibilities? What other ways are there to look at this? What are the connections to other issues or people? What do the facts imply? What are the patterns in the facts? What might work?Let your imagination run wild.

What are the pros and cons of each option? What are their logical consequences? Is this reasonable? What are the consequences of not acting?What impact would this have on my other priorities? If I weren’t involved, what would I suggest?

How does each alternative fit with my values? Is it something I can live with? How will people concerned be affected? How will each option contribute to harmony and morale? How will I support people with this decision? How do I feel about the action?



Conflict Through The Personality Preference (MBTI) Lens


The Conflicted

T-F Dimension”Thinkers and feelers define conflict differently. Thinkers see conflict as “creative tension” while feelers (personalize) find conflict stressful, emotional & upsetting

E-I Dimension •Es like to ask questions that they don’t want really answeredNothing is more physically stressful to an introvert than conflict


Sensors precise words or events are key and are subject to subsequent recall and scrutiny

For iNtuitives, implications & meanings about what’s going on are far more important-“lead to yes, buts I said you said conversations.”

S-N Dimension•Js like structure. Any unplanned or unannounced change can lead to some abrasive responses

•Js have difficulty dealing with unresolved issues in an open- ended way while Ps irritate Js by not deciding or taking a position

J-P Dimension


Dealing with Conflict: T-F Dimension

• The most crucial dimension in dealing with conflict• Thinker’s push for clarity of objectives is generally

seen as “hostile” by feeler• Thinkers and feelers define conflict differently.

Thinkers see conflict as “creative tension” while feelers find conflict stressful, emotional and upsetting

• Thinkers do not like to personalize things; for feelers personal connection means a lot


Dealing with Conflict: E-I Dimension

• Extraverts (Es) say many things in so little time that they scarcely remember what they’ve said

• What was said or not said itself becomes an issue for conflict

• Es are not quick to remember that their words might have caused offense to others

• Es like to ask questions that they don’t want really answered

• Nothing is more physically stressful to an introvert than conflict


Dealing with Conflict: S-N Dimension

• For Sensors precise words or events are key and are subject to subsequent recall and scrutiny

• For iNtuitives, implications and meanings about what’s transpired are far more important

• The difference leads to a variety of “yes, buts.”


Dealing with Conflict: J-P Dimension

• Judgers (Js) like structure. So any unplanned or unannounced change can lead to some abrasive responses, which are often interpreted as anger or disagreement, even when that’s not the case

• The J’s initial negative response to Perceiver’s (P’s) idea may have more to do with the fact that P has just interrupted the J’s schedule

• J’s statements often lead Ps to believe that their positions are very fixed, with little room for negotiation

• Js have difficulty dealing with unresolved issues in an open-ended way while Ps irritate Js by not deciding or taking a position


Some Shortcuts to Resolving Conflicts

• Extraverts: Stop, look, and listen• Introverts: Express yourself• Sensors: There’s more to conflicts than just the facts• iNtuitives: Stick to the issues• Thinkers: Allow some genuine expression of feeling• Feelers: Be direct• Judgers: You’re not always right• Perceivers: Take a clear position


Some Shortcuts to Resolving Conflicts

• Extraverts: Stop, look, and listen• Introverts: Express yourself• Sensors: There’s more to conflicts than just the facts• iNtuitives: Stick to the issues• Thinkers: Allow some genuine expression of feeling• Feelers: Be direct• Judgers: You’re not always right• Perceivers: Take a clear position


ENTJENFJESFJESTJ

ENTPENFPESFPESTP

INTPINFPISFPISTP

INTJINFJISFJISTJ



Documents

Foundations of Team Leadership MBTI Self & Team Awareness New Yorker Magazine 2004