Myers-Briggs Type Indicator

INOV 101

February, 2008

Purpose• Better self management through heightened self-

awareness. • Understand mental diversity and strengthen

relationships with others.• Identify preferences and how these preferences are

similar and different from others on the team.• Develop and sharpen interpersonal skills that will

heighten personal and job effectiveness.• Have some fun.

Agenda• Review the MBTI dimensions• MBTI results, self-validation• Class profile• MBTI and change• MBTI and leadership• MBTI and decision-making

Exercise• Handwriting

• Cross arms

• Clasp hands• Describe the differences

Easy Hard

Comfortable Awkward

Effortless Concentrated

Natural Unnatural

Fast Slow

Mature Immature

Competent Incompetent

Individual Preferences• Part of our “filters” – the way people see the world

is different.• No right or wrong type - another form of diversity.• Type has nothing to do with ability or competence.• Meant for normal, healthy, well adjusted adults.• This is a theory - it cannot be proven, but can be

supported and/or refuted.• Everyone uses every preference. However, we

favor one preference over the other on each of the four scales.

Trait vs. Type

• Inborn or acquired• More or less• Too much or too

little is diagnostic• Normally

distributed

• Inborn preference

• Either or• Too much or too

little is irrelevant• Bimodal

Trait Type

History• C. G. Jung’s theory-(Swiss psychoanalyst) 1875-1968

– Psychological Types - translated into English in 1921– Katharine Cook Briggs (1875-1968)

• Isabel Briggs Myers (1896-1980)– 1923 - type watching and validating Jung’s theory– 30 years of development for the indicator - form A in 1942– 1962 by ETS for research only, generally available in 1976 – Currently over 6000 references– In use world wide – Published by CPP

• Relevance– By understanding how you and others see the world

differently, you will gain insight into communications and relationships

Preference DescriptionFour scales:

E or I: Extraversion or Introversion is attitude.How do you direct your energy?

S or N: Sensing or iNtuition is a perceiving function. How do you input?

T or F: Thinking or Feeling is a judging function. How do you process?

J or P: Judging or Perceiving is a lifestyle orientation.

How do you relate to the outside?

MBTIE ------------------------------------ I

S ------------------------------------ N

T ------------------------------------ F

J ------------------------------------ P

ENERGY FLOWATTITUDE

DECISION MAKINGJUDGING FUNCTION

DATA GATHERINGPERCEIVING FUNCTION

ORIENTATION TO THEOUTER WORLDATTITUDE

E or I (Attitude)It’s where you get your energy and where you direct your energy: outside or inside

Extra (not extro)

– Act and (maybe) reflect “talk it out”

– Lots of “friends”

– Breadth

– Like working in groups

Intra

– Reflect and (maybe) act “think it through”

– A few close friends

– Depth

– Prefer solitary activities

Key Words

• Active• Outward• Sociable• People• Many• Expressive• Breadth• Live it, then

understand it

• Reflective• Inward• Reserved• Privacy• Few• Quiet• Depth• Understand it, before

live it

E I

Self-Assess

E’s View

Admire about I’s– Do things on their own– Nice not to be center

of attention– Not feeling like you

have to speak up– Think things through

Baffled by– Why they take so

long to answer

I’s View

Admire about E’s– High energy– Verbal– Doers– Risk takers– Comfortable with self

and others– Confidence

Baffled by– Too many words– Don’t shut up– Too Impulsive– Opinionated– Changeable

S or N Function It’s how you prefer to input - the perceiving mental

function– It is irrational (we have no control)

Input - S– Directly via the senses - specific parts - present -

practical– Step by step– Structured

Input - N– 6th sense or hunch - relationships - future - imagine– Jump in anywhere– Skip steps

Key Words

Details

Present

Practical

Facts

Sequential

Directions

Repetition

Enjoyment

Perspiration

Conserve

Literal

Patterns

Future

Imaginative

Innovations

Random

Hunches

Variety

Anticipation

Inspiration

Change

Figurative

S N

Self - Assess

S’s on “leaf”falltreerakeflowerssaladpilecompostmulch4 leaf cloverburning smellautumn

N’s on “leaf”

floating

newfurcrust

artblower

table

mulch

symbol

tumbling

light

autumn

rakingrainplayartleafdriedspringgoldthru a bookburning oaksunnew

crispy

slippery

dead

redchang

e

bare

sunlight t

hrough

lettuce

salad

acorns

shade

gutters

leaf me alone

Pot

Erickson

decayMINT JULEPS

T or F Function It’s how you prefer to process information

– Rational, judging mental function

Process - T– Objective– Head– Principles (truth, justice)

Process - F– Subjective– Heart– Value (relationship, harmony)

Key Words

HeadObjectiveJusticeCoolImpersonalCritiqueAnalyzePrecisePrinciples

Heart

Subjective

Harmony

Caring

Personal

Appreciate

Empathize

Persuasive

Values

T F

Self-Assess

J or P The Lifestyle

What does the outside world see?J

– Ordered– Planned– Decisive

P– Spontaneous– Flexible– Curious

Key Words

OrganizedStructureControlDecisiveDeliberateClosurePlanDeadlinesProductive

FlexibleFlowExperienceCuriousSpontaneousOpennessWaitDiscoveriesReceptive

J P

Self-Assess

Contributions of Preferences

• Extraverted types – Remain aware of the environment,

maintain their networks, and take action.

