MBTI Type Presentation--Introduction

MBTI®
Practitioner’s Field Guide Copyright 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this slide for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo
are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.
The Prosper Group Staff Assessment
PRESENTED BY
Staci A. Inskeep
Certified MBTI Practitioner
06/29/2016
D E V E L O P E D B Y
Linda K. Kirby and Nancy J. Barger

MBTI®
Goals for the Session
1.2
 Understand the purpose of the MBTI instrument
and how it is different from that of other
personality assessments
 Learn the preference definitions and apply them
 Self assess type preferences
 Determine best fit
 Determine Group Type
 Determine next steps for MBTI and The Prosper
Group

MBTI®
Why the MBTI®
Instrument?
2.3
The Myers-Briggs Type Indicator ®
(MBTI®
)
instrument is a powerful tool for
 Identifying one’s “default style”
 Recognizing individual differences
 Appreciating different contributions
 Determining specific needs of colleagues
and clients in work situations

MBTI®
Research on Differences
2.4
25 years of research on leaders/managers and
employees . . .
 1 million employees
 80,000 managers
. . . identifies the one major, significant difference in
effective leaders:
They recognize that their people are
different from each other and
they treat people differently.
Source: First, Break All the Rules (1999). New York: Simon & Schuster.

MBTI®
Worldwide Use
2.5
The MBTI®
tool is the most widely used
personality assessment in the world:
It is used in North America, South America,
Africa, Europe, Asia, the Middle East—and
all points in between!
89% of Fortune 100 Companies have an
active MBTI Program

MBTI®
The MBTI®
Instrument Is . . .
 Designed to identify normal differences
in people
 Intended to help you identify your innate
preferences
2.6

MBTI®
The MBTI®
Instrument Is Not . . .
 NOT Designed to measure skills,
intelligence, abilities, or technical expertise
 NOT Intended to tell you what you can and
can’t do
 MBTI is NOT a placement assessment or
test
2.7

MBTI®
Carl G. Jung
2.8
Carl Gustav Jung
(1875–1961), a Swiss
psychiatrist, developed
a theory of personality:
Differences between
people are not random;
instead, they form
patterns—types.

MBTI®
Katharine C. Briggs
2.9
Katharine Cook Briggs
(American, 1875–1968) read
Jung’s Psychological Types in
1923.
She spent the next
twenty years studying,
developing, and
applying Jung’s theory.

MBTI®
Isabel Briggs Myers
2.10
Isabel Briggs Myers
(American, 1897–1980)
developed Jung’s theory in
partnership with Katharine
Briggs.
Beginning in 1943,
she developed a set of
items that became the
Myers-Briggs Type
Indicator
®
instrument.

MBTI®
Nature vs. Nurture
 Nature—inborn tendencies, inherited
characteristics
OR
 Nurture—family, environment, and cultural
influences
1.11
Jung believed BOTH play a role in the development
of adult personality.
Personality experts tend to explain personality in
terms of:

MBTI®
Preferences vs. Traits
The MBTI®
instrument helps identify inborn
predispositions called preferences.
Most other personality inventories measure
behavioral habits, or traits.
1.12

MBTI®
What Are “Preferences”?
2.13
Turn to p. 8 in your Introduction to Type
®
booklet.
Preferred hand:
Sign your name the way you always do.

MBTI®
What Are “Preferences”? (cont.)
2.14
Nonpreferred hand:
Now put your pen in the other hand and
sign your name again.

MBTI®
Preferred vs. Nonpreferred
How did it feel to sign with your preferred
hand? (Give some words or phrases.)
With your nonpreferred hand?
1.15

MBTI®
Type Preferences
Most people find the two experiences different:
 We all use both hands, but for writing, one is
natural, easy, and fast—we do it without thinking.
 Writing with the nonpreferred hand feels
awkward, requires thought, takes longer—
and doesn’t produce the same result.
1.16
This is what Carl Jung and Isabel Myers—and the
MBTI®
instrument—mean by “preferences.”

