Report Form for Myers-Briggs Type Indicator
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Report Form for Myers-Briggs Type Indicator The MBTI reports your preference on four scales. Each scale is independent. The scales provide insight into your behavioral patterns in four areas: Where you focus your attention How you take in information How you make decisions How you structure your life The MBTI uses letters to designate your preferences in each area. The letters are used as a shorthand for describing your approach to the world. E I Focus on outer world of people and things Focus on inner world of ideas, feelings, impressions S N Focus on present reality and Information from your senses Focus on future possibilities and the relationship between ideas T F Base decisions on logic and objective analysis; task oriented Base decisions on personal values; people oriented J P Live life in a planned and organized manner; Like things settled and decided Live life in a spontaneous manner; Like to stay open to new experiences No one uses only one preference. We move back and forth between the eight preferences daily. But we do have a preference and when we are living in that preference, we feel more effective, more comfortable and more energized. The four letters show your “type”- the combination of the preferences that you use, Each type tends to be different in their interests, gifts and values. For a more complete description of the theory the types and the implications of type on leadership, team building, career choice, learning styles, parenting, and relationships: Please Understand Me by David Keirsey Developing Leaders by Catherine Fitzpatrick and Linda Kirby Gifts Differing by Isabel Briggs Myers 1 Comparison of Extraversion and Introversion Extraversion ________________________________________________ Introversion Energy directed outward toward people and things directed inward toward concepts and ideas Focus wants to change the world civilizing genius wants to understand the world cultural genius Attitude relaxed and confident understandable and accessible reserved and questioning subtle and impenetrable Orientation afterthinkers forethinkers Work Environment varied and action-oriented prefers to be around and with others interests have breadth quiet and concentrated prefers to be alone interests have depth 2 EXTRAVERSION - INTROVERSION Extraversion (75% population) (43% Cont. Ed.) Introversion (25% pop.) (57% Cont. Ed.) Open, talkative, gregarious Reserved, quiet, noncommunicative Fascinated by outside world Fascinated by inner processes Actions, objects, persons Concepts and ideas Energized by people Enervated by people Loves talking to people Likes reflection, contemplation Likes variety and action Likes quiet for concentration Good at greeting people Trouble remembering names/faces Impatient with long slow jobs Likes one uninterrupted project Interested in results Interested in idea behind the job Acts before thinking Thinks before acting Relaxed and confident Reserved and questioning Understandable, accessible Subtle, shy, impenetrable Many acquaintances A few deep friendships 3 NEGATIVE STEREOTYPES OF EACH Extraversion Introversion Talks too much Stand-offish May only give the appearance of liking people Hidden, sneaky, can’t tell what they’re thinking/feeling Want a team/committee for everything Want to do it all themselves “Do it even if it’s wrong” Won’t help others Easily distracted from work Poor communicators Lack power of concentration Impractical Mistake-prone Hard to get started on a job Always pushing for cooperation Not good with strangers Don’t do any long-range planning Not good with groups of people 4 MUTUAL NEEDS Extravert needs an Introvert to: Introvert needs an Extravert to: Think through before action Carry the message Be careful, precise, exact Advertise, promote Weigh conflicting ideas Help network To plan thoroughly Find external difficulties See problems, objections Facilitate action Develop new concepts, ideas Convince, persuade others See long –range effects Grow, expand, achieve breadth Understand purposes Foster cooperation See deeply See political/interpersonal consequences Achieve project concentration Facilitate speed & efficiency 5 HOW TO COMMUNICATE WITH ONE’S OPPOSITE Extraverts must: Introverts must: Remember that silence doesn’t mean that the introvert is uninterested Volunteer their ideas; otherwise no one will follow Try to be brief Understand that sharing a value important to you won’t change an extravert’s mind Remember to tell introverts why they’re to do something Remember that extraverts respond better to the demands of others than you, the introvert Remember that introverts tend to show their friendliness through deeds, not talk. 6 IDEAL WORK SITUATIONS Extraversion Introversion Group, team work Privacy Acting, doing Dealing with concepts, ideas Hustle and bustle Quiet Interruptions OK No intrusions, interruptions Uncomplicated work Complicated work Like quick jobs Patient with long, slow jobs 7 Comparison of Sensing