MBTI - Resourcesforesource.msu.edu/_files/pdf/MyersBriggs12.pdf · MBTI is non-judgmental ......
Transcript of MBTI - Resourcesforesource.msu.edu/_files/pdf/MyersBriggs12.pdf · MBTI is non-judgmental ......
MBTI:
The Myers-Briggs Type Indicator
Financial Administrator Development Program 2012-2013
Deb Dunbar*, University Director Organizational Development, University Human Resource Services Indiana University (812) 855-4104 [email protected] *certified MBTI instructor
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An Introduction to Type
Carl Jung’s Work Isabel Briggs-Myers Work Type is not learned, it is inborn MBTI is non-judgmental – intent is to eliminate options to get to the right
answer for you
Style/Type = Combination of Preference individual situational flexible adaptive/changing
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4 Dimensions of Type
Extraversion Introversion
Sensing iNtuition
Thinking Feeling
Judging Perceiving
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Interpreting Your Indicator Myers-Briggs Form M
4 Categories True Type Self-Report Type Reported Type Best-Fit Type 4 Dimensions
Introversion/Extraversion – Attitude
Sensing/iNtuition – Perceiving (an ‘irrational’ mental function) Function Pairs
Thinking/Feeling – Judging (a ‘rational’ mental function)
Judging/Perceiving – Orientation Tie go right
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Description of the 16 Types
ISTJ ISFJ INFJ INTJ dependable exacting factual logical organized practical
realistic reliable reserved sensible steadfast thorough
accommodating detailed devoted loyal meticulous organized
patient practical protective quiet responsible traditional
compassionate conceptual creative deep determined idealistic
intense intimate loyal methodical reflective sensitive
analytical autonomous determined firm global independent
organized original private systems-oriented theoretical visionary
ISTP ISFP INFP INTP
adaptable adventurous applied expedient factual independent
logical practical realistic resourceful self-determined spontaneous
adaptable caring cooperative gentle harmonious loyal
modest observant sensitive spontaneous trusting understanding
adaptable committed curious deep devoted empathetic
gentle idealistic imaginative intimate loyal reticent
autonomous cognitive detached independent logical original
precise self-determined skeptical speculative spontaneous theoretical
ESTP ESFP ENFP ENTP
activity-oriented adaptable adventurous alert easygoing energetic
outgoing persuasive pragmatic quick spontaneous versatile
adaptable casual cooperative easygoing enthusiastic friendly
outgoing playful practical sociable talkative tolerant
creative curious energetic enthusiastic expressive friendly
imaginative independent original restless spontaneous versatile
adaptive analytical challenging clever enterprising independent
original outspoken questioning resourceful strategic theoretical
ESTJ ESFJ ENFJ ENTJ
decisive direct efficient gregarious logical objective
organized practical responsible structured systematic task-focused
conscientious cooperative harmonious loyal personable playful
responsible responsive sociable sympathetic tactful traditional
appreciative congenial diplomatic energetic enthusiastic expressive
idealistic loyal organized personable responsible supportive
challenging controlled decisive energetic logical methodical
objective opinionated planful straightforward strategic tough-minded
source: Introduction to Type in Organizations, 3rd edition. 1998. Sandra Krebs Hirsh and Jean Kummerow.
