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Myers Briggs Type Indicator (MBTI)

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There are Many Diagnostic/Interventions Around Differences Between People

• Surveys & Feedback

• Simple interview data about interests and values

• LIFO - Life Orientation - emotional preference

• FIRO B - Fundamental Interpersonal Relations Orientation - desires for inclusion, control, and affection in dealings with others

• LPI - Leadership Practices Inventory

• Myers-Briggs Type Indicator

• Personal Leadership Practices

• Belbin and many others

When to use one instrument or another?

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What is Myers-Briggs Type Indicator (MBTI)?

• MBTI is a personal preference of a psychological type

– Carl Jung, Swiss psychologist, developed archetypes of personality

– Isabel Briggs-Myers developed a practical “test” to quantify the archetype

• MBTI is:

– A personality preference

– A way to help communicate better with others

– A way to work together more effectively

• MBTI is not:

– A psychological “test” or “evaluation”

– An indication of performance or potential

– Decided by anyone except you

• the score may guide you, but

• you determine your preference from characteristics

Myers-Briggs Type Indicator

Understanding Differences Between People

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Definition of preferences

E Extraversion

Where do you prefer to focus your attention? The EI scale

This scale describes two opposite preferences for where you like to focus your attention: on the outer or inner world.

How do you acquire information? The SN scale

This scale describes opposite ways that you perceive or acquire information - how you go about finding out about things

How do you orient toward the outer world? The JP scale

The final scale describes the lifestyle you adopt in dealing with the outer world or how you orient yourself in relation to it. The opposites here refer back to the previous two scales. In other words, you either take primarily a judging attitude (thinking or feeling) or a perceptive attitude (sensing or intuition) toward the world

How do you make decisions? The TF scale

Once you have acquired information through one of the perceiving functions, you must do something with that information. Information is used to reach conclusions, make decisions, or form opinions. This scale describes opposite ways of making decisions or judgments about something

I Introversion S Sensing N Intuition

T Thinking F Feeling J Judgement P Perception

1 2

3 4

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E I

OUTER WORLD INNER WORLD

PEOPLE & THINGS CONCEPTS & IDEAS

BREADTH OF INTERESTS DEPTH OF CONCENTRATION

ACTION REFLECTION

DO-THINK-DO THINK-DO-THINK

ENERGIZED BY PEOPLE (external) ENERGIZED BY BEING ALONE

EXTROVERT INTROVERT

Where do You Prefer to Focus Your Attention (Energy)

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S N

FACTS - THE 5 SENSES POSSIBILITIES -

6TH SENSE

STEP BY STEP FREE ASSOCIATATION/

RANDOM

HERE & NOW VISION OF FUTURE

“DUCKS IN A ROW” HUNCHES - “READ

BETWEEN THE LINES’

PERSPIRATION INSPIRATION

PROOF DISCOVERY

SENSING INTUITIVE

How do You Prefer to Acquire Information?

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T F

ORDERED, LOGICAL PROCESS COMPARED TO VALUES

eg. ABOUT PEOPLE

ANALYZE EVIDENCE WEIGH IMPORTANCE

OBJECTIVE TRUTH PERSONAL TRUTH

JUSTICE MERCY

REASON EMPATHY

PRINCIPLE HARMONY

THINKING FEELING

How do You Prefer to Make Decisions?

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J P

DECIDING & ACTING LEARNING &

EXPERIENCING

PLANNED SPONTANEOUS

ANTICIPATE & CONTROL UNDERSTAND &

EVENTS ADAPT TO EVENTS

ORDER YOUR WORLD GO WITH THE FLOW

SET GOALS KEEP OPTIONS OPEN

INSISTS ON CLOSURE REMAIN FLEXIBLE

JUDGING PERCEIVING

How do You Orient Yourself to the Outside World?

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The classical 16 MBTI Types Characteristics

ISTJ:

Serious, quiet, earn success by concentration

and thoroughness. Practical, orderly, matter-of-fact,

logical, realistic, and dependable. Sees to it that

everything is well organized. Takes responsibility.