and Intuition Sensing _________________________________________ Intuition Mode of Perception “sixth sense” (possibilities) five senses (experience) Focus details practicality reality present enjoyment patterns innovation expectation future achievement Orientation live life as it is change, rearrange life Work Environment prefers using learned skills pays attention to details patient with details and makes few factual errors prefers adding new skills looks at the “big picture” 8 MUTUAL NEEDS Sensing needs Intuitive to: Intuitive needs Sensing to: Bring up new possibilities Bring up pertinent facts Supply ingenuity Apply experience, history Read signs of coming change Read the fine print Prepare for the future See what’s needed now Have enthusiasm Have patience Watch for new essentials Remember essentials now Visualize a better tomorrow To live today 9 STEREOTYPES & CONFLICTS Sensing Intuition Lack imagination Lack common sense Materialistic Impractical Stuck in a rut Head in the clouds Don’t look ahead Can’t see reality Keep it the same Change for its own sake Doesn’t want new projects Won’t finish old projects Want creature comforts Want a Utopia No new ideas Ideas unworkable 10 COMMUNICATION WITH ONE’S OPPOSITE Sensing persons must: Intuitives must: State facts as a contribution, not a refutation or putdown Say exactly what you’re talking about Lay aside your immediate impulse to say, “It won’t work.” Finish sentences, don’t leave steps out Try to think how the plan might be made workable Give notice when changing subjects. Don’t talk about several projects Try to see the broad picture, not just isolated details Think of limitations, consequences before sharing new ideas Avoid giving repetitive work to intuitives Do homework. Have a plan. Have facts, figures, details. 11 Comparison of Thinking and Feeling Thinking ___________________________________ Feeling Focus logic of a situation human values and needs things people truth tact principles harmony Work Environment brief and businesslike naturally friendly impersonal personal treats others fairly treats others as they need to be treated Contribution to society intellectual criticism loyal support exposure of wrongs care and concern for others solutions to problems zest and enthusiasm 12 THINKING-FEELING Thinking (50% pop.) (47% Cont. Ed.) Feeling (50% pop.) ( 53% Cont. Ed.) Values logic and reason Values sentiment Impersonal, interested in things Personal, interested in people Truthful Tactful Strong executive ability Strong in social arts Tend to disagree with others Tend to accommodate others Brief & businesslike Friendly Logical and organized Rambling, repetetive Finds solutions Loyal, supportive Laws, justice, policy Interpersonal skills Firm Forgiving, trustful Wary Compassionate, gentle 13 IDEAL WORK SITUATIONS Thinking Feeling Objectivity valued Persuasion valued Dealing with principles policy rules& regulations criteria Working to create harmony Needs for firmness Need for empathy Facts & Figures Seeing others’ needs One is treated fairly One is praised Where thinking is important Where values are important 14 MUTUAL NEEDS Thinking person needs a Feeling person to: Feeling person needs a Thinking person to: Persuade Analyze Conciliate Organize Predict others’ feelings, reactions To find flaws in advance Arouse enthusiasm Reform Teach Hold consistently to policy Sell Weigh evidence Advertise Fire or discipline Appreciate the Thinker Stand firm against opposition 15 STEREOTYPES OF EACH Thinking Feeling Impersonal Warm fuzzy Doesn’t like people Doesn’t like to think Lacks tact Lacks logic Suspicious Naïve Rigid Inconsistent Seen as bull-headed Seen as week Heartless Soft-hearted Cold Lacking in firmness Remote Won’t take a firm stand Intellectualizers Too emotional Unyielding Break down under pressure Unforgiving Can’t maintain discipline Hurt people’s feelings Heart on sleeve COMMUNICATION WITH ONE’S OPPOSITE 16 Thinking persons must: Feeling persons must: Not find fault or disagree so forcefully & blunt that the Feeling type takes it as a personal attack Try to be logical and orderly If you disagree, begin by mentioning points you agree on Tell thinking types how you feel (They don’t know) Stop and listen to the other person’s side of the matter Understand that enthusiasm won’t work Make special effort to appreciate others’ work Understand that reason is the key to convincing Recognize the Feeling person’s need for peace and harmony COMPARISON OF JUDGING AND PERCEPTION 17 Judgment ______________________________________ Perception Attitude decisive curios planful spontaneous be right miss nothing self-regimented flexible purposeful adaptable exacting tolerant Work Environment focus on completing task focus on starting task makes decisions quickly postpones decisions Wants only the essentials of the job wants to find out all about the job 18 JUDGING-PERCEPTIVE Judging (50% pop.) (70% Cont. Ed.) Perception (50% pop.) (30% Cont. Ed.) Structured Unstructured Decisive Curious Conforming Nonconforming Scheduler, planner, listmaker