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Extraversion & Introversion
EXTRAVERSION (E) INTROVERSION (I) project energy outward absorb self in activities focus outwardly toward actions & ideas speak freely & vocally tolerate crowds & noise easily distracted meet people easily & participate in many activities enjoy a public arena with lots going on get restless without involvement with people or activities impatient when work is slow & unchanging seek variety of action-oriented tasks focused equally on what is going on in the work site as well as the work itself respond quickly to requests & spring into action without much advance thinking enjoy phone calls as a welcome diversion develop ideas through discussion use outside resources
keep energy inward absorb self in thought
focus inwardly toward thoughts & ideas hesitate & think before speaking avoid crowds & seek quiet concentrate well proceed cautiously meeting people & participate in selected activities enjoy a private arena where one can be alone get agitated without enough time alone or undisturbed time impatient when work is interrupted & rushed seek quiet to concentrate focused more on the work itself than what is going on in the work site think through requests before responding, sometimes delaying action find phone calls intrusive, especially when concentrating develop ideas through reflection use self as basic resource
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Sensing & Intuition
SENSING (S) INTUITION (N) use direct observation & experience learn new things through value solid, recognizable attainments, achieved in a step-by-step manner focus on actual experience trust the 5 senses & personal experience to know what is be content, accepting life as it is, making changes as reality dictates appreciate & enjoy familiar ground achieve through effort & perspiration use standard ways, means, methods apply skills that are already developed like things to be concrete, known prefer work that is a practical
need the tree to get to the forest
prefer to continue with what ‘works’
use ‘intuitive flashes’ learn new things through general concepts value different or unusual attainments, achieved via inspiration focus on possibilities & inferences trust personal inspirations & hunches to reveal what might be be restless, seeing how life could be, trying to modify it appreciate & enjoy the new & different achieve through insight & inspiration use new & different ways, means, methods enjoy learning new skills, experimenting like things to be general, explored prefer work that is innovative need the forest to get to the tree prefer change, often with major readjustments
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Thinking & Feeling THINKING (T) FEELING (F) truth as the objective
decide using head interact to achieve a goal, purpose notice ineffective reasoning
choose truthfulness over tactfulness point out what needs to improve, then what is working well
focus attention on universal principles deal with people firmly, as required expect the world to run on logical principles orient self toward task like harmony, but can get along without it use logic & analysis as basis for work hurt people’s feelings without knowing it manage & deal firmly, factor in principles & truths when making work-related decisions
harmony as the objective decide using heart interact to achieve a goal, purpose or bond... all equally important notice when people need support choose tactfulness over truthfulness point out what is working well, then what needs to improve focus attention on personal motives deal with people compassionately, as needed expect the world to recognize individual differences orient self toward relationship need harmony in order to be effective include others’ opinions & personal values as basis for work pay attention to others’ feelings, always manage & relate sympathetically factor in underlying values & human needs when making work-related decisions
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Judging and Perception
JUDGING (J) PERCEPTION (P) prefer life to be decisive
work for a settled life, plans in order prefer to reach conclusions use words such as ‘should’ & ‘ought’ enjoy finishing things regiment self & be purposeful
prefer to plan the work & work the plan enjoy getting things settled & finished like checking items off a ‘to-do’ list overlook new things that need to be in order to complete the current task narrow down the possibilities & be satisfied once a decision is made decide quickly & seek closure
seek structure in scheduling prefer to regulate & control work
prefer to adapt to life, to go with the flow keep life as flexible so that nothing is missed prefer to keep things open use words such as ‘perhaps,’ & ‘could be’ enjoy starting things be tolerant & adaptable prefer to deal with needs as they arise enjoy keeping things open to modify ignore a ‘to-do’ list, even if one is made postpone current tasks to meet meet momentary needs resist being tied down to a decision in order to gather more information put off decisions to seek options resist structure, favor changing circumstances prefer to free up work
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Dimension Functions Dominant, Auxiliary, Tertiary, Inferior
Dominant Function Favorite dimension displayed through favorite attitude Edominant out I dominant in Auxiliary Function 2nd favorite function displayed through least favorite attitude
Eauxiliary in
I auxiliary out Tertiary Function simply there, doesn’t do much Inferior Function rarely if ever used… except for potential shadow side
ISTJ Sensing (dominant) - I Thinking (auxiliary) - E Feeling (tertiary) iNtuition (inferior)
ISFJ Sensing (dominant) - I Feeling (auxiliary) - E Thinking (tertiary) iNtuition (inferior)
INFJ iNtuition (dominant) - I Feeling (auxiliary) - E Thinking (tertiary) Sensing (inferior)
INTJ iNtuition (dominant) - I Thinking (auxiliary) - E Feeling (tertiary) Sensing (inferior)
ISTP Thinking (dominant) - I Sensing (auxiliary) - E iNtuition (tertiary) Feeling (inferior)
ISFP Feeling (dominant) - I Sensing (auxiliary) - E iNtuition (tertiary) Thinking (inferior)
INFP Feeling (dominant) - I iNtuition (auxiliary) - E Sensing (tertiary) Thinking (inferior)
INTP Thinking (dominant) - I iNtuition (auxiliary) - E Sensing (tertiary) Feeling (inferior)
ESTP Sensing (dominant) - E Thinking (auxiliary) - I Feeling (tertiary) iNtuition (inferior)
ESFP Sensing (dominant) - E Feeling (auxiliary) - I Thinking (tertiary) iNtuition (inferior)
ENFP iNtuition (dominant) - E Feeling (auxiliary) - I Thinking (tertiary) Sensing (inferior)
ENTP iNtuition (dominant) - E Thinking (auxiliary) - I Feeling (tertiary) Sensing (inferior)
ESTJ Thinking (dominant) - E Sensing (auxiliary) - I iNtuition (tertiary) Feeling (inferior)
ESFJ Feeling (dominant) - E Sensing (auxiliary) - I iNtuition (tertiary) Thinking (inferior)
ENFJ Feeling (dominant) - E iNtuition (auxiliary) - I Sensing (tertiary) Thinking (inferior)
ENTJ Thinking (dominant) - E iNtuition (auxiliary) - I Sensing (tertiary) Feeling (inferior)
source: Looking at Type: The Fundamentals. 1997. Charles Martin.