Make up own minds as to what should be accom-

plished and work toward it steadily, regardless of

protests or distractions.

ISFJ:

Quiet, friendly, responsible, and conscientious. Work

devotedly to meet their obligations. Lend stability to

any project or group. Thorough, painstaking, accurate.

Their interests are usually not technical. Can be patient

with necessary details. Loyal, considerate, perceptive,

concerned with how other people feel.

INFJ:

Succeed by perseverance, originality, and desire

to do whatever is needed or wanted. Put their

best efforts into their work. Quietly, forceful,

conscientious, concerned for others. Respected

for their firm principles. Likely to be honored and

followed for their clear convictions as to how best

to serve the common good.

INTJ:

Usually have original minds and great drive for

their own ideas and purposes. In fields that

appeal to them, they have a fine power to

organize a job and carry it through with or

without help. Skeptical, critical, independent,

determined, sometimes stubborn. Must learn to

yield less important points in order to win the

most important

ISTP:

Cool onlookers - quiet, reserved, observing and

analyzing life with detached curiosity and

unexpected flashes of original humor. Usually

interested in cause and effect, how and why

mechanical things work, and in organizing facts

using logical principles.

ESTP:

Good at on-the-spot problem solving. Do not

worry, enjoy whatever comes along. Tend to like

mechanical things and sports, with friends on the

side. Adaptable, tolerant, generally conservative

in values. Dislike long explanations. Are best with

real things that can be worked, handled, taken apart

or put together

ESTJ:

Practical, realistic, matter-of-fact, with a natural

head for business or mechanics. Not interested

in subjects they see no use for, but can apply

themselves when necessary. Like to organize

and run activities. May make good

administrators, especially if they remember to

consider others’ feelings and points of view.

ISFP:

Retiring, quietly friendly, sensitive, kind, modest

about their abilities. Shun disagreements, do not

force their opinions or values on others. Usually

do not care to lead but are often loyal followers.

Often relaxed about getting things done,

because they enjoy the prsent moment and do

not want to spoil it by undue haste or exertion.

ESFP:

Outgoing, easygoing, accepting, friendly, enjoy

everything and make things more fun for others

by their enjoyment. Like sports and making

things happen. Know what’s going on and join in

eagerly. Find remembering facts easier than

mastering theories. Are best in situations that

need sound common sense and practical ability

with people as well as with things.

ESFJ:

Warm-hearted, talkative, popular, conscientious,

born cooperators, active committee members.

Need harmony and may be good at creating it.

Always doing something nice for someone. Work

best with encouragement and praise. Main

interest is in things that directly and visibly affect

peoples’ lives.

INFP:

Full of enthusiasms and loyalties, but seldom talk

of these until they know you well. Care about

learning, ideas, language, and independent

projects of their own. Tend to undertake too

much, then somehow get it done. Friendly, but

often too absorbed in what they are doing to be

sociable. Little concerned with possessions or

physical surroundings.

ENFP:

Warmly enthusiastic, high-spirited, ingenious,

imaginative. Able to do almost anything that

interests them. Quick with a solution for any

difficulty and ready to help anyone with a

problem. Often rely on their ability to improvise

instead of preparing in advance. Can usually find

compelling reasons for whatever they want.

ENFJ:

Responsive and responsible. Generally feel real

concern for what others think oor want, and try to

handle things with due regard for the other

person’s feelings. Can present a proposal or

lead a group discussion with ease and tact.

Sociable, popular, sympathetic. Responsive to

praise and criticism.

INTP:

Quiet and reserved. Especially enjoy theoretical

or scientific pursuits. Like solving problems with

logic and analysis. Usually interested mainly in

ideas, with little liking for parties or small talk.

Tend to have sharply defined interests. Need

careers where some strong interest can be used

and useful.

ENTP:

Quick, ingenious, good at many things.

Stimulating company, alert and outspoken. May

argue for fun on either side of a question.

