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MBTI Managing and Leading Change

© Copyright OPP Ltd 2012. All rights reserved. ® Myers-Briggs Type Indicator, Myers-Briggs, MBTI and the MBTI logo are registered trade marks of the MBTI Trust, Inc. in the United States and other countries. OPP Ltd is licensed to use the trade marks in Europe.

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© Copyright 2012 OPP Ltd. All rights reserved.

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The four dimensions of type

How do you deal with the world around you?

JUDGING PERCEIVING

What process do you use to make decisions?

THINKING FEELING

What kind of information do you prefer to use?

SENSING INTUITION

Where do you get your energy from?

EXTRAVERSION INTROVERSION

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Type and Team – Individual Differences

If only a single representative of a preference; the team may fail to appreciate the characteristics of that preference

Teams that appreciate different types experience less conflict.

Teams that succeed encourage learning from different preferences

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Change

Consider a change scenario that you may need to lead people through in the future

Or, reflect on a change scenario that you have either led or been part of.

We will now explore this through the lens of MBTI

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JUDGING PERCEIVING


THINKING FEELING


SENSING INTUITION



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Es and Is

E I

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Es and Is

What was your first reaction/steps when you first learnt about the change

How would you like to communicate (be communicated with) regarding the change?

What do you think your opposites would need?

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Feedback

How did you react?

What would your opposites need if you were to work effectively?

One point of each from each group

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Tend to act before thinking

Prefer to get into action

Talk things through

More expressive when interacting

Gain energy from interaction

Have a breadth of interests

Tend to think before acting

Prefer to spend time on reflection

Think things through

More contained when interacting

Gain energy from concentration

Have a depth of interests

Characteristics M

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E v I

Es think Is are withholding information; but Is are processing internally

Is think Es are changing their minds when they are processing options externally

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Type at work

Extraversion

Action over reflection

Talk things over

Spoken communication

Share thoughts freely

Act and respond quickly

Get involved with those around them

Enjoy group work

Put self in foreground

Introversion

Reflection over action

Think things through

Written communication

Guard their thoughts

Consider and think deeply

Defend against external demands

Enjoy working alone

Stay in the background

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Type at work

Extraversion

Speak-think-speak

Favour energetic atmosphere

Desire action orientated leader

Enthusiastic approach to change

Group problem solving

Too little interaction is stressful

Introversion

Think-speak-think

Favour a calm atmosphere

Desire a contemplative leader

Measured approach to change

Individual problem solving

Too much interaction is stressful

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Team Communication

Extraversion

Share things openly

Large group interaction

Enthusiastic and activity orientated

Want fellowship

Introversion

Keep things to themselves

Seek small group interaction

Calm and reserved

Want autonomy

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Team Culture

An “extraversion culture”

Offers a variety of experiences

Seeks and values inputs from a variety of stakeholders

Respond to external expectations

Look for outside assistance when necessary

An “introversion culture”

Offers in-depth experiences

Seeks and values inputs from a chosen few

Focuses on internal objectives

Relies on inner resources

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JUDGING PERCEIVING


THINKING FEELING


SENSING INTUITION



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S and N

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Ss and Ns

What information would you need about the change process to feel comfortable?

What do you see as your best contribution to the change process?

What do you think your opposites needs are?

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Feedback

What were your information needs?

What do you see as your best contribution?

What about working with your opposites


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Ss and Ns

S

Focus on specifics

Value clarity

Feel uncomfortable with vagueness

Clear road map for change

N

Focus on the big picture

Comfortable with ambiguity

May find too much detail stifling

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S v N

Ss think Ns are changing their minds when Ns are generating possibilities

Ns think Ss are unimaginative when they are being realistic about practicalities

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Type at work

Sensing Hear facts and details first Prefer the tried and tested Pragmatic Desire predictability Solutions based on past experiences Practical application What to know what is…. Value realism

Intuition General concepts first New and untried Emphasise the theoretical Desire change Innovation and inspiration Future possibilities What could be…. Value imagination

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Type at work

Sensing Talk in specific terms Value being surrounded by realistic people Pragmatic leadership Proceed step by step during change Employ established problem solving methods Could feel stressed when dealing with too many abstract theories

Intuition Talk in general terms Value being surrounded by imaginative people Visionary leadership Jump from step to step during change Prefer to create new problem solving methods Could feel stressed when dealing with too many specific details

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Team Communication

Sensing

Enjoy practical conversations

Move from point to point in a linear fashion

Detailed descriptions

Enhance messages with tangible experience

Intuition

Enjoy clever conversations

Skip around making connections

Metaphorical descriptions

Enhance messages with imagination and ingenuity

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Team Culture

A “sensing culture”

Flourishes when using well established procedures

Values specifics and realism

Relies on and trusts experience

Appreciates practicality

An “intuitive culture”

Flourishes using creativity and innovation

Values hunches and insights

Relies on and trusts inspiration

Appreciates imagination

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IS – thoughtful realist

Time to think

Practicalities

Step by step

IN – thoughtful innovator Let me work with my own ideas

Ideas and concepts

Change that has impact

ES – Action oriented

realist

Practical results

Let me talk about the detail with others

Step by step

EN – Action oriented

innovator

Look at ideas and concepts with others

Challenge my imagination

Change the world

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JUDGING PERCEIVING


THINKING FEELING


SENSING INTUITION



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Ts and Fs

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Ts and Fs

What information would you need about the decision-making processes that underpin the change?