Non-planner Wants control over life Flows with experience of life Plans, standards, customs Unexpected Likes matters settled, decided Keep options open Advice givers Interested Finish & complete work Starts new work Joy of scheduled completion Joy in last minute panic Purposeful Adaptable Exacting Tolerant Self-regimented Flexible Formal Casual Outcome-oriented Process- oriented 19 IDEAL WORK SITUATIONS Judging Perceptive Settled, structured environment Changing environment Decision-making Information-gathering Closure needed on schedule Open-ended “Get the show on the road” No decision-rushing Clear-cut problems Ambiguous problems Black and white Lots of grey Follow a clear-cut plan “Fly by the seat of pants” One project at a time Several projects welcome 20 STEREOTYPES OF EACH Judging Perceptive Pressured, pressuring Aimless drifters Only want to work Won’t make decisions Jump to conclusions Indecisive Rigid Procrastinate, foot-dragging Arbitrary “Wait and see” Controlled, controlling “Something will turn up” Have to be in control Won’t take control Compulsive Tentative 21 MUTUAL NEEDS Judging needs a Perceptive to: Perceptive needs a Judging to: Gather more data when needed Help push to conclusion See more deeply, broadly To develop a system Look at from all angles Provide consistency Supply understanding Institute order Open-mindedness Make plans Provide tolerance Set goals Provide spontaneity Sustain the effort Adapt to changing circumstances Provide will power Provide curiosity Get others to conform Zest for new experience Accept routine 22 COMMUNICATION WITH ONE’S OPPOSITE Judging persons must: Perceptive persons must: Explain reasons for rules, regulations, policies, procedures Explain logic of any changes Gain deadline commitments from the perceptive Explain benefits of delaying decisions Avoid driving oneself and others too hard Always make sure the J type “Sees the Reason” for doing something Try to be reasonably uncritical Always make sure the J type “Sees the Need,” that any new action “Makes sense.” Don’t burn bridges behind you 23 Temperament in Leading for an SJ Manager TRADITIONALIST-STABILIZER-CONSOLIDATOR Focus Needs the hierarchy of the organization appreciation Abilities Irritations at Work establishes policies, rules, schedules others not employing standard operating procedures follows through ignored deadlines is patient, thorough, steady, reliable others not playing by the rules Questions Asked What is order? Irritates Others by doom and gloom positions What is my duty? sarcasm Why change? sharp criticism How is this justified? failure to see humor Does it work? Beliefs Pitfalls as Manager self and others must earn their keep is impatient when projects get delayed organization must run on solid facts decides issues too quickly Values is overly concerned with dire happenings Caution, carefulness, accuracy of work believes hard and long work is way to success Orientation product that meets standards Appreciates in Self 24 sense of responsibility loyalty industry 25 Temperament in Leading for an SP Manager TROUBLESHOOTER-NEGOTIATOR-FIRE FIGHTER Focus Appreciates in Self the expedient needs of the organization active orientation Abilities cleverness immediate response to problems sense of timing open and flexible style Needs strong reality base response Questions Asked? Irritations at Work What is the need right now? restrictions What are the stakes? being told how to work Where is the crisis? How soon can we go and do? doing it “the way it’s always been done” Irritates Others by Beliefs lack of follow through the present time is the important focus little advance preparation organization must run to meet current needs carelessness and haste Values overlooking established priorities flexibility Pitfalls as Manager change hard to predict taking risks impatient with theory and abstraction action shoots from the hip Orientation ignores the past and its implications 26 product that reflects current needs for the future Temperament in Leading for an NF Manager CATALYST-SPOKESPERSON-ENERGIZER Focus The growth needs of an organization Abilities Communicates organizational norms Makes decisions by preparation Is personal, insightful, charismatic Appreciates in Self High energy unique contributions Ability to value others Needs Approval Questions Asked How does this affect workers morale? Who needs to know? What impact does this have on the Organization’s principles? What is most important to people? Irritations at Work Impersonal treatment Criticism Lack of positive feedback Beliefs People’s potential is organization’s strength Organization must utilize worker’s talents Irritates Others by Taking emotional stands Moralistic positions Getting overextended Creating dependencies Values Autonomy Cooperation Harmony Self-determination Pitfalls as Manager Sweeps problems under rug Plays favorites Others’ priorities before their own Too anxious to please Orientation Motivated workers equal high productivity 27 Temperament in Leading for an NT Manager