Resourceful in solving new and challenging

problems, but may neglect routine assignments.

Apt to turn to one new interest after another.

Skillful in finding logical reasons for what they

want.

ENTJ:

Hearty, frank, decisive, leaders in activities.

Usually good in anything that requires reasoning

and intelligent talk, such as public speaking. Are

usually well informed and enjoy adding to their

fund of knowledge. May sometimes appear more

positive and confident than their experience in

an area warrants.

Dealing with Other Types

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Team Dynamics

• The more similarity between individual types on a team, the sooner the team members will come to understand each other; the more different the types, the slower the understanding.

• Groups with very similar members will reach decisions more quickly but may make more errors because not all viewpoints are represented. Groups with many different types will reach decisions more slowing (and painfully) but may reach better decisions because more viewpoints are included.

• Team members may often choose tasks that fit the gifts of their type.

• Leadership roles may shift as the tasks to be done require the skills of different types on the team.

• Team members who are opposite on all four preferences may have trouble achieving an understanding; members who share two preferences from each of the opposites may act as “translators”.

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Team Dynamics

• The person who is the only representative of a certain preference (e.g. the only Introvert) may be seen as “different” from the other team members.

• Team members who come to appreciate and work with different types may help to diffuse conflict.

• Successful teams with many different types promote the personal development of team members by encouraging learning from the gifts of other types.

• Teams that are “one-sided” (i.e. have few types) will succeed if (a) team members use different types outside the team as resources, or (b) they make an effort to use their own less-preferred preferences as the tasks require.

• Extraverts may dominate discussions, and perhaps decision making, unless they make a special effort to involve Introverts; Introverts may need to make a special effort to be heard.

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Team Dynamics

• Feeling types may be more concerned with harmony and “teamness”; Thinking types may be more concerned with truth and task.

• Good decisions will be made when the basic facts and realities have been taken into account (Sensing), when useful new possibilities have been opened up (Intuition), when inconsistencies or consequences have been analysed (Thinking), and when important values have been considered (Feeling).

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Communicating with Types: Energizing

• Talking with Extroverts

– Show energy and enthusiasm

– Respond quickly without long pauses to think

– Allow talking out loud without definite conclusions

– Communicate openly - do not censure

– Focus on the external world, the people, and the things

– Allow time for “bouncing ideas” off

– Take words at face value

– Do not assume commitment or decisions made

• Talking with Introverts

– Include “introduction” time to get to know you and trust you

– Encourage responses with questions as, “What do you think?”

– Use polling techniques for input and decision making

– Allow time for thinking before responding / decision-making

– Make use of written responses where practical

– Concentrate on one-on-one activities

– Do not assume lack of interest

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Communicating with Types: Attending

• Talking with Sensors

– Show evidence (e.g., facts, details, examples, etc.)

– Be practical and realistic; grounded

– Have a well-thought-out plan with details worked out in advance

– Be direct

– Show logical sequence of steps

– Use concepts and strategies sparingly; concentrate on the day-to-day consequences of a plan\

• Talking with Intuitives

– Present ideas and global concepts first, then draw out the details

– Don’t give details unless asked

– When provided an idea or hypothesis or summary, don’t ask for details; accept the intuitive conclusion at face value as working hypothesis

– Be patient; work may come in spurts or bursts of energy

– Let “N’s” dream; encourage imagination

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Communicating with Types: Deciding

• Talking with Thinkers

– Be brief and concise

– Be logical; don’t ramble with no apparent purpose

– Be intellectually critical and objective

– Be calm and reasonable

– Don’t assume that feelings are unimportant; they may have a different value

– Present feelings and emotions as additional facts to be weighed in a decision

• Talking with Feelers

– Introduce yourself and get to know the person; full acceptance may take a considerable amount of time

– Be personable and friendly

– Demonstrate empathy by showing areas of agreement first

– Show how the idea will affect people and what peoples’ reaction would be

– Be aware that how you communicate is as important as what you’re communicating to the “F”