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Type Dynamics
Type
Dominant
Auxiliary
Tertiary*
Inferior
ESTJ Extraverted Thinking
Introverted Sensing
Intuition Introverted Feeling
ENTJ Extraverted Thinking
Introverted Intuition
Sensing Introverted Feeling
ISFP Introverted Feeling
Extraverted Sensing
Intuition Extraverted Thinking
INFP Introverted Feeling
Extraverted Intuition
Sensing Extraverted Thinking
ISTP Introverted Thinking
Extraverted Sensing
Intuition Extraverted Feeling
INTP Introverted Thinking
Extraverted Intuition
Sensing Extraverted Feeling
ESFJ Extraverted Feeling
Introverted Sensing
Intuition Introverted Thinking
ENFJ Extraverted Feeling
Introverted Intuition
Sensing Introverted Thinking
ESTP Extraverted Sensing
Introverted Thinking
Feeling Introverted Intuition
ESFP Extraverted Sensing
Introverted Feeling
Thinking Introverted Intuition
INTJ Introverted Intuition
Extraverted Thinking
Feeling Extraverted Sensing
INFJ Introverted Intuition
Extraverted Feeling
Thinking Extraverted Sensing
ISTJ Introverted Sensing
Extraverted Thinking
Feeling Extraverted Intuition
ISFJ Introverted Sensing
Extraverted Feeling
Thinking Extraverted Intuition
ENTP Extraverted Intuition
Introverted Thinking
Feeling Introverted Sensing
ENFP Extraverted Intuition
Introverted Feeling
Thinking Introverted Sensing
*Note that an attitude (Extraverted or Introverted) is not specified for the tertiary column, as that function may be associated with either attitude. source: In The Grip, 2nd edition. 2000. Naomi Quenk
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Preference Groupings: SJ, SP, NF, NT
Temperament SJ-
Guardians SP-
Artisans NF-
Idealists NT-
Rationals
Leadership Style
Traditionalist,
stabilizer, consolidator
Troubleshooter,
negotiator, firefighter
Catalyst,
spokesperson, energizer
Visionary, architect of
systems, builder
Work Style Has a sense of duty, responsibility, loyalty, and industry
Acts with cleverness and
timeliness
Persuades people about values and inspirations
Adds ingenuity and logic to ideas
and actions
To Do Best Work, They Need
Knowledge of the goal and what
they’re supposed to do to get there
Freedom to do things as they see
fit
Personal meaning and
congruence with who they are
Intriguing models to challenge their
imagination
Learning Style
Step-by-step, with preparation for
current and future utility
Active involvement to meet current
needs
Personalized and imaginative ways of self-awareness
Impersonal and analytical
process for personal mastery
Want Others To See Them As
Hardworking and reliable
Resourceful and risk taking
Authentic and inclusive
Competent and logical
Acknowledged
For Contributing
Administrative expertise, timely
output
Expeditious handling of the
out-of the-ordinary and the
unexpected
Something unique or a
special vision of possibilities
Strategic analysis of complex
issues
Want To Be Known For Their
Dependability Spontaneity that includes a spirit of
play
Ability to inspire others
Expertise
Can Get Into Trouble By Being
Too bureaucratic
Too expedient
Too idealistic
Too competitive
source: Introduction to Type in Organizations, 3rd edition. 1998. Sandra Krebs Hirsh and Jean Kummerow.