• Introverted types– Pay attention to the infrastructure,

conceptualize the problem, and look deeply into issues.

Contributions of Preferences

• Sensing types – Know the facts, understand the planning

stages, and work out implementation details.

• Intuitive types– See the big picture, forge into new areas,

and develop new possibilities.

Contributions of Preferences

• Thinking types – Discuss the issues in a logical way,

consider the pros and cons of various alternatives, and spot the inconsistencies in a plan.

• Feeling types– Understand what is important to people,

acknowledge the human side of decision making, and help others accept decisions.

Contributions of Preferences

• Judging types – Generate systems, provide organization,

and act with decisiveness.

• Perceiving types– Are open to new ideas, provide insight, and

react with flexibility if the system breaks down.

MBTI Results

• This is a hypothesis until it is verified by you• Reasons for differences between survey and

self-assessment:– Feeling torn between demands of work and self

preferences– Questions were answered in terms of what you

thought was expected– Terms used were misunderstood– Confusion due to perceived social pressure– Currently in a growth period developing new

processes– Suffering illness or sleep deprivation

Team Type Lens

ESTJ2

ESTP2

ISTP2

ISTJ7

ESFJ3

ESFP1

ISFP1

ISFJ2

ENFJ3

ENFP2

INFP2

INFJ3

ENTJ3

ENTP2

INTP3

INTJ3

Using Different “Lenses”

• Quadrants Lens: Change

• Temperament Lens: Leadership

• Dynamics Lens: Problem-solving or decision-making

Quadrants Lens

ESTJ

ESTP

ISTP

ISTJ

ESFJ

ESFP

ISFP

ISFJ

ENFJ

ENFP

INFP

INFJ

ENTJ

ENTP

INTP

INTJ

IS (12) IN (11)

ES (8) EN (10)

Quadrants and ChangeISThoughtful Realists

Like to test their ideas to see whether they are supported by the facts; they want to deal with practical, concrete information in a careful and unhurried way.

“Let’s keep it!”

INThoughtful and Innovative

Introspective and do their best work in theoretical fields where ideas and depth of understanding are important. They value knowledge for its own sake.

“Let’s think about it differently!”

ESAction-oriented Realists

Want to see that practical tasks are carried out. They prefer a work environment where realistic, down-to-earth tasks and problems are managed. Prefer a culture that focuses on results relating to people, data, or things.

“Let’s do it!”

ENAction-oriented and Innovative

Value change, see possibilities as a key aspect of their work, and like to be challenged and to challenge others. They tend to have a wide range of interests and are willing to work with systems or relationships.

“Let’s change it!”

Introducing Change to the Quadrants

ISRelate it to what I know.

•Make practical sense to me.

•Change at a steady pace, step by step.

•Be careful and mindful of details.

•Give me time to think about it.

INRelate it to new theories and concepts.

•Let me work on change that has impact.

•Don’t burden me with routines; let me set my own pace.

•Let me set my own quality control and standards.

ESRelate it to the work I do.

•Show me the practical results change will bring.

•Offer a steady progression, step by step.

•Let me “hash it over” with others.

•Show me that my work will be more effective if I make the change.

ENRelate it to changing things in my world.

•Challenge my imagination.

•Minimize the routine; maximize the variety.

•Let me work on the broad focus and overview of the change.

•Let me try to change the world.

Temperaments Lens

ESTJ

ESTP

ISTP

ISTJ

ESFJ

ESFP

ISFP

ISFJ

ENFJ

ENFP

INFP

INFJ

ENTJ

ENTP

INTP

INTJ

SP (6)

NF (10) NT (11)

SJ (14)

SJ – Asks “What?”ISFJ, ESFJ, ISTJ, ESTJ

• Loyal to system• Duty• Super-dependable• Resists change• Preserves traditions• Precise• “Don’t fix what isn’t

broken”• Authority dependent

• Procedures• Decisive• Stability• “Should”, “Should not”• Social responsibility• Structure• Orderly

SJ LeaderTraditionalist/Administrator

• Work hard/keep busy• Facts before action• Briefed to last detail• Results oriented• Impatient with schedule/agenda changes• Organize for stability• Prefer written communications• Discovered Murphy’s law• Difficulty expressing appreciation• Tendency to overkill

