mbti classroom activity slides and team dynamics
TRANSCRIPT
MBTI AIDS TEAM MEMBERS BY
• Fostering openness and trust• Providing a neutral and affirmative language with which to discuss differences• Underscoring the value of diversity• Teaching team members to value and work with strengths of others• Helping increase productivity by aligning an individual's MBTI to particular team
task• Identifying team assets and blind spots.• Supplying a framework where team members can better understand and manage:
communication, team culture, leadership, change, problem solving/conflict resolution and stress
E AND I: AT WORKEXTRAVERTSSpeak–Think–SpeakFavor an energetic atmosphereDesire an action-oriented leaderHave an enthusiastic approach to changePrefer to start the problem-solving process as a groupFind too little interaction stressful
INTROVERTSThink–Speak–ThinkFavor a calm atmosphereDesire a contemplative leaderHave a measured approach to changePrefer to start the problem-solving process individuallyFind too much interaction stressful
E & I ACTIVITY
DO YOU LOOK FORWARD TO PARTIES WITH LOTS OF PEOPLE? HOW DO YOU INTRODUCE YOURSELF AT A PARTY? TO HOW MANY PEOPLE DO YOU SPEAK? WHEN AND HOW DO YOU LEAVE?HOW DO YOU FEEL AFTER THE PARTY?
UNDERSTANDING EACH OTHERDIVIDE INTO PAIRS/GROUPS OF AT LEAST ONE E AND ONE I
ANSWER THESE QUESTIONS
What do you admire about the other type?What baffles you about the other type?
REPORT BACK TO THE GROUP
S AND N: AT WORKSENSINGTalk in specific termsValue being surrounded by realistic peopleWant pragmatic leadershipProceed step by step during changePrefer to employ established problem-solving methodsFeel stressed when overloaded with abstract theories
INTUITIONTalk in general termsValue being surrounded by imaginative peopleWant visionary leadershipJump from step to step during changePrefer to create new problem-solving methodsFeel stressed when overloaded with specific details
T AND F: AT WORKTHINKINGOffer objective adviceWant standards that are fair to peopleDesire just leadershipPrefer change to be logicalLook at problems in terms of cause and effectFind incompetence stressful
FEELINGOffer supportive adviceWant standards that are sympathetic to peopleDesire compassionate leadershipPrefer change to be harmoniousLook at problems in terms of their impact on peopleFind lack of cooperation stressful
J AND P: AT WORKJUDGINGWant communication to be systematicPrefer their environment to be scheduledLike a leader to be planfulTake an outcome-oriented approach to changeComfortable moving toward a fixed solutionFind indecisiveness stressful
PERCEIVINGWant communication to be spontaneousPrefer their environment to be flexibleLike a leader to be adaptableTake a process-oriented approach to changeComfortable keeping options openFind premature closure stressful
LEADERSHIPEXTRAVERTSBe assertive & directStart with actionsFocus on breadth and external environmentDevelop plans with discussions with others
INTROVERTSLead by exampleStart with ideasFocus on depth and internal environmentDevelop plans with private reflection
LEADERSHIPSENSINGLead from experienceBe pragmaticUse accepted ways of leadingHave an immediate, here and now outlook
INTUITIONLead from insight & understandingBe innovativeTry out new ways of leadingHave a long range outlook
LEADERSHIPTHINKINGTough when situations demand itSeek efficiencyTake pride in being fairUse a task centered and results based leadership style
FEELINGTender when people need itSeek dedicationTake pride in being sensitive to peopleUse a relationship centered & consensus based leadership style
LEADERSHIPJUDGINGFocus on implementation and getting the job done nowAct on set prioritiesPrefer to have controlExpect follow through
PERCEIVINGFocus on considering all angles of problemRespond to opportunities as they present themselves Prefer to have freedom Expect adaptability
TYPE CONTRIBUTIONS