MBTI®
MBTI®
Results
2.17
Indicate preferences—inborn predispositions—on four
pairs of opposite preferences, called “dichotomies”:
E
S
T
J
Extraversion
Sensing
Thinking
Judging
I
N
F
P
Introversion
Intuition
Feeling
Perceiving
or
or
or
or

MBTI®
Your MBTI®
Results Indicate . . .
 The four preferences you chose
 The clarity with which you reported those
preferences
 4 dichotomies thru 16 possible type
patterns
1.18

MBTI®
It’s a Process
The MBTI®
assessment is a carefully developed,
well-researched instrument
BUT
93 questions cannot tap into all the information you
have about yourself.
1.19
To decide on your best-fit type, consider:
 Your self-estimate
 Your MBTI results
 The type descriptions

MBTI®
Extraversion–Introversion
This dichotomy is about mental energy
 Where we focus our energy and attention
 How we gain mental energy
2.20

MBTI®
Extraversion or Introversion
2.21
Source: Introduction to Type ®
and Change (2004), p. 4. Mountain View, CA: CPP, Inc.

MBTI®
Extraversion or Introversion (cont.)
2.22
• Reflective and thoughtful
People who prefer
Extraversion tend to be
• Active and involved
• Energized by the outside
world
People who prefer
Introversion tend to be
• Energized by internal
processing

MBTI®
E–I Effect on Work Styles
2.23
• Reflect before acting• Take action, get going
• Prefer face-to-face
communication
• Talk things through • Think things through
• Prefer writing/one-on-one
communication
• Want to be informed• Want to be involved
People who prefer
Extraversion tend to
People who prefer
Introversion tend to

MBTI®
E and I Illustrated
2.24
Extraversion (E) Introversion (I)

MBTI®
E or I—Which Fits for You?
2.25
We all use both sides of this dichotomy and
display behaviors or skills related to both.
But for most of us, one side is natural,
preferred, and the source of energy and
clarity.
Which is your “home base”?

MBTI®
Sensing–Intuition
This dichotomy is about perception
 How we take in information
 The kind of information we like and trust
2.26

MBTI®
Sensing or Intuition
2.27

MBTI®
Sensing or Intuition (cont.)
2.28
• Trust and rely on their
insights, the explanatory
patterns they see
• Focus on “what is” through
the senses
• Focus on connections and
meaning in “what is”
• Trust and rely on “real,”
verifiable data
People who prefer
Sensing tend to
People who prefer
Intuition tend to

MBTI®
S–N Effect on Work Styles
2.29
• Want the big picture• Want practical data
• Rely on experience
• Focus on present realities • Focus on future possibilities
• Rely on innovative ideas
• Look for connections and
patterns
• Build carefully to
conclusions
• Say, “Let’s try something
new”
• Say, “If it’s not broken,
don’t fix it”
People who prefer
Sensing tend to
People who prefer
Intuition tend to

MBTI®
S and N Illustrated
2.30
Sensing (S) Intuition (N)
Exploring
possibilities
Reality
check

MBTI®
S or N—Which Fits for You?
2.31
preferred, and the kind of information we
trust.

MBTI®
Thinking–Feeling
This dichotomy is about decision making
 The way we organize and prioritize
information
 The process we use to make decisions
2.32

MBTI®
Thinking or Feeling
2.33

MBTI®
Thinking or Feeling (cont.)
2.34
• Apply empathy,
compassion, and attention
to individual needs
• Apply principles of fairness
and “reasonableness”
• Prioritize and decide using
detached analysis, logic
• Prioritize and decide using
personal and group values
People who prefer
Thinking tend to
People who prefer
Feeling tend to

MBTI®
T–F Effect on Work Styles
2.35
• Assess impacts on people• Analyze pros and cons
• Value competence
• Step back to get an
objective view
• Step in and identify with
the people involved
• Value harmony and support
• Focus on relationships• Focus on tasks
People who prefer
Thinking tend to
People who prefer
Feeling tend to
• Be “fair”• Be “fair”

MBTI®
T and F Illustrated
2.36
Thinking (T) Feeling (F)
Valuing
relationships
Critique!
Let’s take a
closer look

MBTI®
T or F—Which Fits for You?
2.37
preferred, and our best way to make
decisions.

MBTI®
Judging–Perceiving
This dichotomy is about the attitude we
bring to our external life
2.38
 How we organize our environment
 How we plan and complete tasks

MBTI®
Judging or Perceiving
2.39

MBTI®
Judging or Perceiving (cont.)
2.40
• Stay flexible to gather
information and
experiences
• Make plans and schedules
to move to completion
• Seek structure and order in
their daily life
• Seek openness and variety
in their daily life
People who prefer
Judging tend to
People who prefer
Perceiving tend to

MBTI®
J–P Effect on Work Styles
2.41
• Want flexible plans, options• Make plans and follow
them
• Drive to “wrap it up”
• Want clear goals • See goals as moving
targets
• Wait for decisions to
emerge
• Follow general parameters
and time frames
• Develop schedules and
time frames
People who prefer
Judging tend to
People who prefer
Perceiving tend to

MBTI®
J and P Illustrated
2.42
Judging (J) Perceiving (P)

MBTI®
J or P—Which Fits for You?
2.43
preferred, and the way we want our life
to run.

