Getting Back on
the Horse
Presented by Shawn Bakker
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Objectives
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Reintroduction to the MBTI & Personality Type
Review the MBTI feedback process
Cover steps for effective interpretation
Try some workshop activities
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Why the MBTI Instrument?
The MBTI assessment is a useful tool for
• Identifying your “default style”
• Understanding how this impacts your
approach to life
• Recognizing individual differences
• Determining specific needs of other people
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MBTI Assessment
Form M (Step I) instrument:
• 93 items
• Produces only Step I results
• Available online and self-scorable
FORM Q
FORM M
93 ITEMS
Form Q (Step II) instrument:
144 ITEMS
• 144 items (including the 93 Step I items)
• Produces Step I and Step II results
• Must be computer scored to produce Step II
results
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Introducing the MBTI
• Purpose and Objectives
• Not a test
• Participation is voluntary, results are
confidential
• No time limit
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Introducing the MBTI
“Try to respond from your most natural self, not
who you “have to be” due to work or personal
demands; who others think you are; who you
wish you were; or who you are trying to
become.”
“Inconsistent answers are normal”
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The Interpretation Process
• Step 1: Introduction of MBTI Theory and
“Preferences” using Handedness exercise
• Step 2: Define the 4 Dichotomies with SelfAssessment
• Step 3: Hand back results
• Step 4: Verify Type
• Step 5: Take Action
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Remember
• Your MBTI results belong to you
• The MBTI instrument is not a skills or
intelligence assessment
• Certain personality types are not “better” or
“worse” than others, nor are certain types
better or worse for certain jobs
• Our goal is to make constructive use of type
differences
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MBTI Results
®
Indicate preferences—inborn predispositions—on four pairs
of opposite preferences, called “dichotomies”
Extraversion
E
or
I
Introversion
Sensing
S
or
N
Intuition
Thinking
T
or
F
Feeling
Judging
J
or
P
Perceiving
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Preferences?
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Extraversion or Introversion
This dichotomy is about energy
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Extraversion or Introversion
People who prefer
Extraversion:
• Focus their energy and
attention outward
• Are interested in the
world of people and
things
People who prefer
Introversion:
• Focus their energy and
attention inward
• Are interested in the
inner world of thoughts
and reflections
We all use both preferences, but usually
not with equal comfort.
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E-I Effect on Work Styles
Extraversion
Introversion
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Prefer to communicate by talking
Work out ideas by talking them
through
Learn best by doing or discussing
Have broad interests
Sociable & expressive
Readily take initiative in work &
relationships
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Prefer to communicate by writing
Work out ideas by reflecting on
them
Learn best by reflection, mental
“practice”
Focus in depth of their interests
Private & contained
Take initiative when the situation is
very important to them
Sensing or Intuition
This dichotomy is about perception
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Sensing or Intuition
People who prefer Sensing:
• Prefer to take in
information using their
five senses—
sight, 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 preferences, but usually
not with equal comfort.
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S-N Effect on Work Styles
Sensing
Intuition
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Oriented to present realities
Trust experience
Factual & concrete
Focus on what is real & actual
Observe & remember specifics
Build carefully & thoroughly toward
conclusions
Understand ideas & theories
through practical applications
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Oriented to future possibilities
Trust inspiration
Imaginative & verbally creative
Focus on patterns & meanings
Remember specifics when they
relate to a pattern
Follow hunches
Want to clarify ideas & theories
before putting them into practice
Thinking or Feeling
This dichotomy is about decision making
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Thinking or Feeling
People who prefer
Thinking:
• Make their decisions
based on impersonal,
objective logic
People who prefer
Feeling:
• Make their decisions
with a personcentered, values-based
process
We all use both preferences, but usually
not with equal comfort.
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T-F Effect on Work Styles
Thinking
Feeling
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• Empathetic
• Guided by individual needs
• Assess impact of decisions on
people
• Strive for harmony & positive
interactions
• Compassionate
• May appear “tender-hearted”
• Fair – want everyone to be
treated as an individual
Analytical
Use cause-and-effect reasoning
Solve problems with logic
Strive for an objective standard
of truth
• Reasonable
• Can be “tough-minded”
• Fair – want everyone treated
equally
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Judging or Perceiving
This dichotomy is about the attitude you bring
to your external life
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Judging or Perceiving
People 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 preferences, but usually
not with equal comfort.
