Post on 18-Oct-2014
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Personality Type, the MBTI®, and Career Development
Introduction to Normal Personality With
Implications for Career Development
Dan DeFoe, JD, MS
Adlitem Solutions
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Agenda
• Greeting
• “Normal Personality”
• Myers-Briggs (MBTI®)
• Career Development & MBTI®
• References
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“Normal Personality”
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Foundational Concepts – Normal Personality – “Type” • Jung & Myers
• “Normal” – “Gifts Differing”
• Trait vs. Type
• Assessment v. Sorting: MBTI® - Steps I, II, III
• Type in Organizations
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Normal Personality - The MBTI®
Instrument
Developed by Katharine C. Briggs and her daughter Isabel Briggs Myers.
Based on the work of Swiss psychologist C. G. Jung, who presented his psychological type theory in his book Psychological Types (published 1921, translated into English 1923).
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It’s about Preferences….
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Jung’s Theory – Preferences……
• Preferences – innate, “inborn predispositions.”
• Preferences interact with and are shaped by environmental influences:
• Family
• Country
• Education
• and many others
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Jung’s Theory
• Four pairs of opposites—e.g right and left hands - use both, but one is our natural preference.
• Preference basics do not change—they stay the same over our lifetime, e.g. always a RT hand
• But, how we use our preferences and often the accuracy with which we can measure the preferences may change.
• Confounding variable—environment!
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Myers-Briggs
(MBTI®)
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Myers-Briggs (MBTI®)
"The purpose of the Myers-Briggs Type Indicator® is to make the theory of psychological types described by C. G. Jung (1921/1971) understandable and useful in people's lives. The essence of the theory is that much seemingly random variation in behavior is actually quite orderly and consistent, being due to basic differences in the way individuals prefer to use their perception and judgment."
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Myers-Briggs (MBTI®) • Perception involves all the ways of becoming
aware of things, people, happenings, or ideas.
• Judgment involves all the ways of coming to conclusions about what has been perceived.
• If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.
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Myers-Briggs (MBTI®)
The aim of the MBTI instrument is to identify,
from self self-report of easily recognized
reactions, the basic preferences of people in
regard to perception and judgment, so that the
effects of each preference, singly and in
combination, can be established by research and
put into practical use.
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MBTI® & Jung’s Theory
• Four pairs of opposites—like our right and left hands. We all use both sides of each pair, but one is our natural preference.
• Jung believed that our preferences do not change—they stay the same over our lifetime.
• What changes is how we use our preferences and often the accuracy with which we can measure the preferences.
• The confounding variable—environment!
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The Four Preferences of the MBTI instrument
Index Preferences
Between E–I
E Extraversion or I Introversion
Affects Choices as to
Whether to direct perception judgment mainly on the outer world (E) or mainly on the inner world of ideas.
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The Four Preferences of the MBTI instrument
Index Preferences
Between S–N
S Sensing perception or N Intuitive perception
Affects Choices as to
Which kind of perception is preferred when one needs or wishes to perceive.
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The Four Preferences of the MBTI instrument
Index Preferences
Between T–F
T Thinking judgment or F feeling judgment
Affects Choices as to
Which kind of judgment to trust when one needs or wishes to make a decision.
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The Four Preferences of the MBTI instrument
Index Preferences
Between J - P
J Judgment or P Perception
Affects Choices as to
Whether to deal with the outer world in judgment (J) attitude (using T or F) or in the perceptive (P) attitude (using S or N).
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Jungian Theory
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Myers-Briggs (MBTI®)
The 16 Types
As located on the Type Table
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ Dan
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Key Type Concepts…..Type
• is innate •can be influenced • is observable • is not a box • is not an excuse • indicates preferences, not skills D
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Type Table
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
RM 2-3
N = _____
E _____ I _____
S _____ N _____
T _____ F _____
J _____ P _____
Modal type (most frequent type) ____ ____ ____ ____
Group Type (most frequent preferences)
____ ____ ____ ____
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Type Distribution of the
U.S. National Representative Sample
ISTJ
11.6%
RM 2-4
E = 49% I = 51%
S = 73% N = 27%
T = 40% F = 60%
J = 54% P = 46%
ISFJ
13.8%
INFJ
1.5%
INTJ
2.1%
ESTP
4.3%
ESFP
8.5%
ENFP
8.1%
ENTP
3.2%
ISTP
5.4%
ISFP
8.8%
INFP
4.4%
INTP
3.3%
ESTJ
8.7%
ESFJ
12.3%
ENFJ
2.5%
ENTJ
1.8%
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Energy Extraversion or Introversion
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Extraversion or Introversion
The direction in which we focus our attention
and energy Introduction to Type®, p. 9
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Energy
Extraversion
[E]
• Energized through contact with other people or through engaging in activities
• The outer world
Introversion
[I]
• Being energized through ideas, quiet times, or solitude
• The inner world
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E–I People who prefer Extraversion:
• Focus their energy and attention outward
• Are interested in the world of people and things
People who prefer Introversion:
• Focus their energy and attention inward
• Are interested in the inner world of thoughts and reflections
We all use both preferences, but usually not with equal comfort.