SP – Asks “When?”ISTP, ISFP, ESTP, ESFP

• Free spirit• Action-oriented• Fun-loving• Good in crisis situations• “When all else fails,

read directions”• Impulsive• Needs freedom and

space• Flexible/Adaptable

• Realistic• Uninhibited• Enjoys the moment• Practical• Spontaneous• Likes hands-on

experience• Most joyful• Seeks change and

variety

SP LeaderPromoter/Troubleshooter

• Work smart• No wasted motion• Opportunistic• Everything is negotiable• Focus is right now• Little interest in tradition• Impatient with theory/abstraction• Express appreciation easily• Can be unpredictable• Can be too impulsive

NF – Asks “Who?”INFJ, INFP, ENFP, ENFJ

• Interpersonal skills• Supportive of others• Sympathetic• Relationships• Seductive• Possiblilities for

people• Interaction• Cooperation• Vivid imagination

• Mysterious• Hypersensitive to

conflict• Search for self• Autonomy• Needs

encouragement and recognition

• Integrity• “Becoming”

NF LeaderDemocratic/Catalytic

• Organizational climate over structure• Good listener• Good spokesperson• Anti-authoritarian• Emotional and persuasive• Flair for dramatizing the mundane• Might get overextended• Can create dependencies• Need to schedule renewal time• Easily express appreciation of people

NT – Asks “Why?”INTJ, INTP, ENTP, ENTJ

• High achievers• Knowledge• Objective perceptions• Independent• Self-doubt• Intellectually curious• Conceptualizers• Non-conformist• Competition with self

• Wordsmiths• Principles• Enjoys complexity• Authority independent• Architect of change• Systems designers• Argumentative• What would happen

if…?

NT LeaderVisionary/Scientist

• Systems/theory focused• Organize around theoretical framework• Architects of change• Tend to stand on principle• Powerful behind the scenes• Masters of the technical• Impatient with human conditions• Responsive to intellectual appeals• Express appreciation of ideas• Tendency to overplan

DOMINANT

Type Dynamics

AUXILIARY

Tertiary

Least Preferre

d

MBTI

E ------------------------------------ I

S ------------------------------------ N

T ------------------------------------ F

J ------------------------------------ P

ENERGY FLOWATTITUDE

DECISION MAKINGJUDGING FUNCTION

DATA GATHERINGPERCEIVING FUNCTION

ORIENTATION TO THEOUTER WORLDATTITUDE

PJ

Eight Extraverted and Introverted Dominant Functions

Se Dominant Extraverted Sensing (ESTP & ESFP)Goal: to experience as much as possible; to have an unending variety of sensing experience

Si Dominant Introverted Sensing (ISTJ & ISFJ)Goal: to form a solid, substantial, and accurate understanding of the world around them and their place in it

Ne Dominant Extraverted Intuition (ENTP & ENFP)Goal: to find and explore new possibilities, new and exciting challenges

Ni Dominant Introverted Intuition (INTJ & INFJ)Goal: to develop their inner intuitive patterns for understanding the world

Eight Extraverted and Introverted Dominant Functions

Te Dominant Extraverted Thinking (ESTJ & ENTJ)Goal: to create logical order in their external world; to make their environment rational

Ti Dominant Introverted Thinking (ISTP & INTP)Goal: to create logical order internally; to develop rational principles for understanding the world

Fe Dominant Extraverted Feeling (ESFJ & ENFJ)Goal: to create harmony and cooperation in their external environment; to facilitate others in getting what they need and want

Fi Dominant Introverted Feeling (ISFP & INFP)Goal: to develop their internal core of values, establish an external life that is congruent with them, and help both individuals and humankind fulfill their potential

Dominants’ Approach to Problem SolvingS and N

SHow is the problem best defined?

What are the ramifications now?

What goals are we working toward?

How can time lines be established and what are the intermediate objectives?

What costs are incurred – financial, emotional, etc.?

NWhat are the common threads?What are the multiple alternatives?What is the relationship of the part to the system?What are the opportunities for growth?What are our hunches about this issue?

Dominants’ Approach to Problem SolvingT and F

TIs this a legitimate issue?

How does it affect the bottom line?

What are the pros and cons?

What is the relationship of cause to effect?

What are the systemic qualities?

FWhat are people’s feelings concerning this?

How can different sides be accommodated?

What’s the most diplomatic way to proceed?

What will increase harmony?

How does this affect me and the people I care about?

How to Work with the Dominants

Sensing Dominants

It has to make sense

Stability

Intuitive Dominants

It has to appeal to the imagination

Change

Thinking Dominants

It has to be logical

Effective

Feeling Dominants

It has to consider aspirations.

Integrity

Use All Functions for Problem Solving

Sensing PerceptionDetermine the facts, givens, and other data.

Assets and liabilities.

Intuitive Perception

Look at possibilities, ways to change, brainstorm.

Future implications.

Thinking Judgment

Make an objective analysis of the situation.

Look at logical consequences.

Feeling Judgment

Look at the people consequences of different options.

Weigh against your values.

Journey

“Learning to respect individual differences

is not something that truly has an end;

it is a learning that asks of us

ongoing attention and a willingness to grow”

C.R. Martin

Time to relax