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J-P Effect on Work Styles
Judging
Perceiving
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Scheduled
Organize their lives
Systematic
Methodical
Make short- & long-term plans
Like to have things decided
Try to avoid last-minute stresses
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Spontaneous
Flexible
Casual
Open-ended
Adapt, change course
Like things loose & open to
change
• Feel energized by last-minute
pressure
Working with Teams and Individuals
 Verify type – then make it MATTER
 Activities combined with Action Plans to build
value
Activity Suggestions
 For Individuals: Address strengths and
developmental areas
 For Teams: Splitting activities and action planning
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Splitting Activities for Teams
E and I: Ideal work Environment
To communicate with us effectively...
S and N: What do you See?
Directions to the Airport?
T and F: A Friend’s Wardrobe.
Working with a friend/slacking colleague.
J and P: Work - Play
Would you take a dream trip?
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As a Facilitator….
 Capture similarities and differences
 Discuss impact of differences on team
communication, performance, dynamics
 Highlight the value that comes from having both
preferences in a team; acknowledge
contributions!
 Acknowledge the need to give each side what
they need to be their best – How do we do this?
Help the team action-plan during each activity
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Type is Not . . .
There is variation within each type
and type does not measure:
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Intelligence
Maturity
Development
Stress
Emotional health
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Extraversion – Introversion
Form groups based on your preference for
Extraversion or Introversion
• Describe your ideal working environment
• Record its characteristics on a flip-chart
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E – I Effect on Work Styles
People who prefer
Extraversion tend to:
People who prefer
Introversion tend to:
Talk things through
Think things through
Take action, get going
Reflect before acting
Want to be involved
Want to be informed
Prefer face-to-face communication
Prefer writing or one-on-one
communication
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Sensing - Intuition
What do you see?
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S – N Effect on Work Styles
People who prefer Sensing
tend to:
People who prefer Intuition
tend to:
Focus on practical realities
Focus on future possibilities
Want practical data
Want the big picture
Build carefully to conclusions
Look for connections and patterns
Rely on experience
Rely on innovative ideas
Say, “If it’s not broken, don’t fit it.”
Say, “Let’s try something new.”
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Thinking - Feeling
Form groups based on your preferences for
Thinking or Feeling
• You are a sales manager for a team of 6 sales
people.
• You can award two all-expenses-paid trips to
Hawaii.
• Each salesperson wants to go.
• How do you decide who is going?
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T – F Effect on Work Styles
People who prefer Thinking
tend to:
People who prefer Feeling
tend to:
Step back to get an objective view
Step in and identify with the people
involved
Analyze pros and cons
Assess impacts on people
Focus on tasks
Focus on relationships
Value competence
Value harmony and support
Be “fair”
Be “fair”
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Judging - Perceiving
• How comfortable would you be with leaving
this room, going to the airport, and catching a
flight to a dream location?
• Comfortable?
• Uncomfortable?
• Somewhere In-between?
• What thoughts go through your mind?
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J – P Effect on Work Styles
People who prefer Judging
tend to:
People who prefer Perceiving
tend to:
Want clear goals
See goals as moving targets
Make plans and follow them
Want flexible plans, options
Develop schedules and time frames Follow general parameters and
time frames
Drive to “wrap it up”
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Wait for decisions to emerge
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Action Planning
 Every Individual and Group session should wrap-up with an
action plan
 What will we change? What will we improve given our
insights?
Framework Suggestions
 Start, Stop, Continue
 Johari Window Activity
 Personal Operations Manual: Contributions, what I need,
What I overdo/Overlook, what Annoys me, how I annoy
others
 Benefits of: E-I, S-N, T-F, J-P
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Start, Stop, Continue
Start:
Stop:
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Continue:
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Personal Operating Manual
Answer the following questions to create an
“Operating Manual” on how others can best work
with you.
• The special contributions I make are...
• I do my best work when...
• I struggle to do my best work when...
• On the job, I get irritated by...
• I know that I annoy others by...
• The most important thing I want you to know
about me is...
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