MBTI®
First Hypothesis
2.44
On p. 11 in your Introduction to Type®
booklet:
 Write in the four letters you chose based
on the preference definitions—your first
hypothesis.
 For a dichotomy in which you couldn’t
choose a preference, write in a question
mark.
E or I or ? S or N or ? T or F or ? J or P or ?

MBTI®
The Prosper Group
 Pass out Interpretive reports for the Myers-
Briggs Type Indicator Step II results
 Review results and highlight anything that
sticks out as highly accurate or not
completely accurate

MBTI®
Second Hypothesis
On p. 11 in your Introduction to Type®
booklet:
 Write in the four letters indicated on your
MBTI®
results—your second hypothesis.
 Your results show how you responded to
the items on the assessment.
E or I S or N T or F J or P
1.46

MBTI®
Finding Your “Best-Fit” Type
2.47
If the two hypotheses are the same:
 Read the full-page description of that type
in the Introduction to Type
®
booklet, pp. 14–29.
(“Contents” lists individual page numbers.)
If the two hypotheses are different on one
preference:
 Read both descriptions.
 Note parts of each description that are like
you and parts that are not like you.

MBTI®
VERIFY YOUR TYPE PREFERENCES
 Use yellow highlighter to highlight all the
items that appear to be your self assessed
best fit
 Use a pink highlighter to highlight all the
items that appear not fit so well in being
your self assessed best fit

MBTI®
The Group’s Type Distribution
When you are clear about your best-fit type,
sign in on the type table.
Find the space with your best-fit type in it
and sign your name.
1.49

MBTI®
THE PROSPER GROUP TYPE TABLE
2.50
ISTJ
Thomas
Meghan
Adam
Jessica
ISFJ INFJ INTJ
ISTP ISFP INFP
Jeremy
Velton
INTP
ESTP
Tyler
ESFP ENFP
Kristen?
ENTP
Jim
Bo
ESTJ
Kelli
Josh
Jeff
Andrew
ESFJ ENFJ
Kristen?
ENTJ
Kurt

MBTI®
Sixteen-Room House Analogy
2.51

MBTI®
THE PROSPER GROUP TYPE TABLE
 I—6
 E—9
 S—9
 N—6
 T—12
 F—3
 J—9
 P—5

MBTI®
THE PROSPER GROUP TYPE
ESTJYour Team Prefers:
Extraversion, Sensing, Thinking and Judging

MBTI®
VERIFY/CHANGE YOUR TYPE
 If you have changed your type from your
first hypothesis to your second hypothesis
go to the type table and change your
square

MBTI®
Constructive Use of Differences
 Becoming aware of the differences
 Learning about them
 Acknowledging the value of other
viewpoints
 Seeking out other perspectives
 Incorporating different perspectives into
our own regular processes
2.55

MBTI®
MBTI®
Type and Teams
Teams with type diversity . . .
 Take longer to do a task
 Experience more conflict
 Produce a better product
IF they can negotiate the differences.
Source: MBTI®
Manual, 3rd ed. (1998), p. 351. Mountain View, CA: CPP, Inc.
2.56

MBTI®
Adults in the United States
2.57
Form M reported type
National representative sample
N = 3,009
E
I
S
N
T
F
J
P
49%
51%
73%
27%
40%
60%
54%
46%
Source: MBTI®
Manual, 3rd ed. (1998), p. 379. Mountain View, CA: CPP, Inc.
ISTJ
11.6%
ISFJ
13.8%
INFJ
1.5%
INTJ
2.1%
ISTP
5.4%
ISFP
8.8%
INFP
4.4%
INTP
3.3%
ESTP
4.3%
ESFP
8.5%
ENFP
8.1%
ENTP
3.2%
ESTJ
8.7%
ESFJ
12.3%
ENFJ
2.5%
ENTJ
1.8%

MBTI Type Presentation--Introduction

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