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Myers-Briggs Resource List
(The) 16 Different Personality Types: Descriptions for Self-Discovery.1999.
Linda Berens and Dario Nardi. Huntington Beach, CA: Telos Publications. Beside Ourselves: Our Hidden Personality in Everyday Life.1993. Naomi L. Quenk.
Palo Alto, CA: Davies-Black Publishing. (The) Character of Organizations: Using Jungian Type in Organizational
Development. 1992. William Bridges. Palo-Alto, CA: Davies-Black Publishing. Gifts Differing. 1980. Isabel Briggs Myers. Palo Alto, CA:
Consulting Psychologists Press. In the Grip: Understanding Type, Stress and the Inferior Function, 2nd edition.
2000. Naomi L. Quenk. Palo Alto, CA: Consulting and Psychological Press. Introduction to Type, 6th edition. 1998. Isabel Briggs Myers. Palo Alto, CA:
Consulting Psychologists Press, Inc. Introduction to Type in Organizations: Individual Interpretive Guide, 3rd edition.
1998. Sandra Krebs Hirsh & Jean M. Kummerow. Palo Alto, CA: Consulting Psychologists Press, Inc.
Jungian Typology: Myers-Briggs & Personality. 1989. Stephen Moss.
Melbourne, Australia: Collins Dove. Jung’s Function-Attitude Explained. 1996. Henry L. Thompson. Watkinsville, GA:
Wormhole Publishing. Let a Viking Do It: Hagar & Family Illustrate the Myers-Briggs Type Indicator.
1988. Peter Malone. Melbourne, Australia: Collins Dove. Life Types: Understand Yourself & Make the Most of Who You Are... 1989. Sandra Hirsh & Jean Kummerow. New York, NY: Warner Books. Looking at Type: The Fundamentals. 1997. Charles Martin. Gainesville, FL: CAPT.
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MBTI Manual: A Guide to the Development & Use of the Myers-Briggs Type Indicator, 3rd edition.1989. Isabel Briggs Myers & Mary H. McCaulley. Palo Alto, CA: Consulting Psychologists Press.
People Types & Tiger Stripes: A Practical Guide to Learning Styles, 3rd edition.
2000. Gordon Lawrence. Gainsville, FL: Center for Applications of Psychological Type, Inc.
Personality Type: An Owners Manual. A Practical Guide to Understanding
Yourself and Others Through Typology. 1998. Lenore Thomson. Boston, MA: Shambhala.
Please Understand Me: Character & Temperament Types. 1978.
David Keirsey & Marilyn Bates. Del Mar, CA: Prometheus Nemesis Books. Psychological Types. 1974. Carl Jung. Princeton, NJ: Princeton University Press. Statistics & Measurement: An Introduction for MBTI Users. 2000. Ray M. Zeisset.
Gainesville, FL: Center for the Applications of Psychological Type, Inc. Survival Games Personalities Play. 1992. Eve Delunas. Carmel, CA:
Sunink Publications. Type Talk At Work: How the 16 Personality Types Determine Your Success
On the Job. 1992. Otto Kroeger. New York, NY: Delacorte Press. Understanding Your Management Style: Beyond the Myers-Briggs
Type Indicator. 1991. Robert Benfari. Lexington, MA: Lexington Books. Using the Myers-Briggs Type Indicator In Organizations: A Resource Book.
1985. Sandra Hirsh. Palo Alto, CA: Consulting Psychologists Press. Work It Out: Clues for Solving People Problems at Work. 1996.
Sandra Krebs Hirsh. Palo-Alto, CA: Davies-Black Publishing. Work Types: Understanding Your Work Personality – How it Helps You and
Holds You Back, and What You Can Do About it.1997. Jean Kummerow, Nancy Barger, and Linda Kirby. New York, NY: Warner Books.