2. Workshop Objectives
Understanding an individual’s preferred way of
functioning in the world.
Understand an individual’s behavior based on choices
and decisions made.
Understand how your type contributes to the way you
work and lead others.
Understand where your type preferences may impede
your effectiveness.
Understand how others may experience you as a
communicator, a decision-maker.
Purpose is self management.
4. How Else are People Different?
“I’m no different from anybody
else with two arms, two legs
and 4,200 hits.”
Pete Rose
5. Purpose of the MBTI
Helps identify preferences:
Where do you find your energy?
How do you take in information?
How do you make decisions or come to
conclusions?
What is your lifestyle or work orientation?
7. Introductions
Name
Department
How long at your current job/position
Expectations
Describe self using 4 words
8. Key Concepts
Type is innate
Type can be influenced
Type is observable
Type is not a box
Type is not an excuse
Type indicates preferences, not skills
Type is a journey
9. History: Myers/Briggs
Katherine Briggs (1920)
Interested in human behavior
Developed an original way to describe it
Published her theory in 1926
Theory included 4 types: sociable, contemplative,
executive, spontaneous
Same time, Carl Jung, Swiss psychoanalyst,
developed theory of personality types (1923)
10. History: Myers/Briggs
Together, Briggs with her daughter, Isabel
Myers, integrated their work with Jung
Myers created a paper and pencil inventory in
1940
Her motivation was to be helpful in the war effort by
placing people in occupational roles that best fit their
preferences
To validate MBTI, Myers launched a study of medical
students
Understanding Work Styles
11. History: Myers/Briggs
Consulting Psychologists Press formally
developed the MBTI in 1970
Translated into several languages
Helps people in career choices, marriage and family
counseling, team building, leadership development,
diversity awareness, etc.
12. History: Carl Jung
“Random behavior is not random at all”
Patterns emerge that reflect person’s
preferences
Energy source
Talking in information
Making decisions
Human behavior is rather orderly and consistent
over time
Jung’s Theory similar to handedness
17. How Are You Energized ?
Extroversion Introversion
External Internal
Outside thrust Inside pull
Blurt it out Keep it in
Breadth Depth
Work more with people and things Work more with ideas and
Interaction thoughts
Wants to change the world Concentration
Action Wants to understand the world
Do-think-do Reflection
After thinkers Think-do-think
Approachable Fore thinkers
Impenetrable
“Have to experience life to “Have to understand life to
understand it” experience it”
Understanding Work Styles
18. E/I
What do you
think?
Sure, stop by to
see me
21. How Do You Gather Information ?
Sensing INtuition
Five Senses Sixth Sense
(reliance on experience and (reliance on possibility and
actual data) inspiration)
Practicality Innovative
Reality Abstraction
Present focus Future focus
Live life as it is Change, rearrange life
Prefers using learned skills Prefers adding new skills
Pays attention to details Looks at “Big Picture”
Makes few factual errors Identifies complex patterns
Needs to work through a problem Sees results/solution of a problem
to see a result at the beginning
Understanding Work Styles
22. SENSING INTUITION
I’ve just had a
This is a fairly fantastic new idea for
short ride for the next week’s BTB
price meeting!
24. INTUITION + INTUITION -
Inspiration Unrealistic
Imaginative Erratic
Innovative Disconnected
Creative leaps Head in the clouds
Envisioning Disruptive
Forward thinking Over complicated
Understanding Work Styles
25. How Do You Make Decisions or Come
to Conclusions?
Thinking Feeling
Decisions based on the logic Decisions based on human
of the situation values and needs
Things People
Truth Tact
Principles Harmony
Solves problems Supports others
Is brief and businesslike Is naturally friendly
Acts impersonally Acts personally
Treats others fairly Treats others uniquely
Can be insensitive Can be too sensitive
Understanding Work Styles
29. What is Your Lifestyle or Work Orientation?
Judgment Perception
Planned Spontaneous
Decisive Curious
Self-regimented Flexible
Purposeful Adaptable
Exacting Tolerant
Focus on completing task Focus on starting tasks
Makes decisions quickly Postpones decisions
Wants only the essentials of Wants to find out about the job
the job
“Run their lives” “Live their lives”
Understanding Work Styles
34. What MBTI is NOT:
NOT a test (there are no right or wrong, good or
bad answers)
NOT a measure of mental health
NOT a measure of intelligence, maturity, traits or
behaviors
NOT a predictor of excellence, skills or abilities
35. What is MBTI
a self-report instrument
nonjudgmental
an indicator of preferences
a way to sort, not to measure
well researched
rich in theory
professionally interpreted
used internationally
37. Your Composite Results
(Customized by certified facilitator, according to group)
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
n = 17 E=65% I =35% --- S=35% N=65% --- T=65% F=35% --- J=76% P=24%
38. Distribution of Preferences in Men
and Women
Men prefer Introversion slightly more than
women do.
The proportion of Sensing and Intuition
preferences is about the same for men and
women.
Women prefer Feeling to Thinking by a 3:1
margin.
Women prefer Judging slightly more than men
do.
45. Communications
Clues
Talk it Out – Extraverts Think it Through –
Specifics – Sensing Introverts
Types The Big Picture –
Logical Implications – Intuitive
Thinking Types Impact on People –
Joy of Closure – Feeling Types
Judging Types Joy of Processing –
Perceiving Types
Understanding Work Styles
46. Detecting Extraversion and
Introversion
Frequent Invitations to join
Held for long Eye Contact Language in
time Finishes your
sentences
Often averted
Well crafted
answers
Pauses & silences
Extensive contact
Animated with others
Fidgets Team activities
Static Human
Posture Contact At ease with own
company
Solo pursuits
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles
47. Detecting Sensing and
iNtuition
Starts at the Lots of detail & data
beginning & works Lists & factual
forward in a
sequential fashion
Starting Content stories
Point FAB! Analogies &
Starts at the end anecdotes
and fills in the gap
with a few random
Impressions rather
thoughts than details
Practical solutions
based on what is
known Learns from
experience
Innovative solution
based on creativity Problem Sticking
& imagination
“That’s a novel Solving Power Try something once
and then move on to
approach” something different
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles
48. Detecting Thinking and
Feeling
Concise & to the
point
To criticism of
Language Sensitivity product or
Objective and competence
succinct
To personal criticism
Subjective &
rambling
Apparently illogical
Confident
Quick to criticize
Achievement
May correct you
oriented
Actively listens
Impact on others Impressions Empathy Good at reading
Prepared to admit others
weaknesses
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles
49. Detecting Judging and
Perceiving
Neat & tidy
dress Symmetry
Appearance Conformance
posture
Non-conformist
Non-traditional
Likes order
Speaks fondly of/
virtue or necessity Enjoys controlling the
of… future
May like “to buck the
Systems & Planning for Revels in spontaneity
system” Processes the Future
Speaks of
bureaucracy/Red
tape
Source: Keith Patching – Cranfield University, School Of Management, London
Understanding Work Styles
50. Personal Application
Select one individual with whom you would like
to improve your ability to communicate and/or
influence
Based on your experience with this individual,
identify his/her likely preferences
Based on what was covered today, identify 3
actions you will take to improve
influence/communications with this person
Additional Insight
Know Thyself: complete self assessment on p.16 of workbook