SELF AS INSTRUMENT
USING SELF AS AN INSTRUMENT
FOR CHANGE
“THE WORLD AROUND US
IS CONTINUALLY IN THE PROCESS
OF BEING CREATED ANEW.”
--TRUST, JACK GIBB
CREATED BY DECISION WISE
Agenda
Intro to Self As Instrument
 What do you bring?
 Strengths, Weaknesses, Derailers, and
Gaps
 Myers-Briggs Type Indicator- Respecting
Differences
 Managing conflict

Concentric Circles Model
External Forces
External Forces
Personal
InterPersonal
Organizational
External Forces
External Forces
Self as an Instrument
What is an
INSTRUMENT?
What the purpose
of an
INSTRUMENT?
Your Signature Path
Who are you?
How have your life events made you who you are
today?
Holons and the “whole” person…
What are your Roles?
What does it mean to be Authentic?
Strengths, Derailers, and Gaps
Honoring Our Talents
Skills are learned, but talents come naturally– often
from an early age
 Talents are what we most enjoy doing. We may even
lose the sense of time or “hard work” when using
our talents
 Our Talents seek expression. We feel a drive to
share and do that which comes naturally to us.
 Through our Talents we make our greatest
contributions. Our legacy is likely to be associated
with such contributions.

Some Hints about Strengths…

Others tend to overlook our weaknesses
if they respect our strengths
 In the absence of contradictory data,
people extrapolate:
“ He/She is VERY good in this area, therefore he/she
must be good at everything else.”

The “Halo Effect” means that a positive
perception is easily reinforced.
Potential Derailers
A derailer is not just a weakness. It is a
weakness that is in the way of our progress
and potential contribution.
 A derailer is weakness that has the potential
to limit our progress in our career as well as
other areas of life.
 No degree of success in other areas can
compensate for a derailer.
 Sometimes, a derailer can be linked to a
talent taken to an extreme.

Some Hints about Derailers…
Others tend to focus on our weaknesses
if they undermine the end result
 In the absence of progress, people see
decline:

“ He/She has not improved in this area, therefore he/she
cannot continue working on this.”
The “Horn Effect” means that a negative
perception in one area easily poisons the well.

Potential Derailers
What are some of the most critical derailers that
could be faced in our work with HELP?
How do you Hope this Experience will Change You?
Why use the MBTI?

To understand Self


Strengths and Weaknesses




Preferences
To understand Others:
Aware of Differences
Communicate Effectively
Work better as a team
Psychological Type
Theory of personality developed by Swiss
Psychologist Carl Jung
 Asserts that differences between people
result from inborn preferences
 The natural, preferred way of using one’s
mind and directing energy; the behavioral
habits that develop as one uses these
preferences

Psychological Type
Is NOT about skills, intelligence, ability, or
technical expertise
 Is NOT a psychological evaluation- it’s a tool
 Does NOT tell you what you can and cannot do
 Affirms that people are a lot more than their
psychological type
environment
 culture
 education and training
 interests and motivation

The MBTI
Identifies polar opposites (dichotomies) in four areas:
The way people
naturally prefer to…
– direct and get energy
– take in information
– make decisions
– organize their external
world
By using…
– Extraversion or
Introversion
– Sensing or iNtuition
– Thinking or Feeling
– Judging or Perceiving
There are NO right or wrong types!!
MBTI-Your Type
Extroversion and Introversion – E&I
The ENERGIZING FUNCTION- 2 ways of orienting ourselves
E= Energy directed outward in action
I= Energy directed inward in reflection
E= Seeking stimulation in the outer
environment
I= Seeking stimulation in the inner
environment
Orientation of Energy
E (Extroverts)
Energized by Outer World
Focus on People, Things
Active
Breadth of Interest
Live it, then understand it
Interaction
Outgoing
I (Introverts)
Energized by Inner World
Focus on thoughts
Reflective
Depth of Interest
Understand it, then live it
Concentration
Inwardly directed
Direction of Focus
Perceiving Function- S&N
S (Sensors)
Facts
Data
Detail
Reality-based
Actuality
Here and now
Utility
N (Intuitors)
Meanings
Associations
Possibilities
Hunches, Speculation
Theoretical
Future
Fantasy
Perceiving Function- S&N
How do we take in information?
Sensing
INtuition
Judging Function- T&F
T (Thinkers)
Analysis
Objective
Logic
Impersonal
Critique
Reason
Criteria
F (Feelers)
Sympathy
Subjective
Humane
Personal
Appreciate
Values
Circumstances
Coming to a Conclusion…
Orientation- J&P
J(Judgers)
Organized
Settled
Planned
Decisive
Control one’s life
Set Goals
Systematic
P(Perceivers)
Pending
Flexible
Spontaneous
Tentative
Let life happen
Undaunted by surprise
Open to Change
Where’s the Gift?
SARA-The Natural Feedback Response
Feedback- Redirecting and Reinforcing
Reinforcing and Redirecting Feedback