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Extraversion or Introversion
Introduction to Type® and Change, pp. 4–5
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Where People Focus Attention
Extraverted Types
• External environment
• Talking
• Work through
• Broad interests
• Sociable/expressive
• Initiative in relationships
Introverted Types
• Inner world
• Writing
• Reflecting / Mental practice
• Deep interests
• Private/contained
• Initiative when important
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Some Key Words Associated with
Extraversion
Action
Outward
People
Interaction
Many
Expressive
Do-Think-Do
Introversion
Reflection
Inward
Privacy
Concentration
Few
Quiet
Think-Do-Think
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We Have a Preference
We all do Extraverted and Introverted things.
But we usually do not do them
with equal comfort.
Most of us have a preference for one over the other. D
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Information Sensing or Intuition
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Sensing or Intuition
The way we take in information and the kind of
information we like and trust Introduction to Type®, p. 9
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How people take in information | S–N
People who prefer Sensing:
• Prefer to take in information using their five senses— sight, sound, smell, touch, and taste
People who prefer Intuition:
• Go beyond what is real or concrete and focus on meaning, associations, and relationships
We all use both ways of perceiving, but we
typically prefer and trust one more.
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Sensing [S]or Intuition [N]
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How Do You Take In Information?
SENSING
Present orientation
What is real
Practical
Facts
Perfecting established skills
Utility
Step-by-step
The five senses
INTUITION
Future possibilities
What could be
Theoretical
Inspirations
Learning new skills
Novelty
Insight-by-insight
The sixth sense, a hunch
RM 3-17
Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow. Mountain View, CA: CPP, Inc., 1998. Reprinted with permission.
Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.
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Information – S or N
Sensing [S]
Paying attention to what you perceive through the five senses: seeing, hearing, touching, smelling, and tasting
Intuition [N]
Paying attention to what might be described as the sixth sense—the unseen world of meanings, inferences, hunches, insights, and connections
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We Have a Preference
We all use Sensing and Intuition when making our observations about the world.
But we usually do not use them
with equal trust.
Most of us have a preference for one over the other.
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Decisions Thinking or Feeling
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Thinking or Feeling
The way we make decisions Introduction to Type®, p. 10
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T–F
People who prefer Thinking:
• Make their decisions based on impersonal, objective logic
People who prefer Feeling:
• Make their decisions with a person-centered, values-based process
Both processes are rational and we use both
often, but usually not equally easily.
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Thinking or Feeling
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Decisions
Thinking
Making decisions based on impartial criteria—cause-effect reasoning, constant principles or truths, and logic
Feeling
Making decisions based on values-based, person-centered criteria, seeking harmony
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Some Key Words Associated with
Thinking
Head
Distant
Things
Objective
Critique
Analyze
Firm but fair
Feeling
Heart
Personal
People
Subjective
Praise
Understand
Merciful
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How Do You Make Decisions?
Thinking
[T]
• Logical system
• Head
• Objective
• Justice
• Critique
• Principles
• Reason
• Firm but fair
Feeling
[F]
• Values system
• Heart
• Subjective
• Mercy
• Compliment
• Harmony
• Empathy
• Compassionate
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How People Make Decisions
Thinking Types [T]
• Analytical
• Cause & Effect
• Logical
• Objective standard
• Reasonable
• “Tough-minded….”
• Fair + Equal
Feeling [F]
• Empathetic
• Guided by values
• Impact to people?
• Harmony
• Compassionate
• “Tender-hearted…”
• Fair + Individual
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Some Key Words Associated with
Thinking
Head
Distant
Things
Objective
Critique
Analyze
Firm but fair
Feeling
Heart
Personal
People
Subjective
Praise
Understand
Merciful
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We Have a Preference
We all use Thinking and Feeling when making decisions.
But we usually do not use them
with equal ease.
Most of us have a preference for one over the other.