VISIONARY-ARCHITECT OF SYSTEMS-BUILDER Orientation Strategy that ensures the organization’s future Focus Mission and systems of the organization Needs Recognition Abilities Builds conceptual frameworks Develops prototypes, pilots, models Plans approaches to change Irritated at Work by Redundancy Stupid errors Illogical actions Questions Asked What is the system? What is the strategy? Who has the power? Irritates Others by Being skeptical, splitting hairs Hurting feelings Taking people for granted Beliefs Organization must adhere to its mission Organization must grow and develop Potential Pitfalls Escalates performance standards Annoyed by personal concerns Values Complexity, intelligence Believes in competence Appreciates in Self Ingenuity Logical analysis 28 Appreciation According to Temperament What Each Appreciates What Each Does Not Appreciate Sensing-Judging praise for product orientation deadlines not being met employers who values carefulness, caution, thoroughness, and accuracy persons not using standard operating procedures commendation for their loyalty, responsibility, and industriousness want appreciation but not likely to show their pleasure in receiving it Sensing –Perceptive commendation for grace and flair being told hw to work acknowledgement that process is more important than product standard operating procedures having others take pride in their boldness, bravery, endurance, cleverness, adaption, and timing iNtuitive-Feeling personal expressions of appreciation impersonal treatment recognition as unique persons making making unique contributions having feelings and ideas understood by others iNtuitive-Thinking being appreciated for their capailities and ideas someone as competent or more appreciating them routine task well done things which violate logic, reason, or principle 29 rules, traditions, or biases getting in the way of maximum results Organizational Preferences ST Organizations emphasize specific factual details micro issues physical features of the work environment control and certainty job specificity work roles rather than the worker organizational goals and hierarchy value tough-minded people who can get others to do the job realistic down-to-earth economical SF Organization emphasize specific, factual details interpersonal features of the work environment familiarity workers first, then work and work roles value special people who create a highly personal, warm, human climate where people want to come and work set goals that are realistic down-to –earth people oriented 30 NF Organizations emphasize growth macro issues personal and human goals of the organization personal and social needs of people in the organization flexibility wheel-like organizational structure value special people who work together for the good of all set goals that provide new lines of direction in goods and services for human or personal needs NT Organizations emphasize broad, global concepts macro issues efficiency impersonal atmosphere value people who are problem formulators set goals that are innovative and create new products, horizons, and businesses 31 EXTRAVERTED THINKING TYPES ESTJ and ENTJ Extraverted thinkers use their thinking to run as much of the world as may be theirs to run. They organize their facts and operations well in advance, define their objectives and make a systematic drive to reach these objectives on schedule. Through reliance on thinking, they become logical, analytical, often critical, impersonal and unlikely to be convinced by anything but reasoning. They enjoy being executives, deciding what ought to be done, and giving the necessary orders. They have little patience with confusion, inefficiency, halfway measures, or anything aimless and ineffective, and they know how to be tough when the situation calls for toughness. They think conduct should be governed by logic, and govern their own that way as much as they can. They live according to a definite formula that embodies their basic judgments about the world. Any changes in their ways requires a deliberate change in formula. Like other judging types, they run some risk of neglecting perception. They need to stop and listen to the other person’s side of the matter, especially with people who are not in a position to talk back. They seldom find this easy, but if (repeat, if) they do not manage to do it, they may judge too hastily, without enough facts or enough regard for what other people think or feel. Feeling is their least developed process. If they suppress or neglect it too long, it can explode in damaging ways. They need to make some conscious use of feeling, preferably in appreciation of other people’s merits, -an art that comes less naturally to thinkers than to feeling types. Thinkers can, if they will, “make it a rule” in their formula to mention what is well done, not merely what needs correcting, The results will be worthwhile, both in their work and in their private lives. ESTJ With sensing as auxiliary Look at things with their sensing rather than their intuition. Hence are most