If the change is to effect teams what would you consider?


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Feedback

What would you need from the decision making processes?

What is important to you regarding the people side of change?



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Characteristics

Apply logical reasoning

Use cause and effect analysis

Seek objective truth

Decide using impersonal criteria

Focus on tasks

Provide a critique and support

• Apply individual values

• Understand others’ viewpoints

• Seek harmony

• Decide by personal circumstances

• Focus on relationship

• Offer praise and support

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T v F

Ts think Fs are over-personalising things when they focus on the effects of decisions on individuals

Fs think Ts are harsh when they take an objective stand point

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Type at work

Thinking Logical clarity Question first Interest in data Know when logic is needed Prefer things to be objective Detached decision making Searches for flaws in arguments Strives to be fair

Feeling Emotional clarity Accept first Interest in people Know when support is required Prefer to be personal Value driven decisions Searches for points of agreement Strives to be compassionate

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Type at work

Thinking Offer objective advice Want standards that are fair to people Desire just leadership Prefer change to be logical Look at problems in terms of cause and effect Could find incompetence stressful

Feeling Offer supportive advice Want standards that are sympathetic to people Desire compassionate leadership Prefer change to be harmonious Look at problems in terms of impact on people Could find lack of cooperation stressful

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Team Communication

Thinking

Exhibit scepticism

Examine conflict to find the truth

Be business-like

Start with critique

Feeling

Exhibit caring

Avoid conflict to maintain harmony

Be sociable

Start with praise

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Team Culture

A “thinking culture”

Uses principled-centred decision making

Is business like

Values critical feedback

Prefers to apply policies consistently

A “feeling culture”

Uses values-centred decision making

Is warm and friendly

Wants positive feedback

Prefers to make exceptions to policies

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Focus and Values

ST SF NF NT

Focuses on:

• Specifics

• Logical

implications

Focuses on:

• Specifics

• Impact on

people

Focuses on:

• Concepts

• Impact on

values

Focuses on:

• Concepts

• Logical

options

Values:

• Efficiency

• Responsibility

Values:

• Personal

loyalty

• Being treated

as an

individual

Values:

• Loyalty to the

organisation

• Making a

difference in

the world

Values:

• Competence

• Options that fit

the needs of

the

organisation

So remember:

State the facts

So remember:

Focus on the

personal/people

side

So remember:

Support their

vision

So remember:

Give logical

options

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JUDGING PERCEIVING


THINKING FEELING


SENSING INTUITION



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Js and Ps

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Js and Ps

How would you plan for change?

What aspects of the change process would you be concerned with?


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Feedback

How would you plan for change?

What aspects are you concerned with?



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Characteristics

Keep a range of choices available

Remain flexible

Respond to emerging information

Prefer to go with the flow

Prefer to be spontaneous

Like to come to closure

Make plans

Act in a controlled way

Prefer to act within a structure

Prefer to schedule activities

Remember, Judging isn’t ‘judgmental’ and Perceiving isn’t ‘perceptive’

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J v P

Js think Ps are procrastinating when they are keeping options open

Ps think Js are rigid when they are scheduling tasks and activities.

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Type at work

Judging Settled and ordered Finish before the deadline Focus on goals and results Limits surprises Draws conclusions Commits to plans Sees routines as effective Trusts the plan

Perceiving Flexible and open Finish at the deadline Like to see what turns up Enjoys surprises Stays tentative Reserves the right to change plans Sees routines as limiting Trusts the process

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Type at work

Judging

Want communication to be systematic

Like schedules

Prefer leaders to be planful

Take an outcome-orientated approach to change

Comfortable moving towards a fixed solution

Find indecisiveness stressful

Perceiving

Want communication to be spontaneous

Prefer environment to be flexible

Like the leader to be adaptable

Take a process-orientated approach to change

Comfortable keeping options open

Find premature closure stressful

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Team Communication

Judging

Use decisive words (concluded, decided, planned)

Offer fixed positions

Orientate discussions towards results

Dislike being sidetracked

Perceiving

Use hedging words (perhaps, maybe, tend to)

Offer tentative possibilities

Orientate discussions toward possibilities

Like being sidetracked

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Team Culture

A “judging culture”

Finds steadiness and thoroughness important

Adheres to routines

Wants defined goals and outcomes

Puts work before play

A “perceiving culture”

Finds flexibility and adaptability important

Maintains a minimum of routines

Wants general parameters and openness

Combine work and play

Let the MBTI framework help you to make a difference!

Documents

MBTI Managing and Leading Change - Academic Registrars … Managing and Leading... · logo are registered trade marks of the MBTI Trust, Inc. in ... Visionary leadership Jump from