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The Myers-Briggs Type Indicator: Overview, Refresher, and Update

Sponsored by the Santa Clara County Psychological AssociationBobbi Emel, MFT

Presented by(Bobbis type)

The MBTI Instrument2was developed by Katharine C. Briggsand her daughter Isabel Briggs Myersbased 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).

2Jungs Theory3Jung believed that preferences are innateinborn predispositions.He also recognized that our innate preferences interact with and are shaped by environmental influences:FamilyCountryEducationand many others3About the MBTI Instrument4An indicatornot a test Looks only at normal behaviorForced-choice questions Takes about 2040 minutes to complete No right or wrong answersanswer as you see fit Your results are confidential4About the MBTI Instrument (cont.)5There are no good or bad typesall types have some natural strengths and some possible pitfalls or blind spots.The instrument gives practical results you can use:In teamworkIn communicationIn decision making

5Jungs Theory6We will look at four pairs of oppositeslike 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 changethey 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 variableenvironment!6Jungian Theory 7

7Extraversion or Introversion8The direction in which we focus our attention and energy

Source: I. B. Myers, Introduction to Type, 6th ed. (Mountain View, CA: CPP, 1998), p. 9.8EI9People who prefer Extraversion: Focus their energy and attention outward Are interested in the world of people and thingsDraw energy from being around people

People who prefer Introversion:Focus their energy and attention inward Are interested in the inner world of thoughts and reflections Draw energy from being alone

We all use both preferences, but usuallynot with equal comfort.9People Who Prefer Extraversion10Are attracted to the outer world of people and events Are aware of who and what is around them Enjoy meeting and talking with new people Are friendly, often verbally skilled, and easy to know Tend to speak out easily and often at meetingsMay not be as aware of what is going on inside themselves10People Who Prefer Introversion11Are attracted to the inner world of thoughts, feelings, and reflections Are usually very aware of their inner reactionsPrefer to interact with people they know Are often quiet in meetings and seem uninvolvedAre often reserved and harder to get to knowMay not be as aware of the outer world around them11People Who Prefer Extraversion12Do their thinking as they speak May act and/or speak first, then (possibly) thinkTell you about themselves, speaking rapidlyGive breadth to life Can get bored and restless if theyre alone too long Can seem shallow and intruding to Introverts Need Introversion for balance12People Who Prefer Introversion13Need time to gather their thoughts before speaking Reflect and think before (possibly) actingWant to know you before self-disclosingBecome drained and tired interacting with people (particularly strangers) Give depth to lifeCan seem withdrawn and secretive to Extraverts Need Extraversion for balance13Extraversion or Introversion14

Source: N. J. Barger & L. K. Kirby, Introduction to Type and Change (Mountain View, CA: CPP, 2004), p. 4.14Some Key Words Associated with15ExtraversionActionOutwardPeopleInteractionManyExpressiveDo-Think-DoIntroversionReflectionInwardPrivacyConcentrationFewQuietThink-Do-Think

15Sensing or Intuition16The way we take in information and the kind of information we like and trust

Source: I. B. Myers, Introduction to Type, 6th ed. (Mountain View, CA: CPP, 1998), p. 9.16SN17People who prefer Sensing: Prefer to take in information using their five sensessight, 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.17People Who Prefer Sensing18See and collect facts and details Are practical and realistic Start at the beginning and take one step at a timeAre specific and literal when speaking, writing, and listening Live in the present, dealing with the here and now Prefer reality to fantasy18People Who Prefer Intuition19See patterns, possibilities, connections, and meanings in informationAre conceptual and abstractStart anywhere and may leap over basic stepsSpeak and write in general, metaphorical termsLive in the futurethe possibilitiesPrefer imagination and ingenuity to reality19People Who Prefer Sensing20Like to work with the parts to see the overall design Like set procedures, established routines Prefer practical, concrete problems and dislike theoretical or abstract problems Can seem materialistic and too literal to Intuitive types Need Intuition for balance20People Who Prefer Intuition21Study the overall design to see how the parts fit Thrive on change, new ideas, and variety Prefer imaginative new solutions to problems and become impatient with details Can seem impractical dreamers to Sensing types Need Sensing for balance21Sensing or Intuition22