– Let the “F” talk about personal impact; accept decisions that may not be based on facts

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Communicating with Types: Living

• Talking with Judgers

– Present a timetable and stick to it (or provide maximum warning if not)

– Allow time to prepare

– Take a stand

– Show your achievements and results

– Allow closure on consensus items, document those areas that require more work or discussion

– Itemize achievements and decisions reached so far

– Acknowledge the need for closure and short time schedules

• Talking with Perceptives

– Allow time for things to flow, not necessarily following your calendar

– Bring in new ideas and possibilities

– Acknowledge the time for creativity

– Encourage autonomy and personal freedom

– Realize changes in direction are not necessarily impulsiveness

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Extroverts:

• Provide brainstorming time

• Provide verbal “idea bouncing” time

• Encourage verbal interaction

• Re-energize with team meetings

Sensors:

• Provide materials in advance

• Provide detailed agenda of meeting

• Show how activities support mtg purpose

• Use supporting materials wherever practical

Thinkers:

• Provide logical flow of meeting

• Concentrate on verbal communication

• Quickly proceed to “meat” of the meeting

• Ask for deductive conclusions

Judgers:

• Provide firm detailed agenda

• Mark off agenda accomplishments as completed

• Provide materials in advance

• Offer many opportunities to decide, move on

Introverts:

• Provide many breaks

• Emphasize written creativity and input

• Ask / poll for specific ideas and input

• Re-energize by allowing “alone” time

Intuitives:

• Start meeting with global concept / strategies

• Don’t ask for “proof” of statements

• Provide visual, interconnecting charts

• Use “parking lot” often

Feelers:

• Provide introductory time

• Accept feelings-based observations, decisions

• Be conscious of body-language and nonverbals

• Encourage openness, offer confidentiality

Perceptives:

• Minimize agenda

• Provide flexibility in meeting times, progress

• Provide “parking lot” if need to progress

• Acknowledge creative inputs

Conducting Meetings with Types

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Introducing change to an IS

• Relate it to what I know

• Make practical sense to me

• Change at a steady pace, step

by step

• Be careful of details

• Give me time to think about it

• Change “the ways things are done

around here” only when necessary

Introducing change to an ES

• Relate it to the work I do

• Show me the practical results of change

• Offer a steady progression

• Be realistic with the schedule and don’t

• expect too much too soon

• Let me “hash it over” with others

• Show me that my work will be more

• effective if I make these changes

Introducing change to an IN

• Relate it to new theories and concepts

• Let me work on change that has impact

• Don’t burden me with routines;

let me change at my own pace

• Let me set my own quality control

standards

• Let me work with my own ideas

• Change the ideas and concepts

Introducing change to an EN

• Relate it to changing things in my world

• Challenge my imagination

• Minimize the routine, maximize variety

• Let me work on broad focus and overview

• Let me brainstorm with others and try out

my ideas to see how people react

• Let me try to change the world

Introducing Change to the Quadrants

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For E’s:

• What ideas can be generated from this?

• Document what was discussed

For S’s:

• How does this affect the Big Picture?

• What patterns have developed that can

tell us about success or road blocks?

For T’s:

• How will individuals react to this?

• What resistance or enthusiasm can we

expect from these changes?

• What can we do to ease the impact on

each individual?

For J’s:

• Have all of the of the major alternatives

been considered?

• What other possibilities are there?

• Have we rushed into a decision?

For I’s :

• How can we verbally explain our ideas?

• Did we identify all of the ideas, issues, and

obstacles?

For N’s:

• Can this work?

• What are the real-world impacts?

• Who will have to do what by when?

For F’s:

• Is this fair for everyone?

• What overall policies / strategies can be

put in place to guide people?

• What logical issues may influence people?

For P’s:

• Did we get done on time?

• Did all of the necessary decisions get made?

• Do we need closure on the remaining issues

for this to be a success?

Coaching Questions: Missing Perspectives