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Outer World Judging or Perceiving
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Judging or Perceiving
Our attitude toward the external world and how we
orient ourselves to it Introduction to Type®, p. 10
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J–P People who prefer Judging:
• Want the external world to be organized and orderly
• Look at the world and see decisions that need to be made
People who prefer Perceiving:
• Seek to experience the world, not organize it
• Look at the world and see options that need to be explored
We all use both attitudes, but usually
not with equal comfort.
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Judging or Perceiving
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Approach to Life
Judging
[J]
Want to live an ordered life, with goals and structure, making decisions so you can move on
Perceiving
[P]
Want to live a spontaneous life with flexibility, staying open to new information and possibilities
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How Do You Approach Life?
JUDGING
Decide about information
Regulate
Control
Settled
Run one’s life
Set goals
Closing off
Organized
PERCEIVING
Attend to, gather information
Flow
Adapt
Tentative
Let life happen
Seek options
Opening up
Flexible
Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow, Mountain View, CA: CPP, Inc., 1998.Reprinted with permission.
RM 3-23 Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.
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Some Key Words Associated with
Judging
Organized
Decision
Control
Now
Closure
Deliberate
Plan
Perceiving
Flexible
Information
Experience
Later
Options
Spontaneous
Wait
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We Have a Preference
We all use Judging and Perceiving as part of our lifestyle.
But we usually do not use them
with equal comfort.
Most of us have a preference for one over the other.
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Personality Type
When combined, your preferences indicate your personality type.
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Exercise . . . [ S / N]
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Type Application -
Career Development
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Career & Type Waterfront…..
•Occupational Choice
•Occupational Satisfaction
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Factors, Factors … &
Choice / Satisfaction • “Type” not “magic bullet”
• Physical & mental
• Interests
•Values
• Family
•Geography
•Market
• Skills
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Factors, Factors…&
Choice / Satisfaction (cont) • Job
•Organization
• Pay
•Benefits
• Supervision
• Leadership
•Co-workers
•Advancement
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Ethical Caveat
“To expect the MBTI instrument or
any other instrument to provide all
of the answers to a career search is
improbable and unrealistic. It can be
only part of the puzzle in finding
one’s life’s work.”
MBTI Manual, 3d Ed., page 286 64
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Basic Questions
•Who Am I?
•What Do I Want To Do?
•How Can I Increase My Job Satisfaction?
•How Do I Get There From Here? 65
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Who Am I?
•Direction of Energy
•Gathering Information
•Making Decisions
•Dealing With Outer World 66
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My Preferences at Work Direction of Energy [E / I]
•Like to talk over each step of career search?
• I will best discover what I want by talking over with others?
• I want to think about my career options on my own?
• I will make decision after solitary reflection? 67
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My Preferences at Work - Gathering Information [S / N]
•Most interested in the facts about job – salary, benefits, location?
•Want it now?
•More interested in job’s potential – not current reality?
•Want to get on a good career path?
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My Preferences at Work - Making Decisions [T / F]
•Must be made by logical analysis?
• I will rationally consider all the alternatives to make “right” choice?
•My choice will reflect what or who is most important now?
•Must consider how decision affects me and significant others?
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My Preferences at Work - Outside World [J / P]
•Plan to achieve goal in “x” months…..
•My career goal is “endpoint” on a carefully charted time line….
• I wonder where I’ll be in “x” months…..
•My career goal is the starting point on a flexible time line……
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What Do I Want To Do?
•Do I want to work as part of a group or team? [E]
•Work alone or one-on-one? [I]
* * *
•Use concrete facts or hard date? [S]
•Develop new possibilities? [N]
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What Do I Want To Do? (cont)
•Use logical, objective analysis? [T]
•Use subjective, person-centered values?
[F]
* * *
•Create organization and structure? [J]
•Be spontaneous and adaptable? [P]
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How Can I Increase My Job Satisfaction? • Remember, exact fit is “rare”
• Degrees of fit….
• Some aspects, leverage preferences….
• Other aspects, work “against the grain” needed….
• Prepare for expected differences/challenges….
• Alter your job….
• Adapt to your job… 73
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Alter Job .....Reality Rules….
•Create niche, leverage most
productive use of preferences
•Take on tasks most consistent with
preferences
•Affinity groups 74
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Adapt to Job
•Current reality rules “rule”…..
•Can’t become another “type”, but expand
choices within span of control
•Work on understanding / communication
•Understand exactly what is required ….
Adapt
• Find other opportunities to express
preferences 75
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Getting There From Here…..
•Goals discussed, set
•Gather information –
Assessment & generating and
researching Options
•Making decisions & Take action 76
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Goal Setting…..