Source: N. J. Barger & L. K. Kirby, Introduction to Type and Change (Mountain View, CA: CPP, 2004), p. 4.22Some Key Words Associated with23SensingFactsRealisticSpecificPresentKeepPracticalWhat isIntuitionIdeasImaginativeGeneralFutureChangeTheoreticalWhat could be

23Thinking or Feeling24The way we make decisions

Source: I. B. Myers, Introduction to Type, 6th ed. (Mountain View, CA: CPP, 1998), p. 10.24TF25People 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.25People Who Prefer Thinking26Use logic to analyze the problem, assess pros and consFocus on the facts and the principles Are good at analyzing a situation Focus on problems and tasksnot relationshipsMay not include the impacts on people or peoples emotions in their decision making26People Who Prefer Feeling27Use their personal values to understand the situationFocus on the values of the group or organizationAre good at understanding people and their viewpoints Concentrate on relationships and harmonyMay overlook logical consequences of individual decisions27People Who Prefer Thinking28Take a long-term view, seeing things as an onlooker Are good at spotting flaws and inconsistencies and stating them clearly When required, can reprimand or fire people Believe fairness, justice, and equitability are very important May seem cold and detached to Feeling types Need Feeling for balance28People Who Prefer Feeling29Take an immediate and personal view of situations Like to show appreciation and caring for others Have difficulty telling people unpleasant thingsBelieve fairness means treating each individual as a whole personMay seem overly emotional and irrational to Thinking types Need Thinking for balance29Thinking or Feeling30

Source: N. J. Barger & L. K. Kirby, Introduction to Type and Change (Mountain View, CA: CPP, 2004), p. 4.30Some Key Words Associated with31ThinkingHeadDistantThingsObjectiveCritiqueAnalyzeFirm but fairFeelingHeartPersonalPeopleSubjectivePraiseUnderstandMerciful

31Judging or Perceiving32Our attitude toward the external world and how we orient ourselves to it

Source: I. B. Myers, Introduction to Type, 6th ed. (Mountain View, CA: CPP, 1998), p. 10.32JP33People 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.33People Who Prefer Judging34Like to make plans and follow them Like to get things settled and finished Like environments with structure and clear limitsEnjoy being decisive and organizing others Handle deadlines and time limits comfortably Plan ahead to avoid last-minute rushes34People Who Prefer Perceiving35Like to respond resourcefully to changing situationsLike to leave things open, gather more informationLike environments that are flexible; dislike rules and limitsMay not like making decisions, even when pressed Tend to think there is plenty of time to do thingsOften have to rush to complete things at the last minute35People Who Prefer Judging36Like rapidly getting to the bottom line and deciding Dislike being interrupted on a project, even for a more urgent one May make decisions too quickly, or cling to a planMay not notice new things that need to be done May seem rigid, demanding and inflexible to Perceiving types Need Perceiving for balance36People Who Prefer Perceiving37Want to explore all the options before deciding May start too many projects and have difficulty finishing them May have trouble making decisions, or have no planMay spontaneously change plans May seem disorganized and irresponsible to Judging types Need Judging for balance37Judging or Perceiving38

Source: N. J. Barger & L. K. Kirby, Introduction to Type and Change (Mountain View, CA: CPP, 2004), p. 4.38Some Key Words Associated with39JudgingOrganizedDecisionControlNowClosureDeliberatePlanPerceivingFlexibleInformationExperienceLaterOptionsSpontaneousWait

39The Type TableISTJISFJINFJINTJISTPISFPINFPINTPESTPESFPENFPENTPESTJESFJENFJENTJISTJ11.6%

ISFJ13.8%INFJ1.5%INTJ2.1%ISTP5.4%ISFP8.8%INFP4.4%INTP3.3%ESTP4.3%ESFP8.5%ENFP8.1%ENTP3.2%ESTJ8.7%ESFJ12.3%ENFJ2.5%ENTJ1.8%The Type Table

Understanding the 16 TypesNot necessarily E + S + F + P = TypeISTJISFJINFJINTJISTPISFPINFPINTPESTPESFPENFPENTPESTJESFJENFJENTJSTs: The bottom-line people.Who, what, where, when, why, just tell me what I need to know.

SFs: The customer service peopleWho, what, when, where, why, how can I help everyone?

NFs: Possibilities for peopleI see interesting potential for peoples development and growth.

NTs: Possibilities for systemsI can develop strategies for making the system work better.

Understanding the 16 TypesISTJISFJISTPISFPISs: Thoughtful realistsCareful, dependable, preserve what is right and what is working. ESTPESFPESTJESFJESs: Action-oriented realistsReadily take action to make things happen in the here and nowINFJINTJINFPINTPINs: Thoughtful innovatorsThink through the big picture, develop complex understandings.ENFPENTPENFJENTJENs: Action-oriented innovatorsBrainstorm ideas, make connections, see new ways.Type DynamicsValue added:Dynamics . . .1. Identifies and describes the dominant function the core of the personality2. Clarifies what we extravert how others see us, our communication style3. Makes clear that every type has a part that is introverted not seenType DynamicsDominant our favorite, most used functionAuxiliary our second favorite function Tertiary - not in our typeInferior - not in our type, the function we are least comfortable usingType DynamicsDominantAuxiliaryTertiaryInferiorE N F PEISTJEIIType DynamicsEssential things to know:Extraverts extravert their dominant function and introvert their auxiliary functionIntroverts introvert their dominant function and extravert their auxiliary functionWhat this means:With extraverts what you see is what you get!With introverts what you see is not their most preferred function. Type Dynamics

General = Dominant functionAide = Auxiliary function

Extraverts: General is out front, Aide is helpingIntroverts: General is in the tent, Aide is out front

Type DynamicsBeing In the GripModerate stress: Tendency to exaggerate the dominant functionExtreme stress: May cause an eruption of the inferior function

Development of type dynamics through the lifespanThe focus of the first half of life is on directing energy into the dominant and auxiliary functions, developing self-knowledge and competent ways to be in the world and in relationships.

Midlife brings confusions and opportunities. The way one has always been becomes less satisfying and identity itself is questioned.

Finally comes increased access to previously unacknowledged parts of the self, associated with the tertiary and inferior functions the possibility of integration, wholeness, individuation.Briggs Myers, I. (1985). Introduction to Type, p. 35MBTI FormsForm M Self-Scorable

MBTI FormsForm M - Profile 2 pages Reported type Clarity of reported preferences Type descriptionForm M - Complete 5 pages Profile information More extensive type description: descriptors, characteristics of type, type with others, type at work, potential blind spots for typeMBTI FormsForm M Interpretive Report 5 pagesSimilar to the Form M Complete, except has more detail about type description Information about type dynamicsMBTI FormsForm Q Step IIExplores 20 facets 5 for each preference that gives more information about type. May answer questions like, Why am I an introvert if I enjoy talking so much?

Applications in clinical practiceIncrease clinicians information regarding: Behavior in the therapeutic setting Which preferences may be underdeveloped Client behaviors when In the Grip How to help clients become more comfortable with their preferences Your own preferences and how they inform your therapeutic styleOther applicationsRelationships Understand and respect differences Recognize differing styles of focus of attention, where energy is drawn, how information is taken in, how decisions are made, and relationships to the outside worldParenting Become more aware of childs own emerging preferences Recognize that parents type may be different than childs and guards against assumption that what works for the parent will work for the child

Other applicationsLearning styles May help clients understand how they best take in information in a number of different settings: work, school, interests.Problem-solving Help clients learn which function they tend to use in problem-solving. May encourage growth of other, less-used functions.Other applicationsCareers May help clients narrow fields of interest to them Business/teamwork Handling:- Conflict- Change- Communication difficulties Increase teamworkAccessing the MBTI forms and reportsCPP, Inc. Formerly Consulting Psychologists Press Sole publisher of the MBTIAccessing Materials www.cpp.com www.capt.org