•Long term
•Short term
•Goals established – Sensing /
Intuition
•Goals worked out – Judging /
Perceiving
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Goals Established… [ S / N ]
• List steps and explain
sequentially
• Practical examples
• Show concrete
applications &
immediate results
• Explain model & how
parts interact and
mesh
• Metaphors and
analogies
• Show possibilities and
potential of the
process
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Goals Worked Out … [ J / P ]
• Specify and clarify
results to be
accomplished
• Create plan –
organize and
accomplish activities
• Deadlines, start early,
pace activities
• Follow through in
open-ended manner
• Plans loose
• Deadlines approached
last minute – rush at
end
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Assessment + Options [S / N]
• Realistic, practical,
link w/ experience
• Focus on realities
• Relevant facts and
details about work
• Many, and from a
broad range of work
areas
• Brainstorming
• Focus on future
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Decisions . . . [T / F]
• Weigh pros and cons
• Check whether
option is reasonable
• Remain objective
• Analyze logical
consequences
• Look at principles
involved
• Weigh options –
personal, subjective
beliefs, values
• Assess impact on
others
• Consider who will
support decision
• Consider likes,
dislikes 81
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Taking Action … [J / P]
• Facilitate strategy of
decide, act, and then
correct or adjust
course
• Facilitate strategy of
trying things out and
gathering information
before deciding
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Career Development –
Getting There… Recap
• Each client unique
• Process individualized
• Process generally involves
• Assessment
• Generate and research options
• Goal setting
• Decide
• Act
• Time spent and emphasis varies by client 83
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Conclusion
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Constructive Use of Differences
Isabel Myers’ goal for type and the MBTI®
instrument:
• Becoming aware of differences
• Acknowledging the value of differences
• Practicing new behaviours, seeking out others with differences
• Incorporating different perspectives into our own processes
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About the MBTI® Instrument
• An indicator—not a test
• Looks only at normal behavior
• Forced-choice questions
• Takes about 20–40 minutes to complete
• No right or wrong answers—answer as you see fit
• Results are confidential
• Ownership of data
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About the MBTI® Instrument (cont.)
• There are no good or bad types—all types have some natural strengths and some possible pitfalls or blind spots.
• The instrument gives practical results you can use:
• In teamwork
• In communication
• In decision making
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MBTI® Benefits to Organizations
• Reliable, valid, cost-effective, easy to use
• Logical model of consistent human behavior
• Reduce conflict….objective, rational framework
• Emphasizes value of diversity
• Identify assets/blind spots: persons/teams
• Understand organizational character
• Clarify fit – people & jobs
• Ethical guidelines support use
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MBTI® Benefits to Organizations
•Leadership development
•Team building
•Career development
•Communication
•Conflict management
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Going on . . . .
“Whatever the circumstances of
your life, whatever your personal
ties, work, responsibilities, the
understanding of type can make
your perceptions clearer, your
judgments sounder, and your life
closer to your heart’s desire.”
Isabel Briggs Myers 91
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References– Myers-Briggs & MBTI® Dunning, Donna (2005). Type and career development:
Facilitating personal and professional development. Mountain View CA: CPP, Inc.
Hammer, A.L. (1993). Introduction to Type and Careers. Mountain View CA: CPP, Inc.
Kummerow, J.M., Barger, N.J., Kirby, L.K. (1997). WorkTypes: Understand your work personality – how it helps you and holds you back, and what you can do to understand it. New York: Business Plus.
Myers, I.B., (1980). Gifts differing. Palo Alto: Consulting Psychologist’s Press.
Pearman, R., Albritton, S. (2010). I’m not crazy, I’m just not you: the real meaning of the 16 personality types: secrets to how we can be so alike when we’re so different (2nd ed.). Boston, MA: Nicholas Brealy.
Quenk, N. (2002). Was that really me? How everyday stress brings out our hidden personality. Boston: Davies-Black Publishing.
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Web References – MBTI®
www.aptinternational.org -
Assoc. for Psychological Type Intl.
http://www.annholm.net/
Ann Holm, MS ACC, Master MBTI
www.capt.org – Center for Applications of Psychological Type
www.cpp.com – CPP, Inc. f/k/a Consulting Psychologist Press
www.myersbriggs.org – Myers Briggs Foundation
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Thank you very much.
Thoughts?
Questions?
Feelings? Dan
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Thank You
• This is a brief introduction and overview of “Normal Personality” as defined by Carl Jung and Myers-Briggs and the MBTI® Type Indicator.
• Please check out the references noted above and also the web sites if you have interest.
Thank you very much. Dan DeFoe, JD MS www.adlitemsolutions.com Blog – www.psycholawlogy.com dan@adlitemsolutions.com Certified Administrator MBTI® Steps I,II,III
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