interested in realities perceived by their five senses, which makes them matter-of-fact, practical, realistic, factually-minded, concerned with here and now. More curious about new things than new ideas. ENTJ With intuition as auxiliary Look at things with their intuition rather than their sensing, hence are mainly interested in seeing possibilities beyond what is present or obvious or known. Intuition heightens their intellectual interest, curiosity for new ideas, tolerance for Theory, taste for complex problems, in- 32 Want ideas, plans and decisions to be based on solid facts. Solve problems by expertly applying and adapting past experience. Like work where they can achieve immediate, visible, and tangible results. Have a natural bent for business and industry, production and construction. Enjoy administration and getting things organized and done. Do not listen to their own intuition very much, so tend to need an intuitive around to sell them on the value of new ideas, sight, vision and concern for long range consequences. Are seldom content in jobs that make no demand on intuition. Need problems to solve and are expert at finding new solutions. Interest is in the broad picture, not in detailed procedures or facts, Tend to chose like-minded intuittives as associates. Also tend to need someone with sensing around to keep them from overlooking relevant facts and important details. 33 EXTRAVERTED FEELING TYPES ESFJ and ENFJ Extraverted feeling types radiate warmth and fellowship. Reliance on feeling gives them a very personal approach to life, since feeling judges everything by a set of personal values. Being extraverts, they focus their feeling on the people around them, placing a very high value on harmonious human contacts. They are friendly, tactful, sympathetic, and can almost always express the right feeling. They are particularly warmed by approval and sensitive to indifference. Much of their pleasure and satisfaction comes not only from others’ warmth and feeling but from their own; they enjoy admiring people and so tend to concentrate on a person’s most admirable qualities. They try to live up to their ideals and are loyal to respected persons, institutions and causes. They are unusually able to see value in other people’s opinions. And even when the opinions are conflicting, they have faith that harmony can somehow be achieved and often manage to bring it about. Their intense concentration on other people’s viewpoints sometimes makes them lose sight of their own. They are best at jobs that deal with people and any situation where the needed cooperation can be won by good will. They think best when talking with people and enjoy talk. It takes special effort for them to be brief and businesslike. Being judging types, they like to have matters settled and decided, but they do not need or want to make all the decisions themselves. They have many “shoulds” and “should nots” and may express these freely. They are conscientious, persevering, orderly even in small matters, and inclined to expect others to be the same. If (repeat if) they do not develop their perception, they will, with the best of intentions, act on assumptions that turn out to be wrong. They are especially likely to be blind to the facts when there is a situation that is disagreeable or a criticism that hurts. It is harder for them than for other types to see things they wish were not true. If they fail to face disagreeable facts, they will sweep their problems under the rug instead of finding good solutions. ESFJ With sensing as auxiliary Look at things with their sensing, which makes them practical, realistic, matter-offact, concerned with here and now. Appreciate and enjoy their material possessions and details of direct experience. Like to base plans and decisions upon known facts. ENFJ With intuition as auxiliary Look at things with their intuition rather than their sensing, hence are mainly interested in seeing the possibilities beyond what is present, obvious or known. Intuition heightens their understanding , long range vision, insight, curiosity about new ideas, love of 34 Enjoy variety, but usually adapt excellently to routine. Compassion and awereness of physical conditions often attract them to nursing (where they provide warmth and comfort as well as devoted care) and to health professions in general. books and tolerance for the theory. Likely to have a gift of expression, but may use it in speaking to audiences rather than in writing. Interest in possibilities for people attracts them often to counseling in the fields of career choice or personal development. 35 INTROVERTED THINKING TYPES ISTP and INTP Introverted thinkers use their thinking to analyze the world, not to run it. They organize ideas and facts, not situations or people unless they must. Relying on thinking makes them logical, impersonal, objectively critical, not likely to be convinced by anything but reasoning. Being introverts, they focus their thinking on the principles underlying things rather than on things themselves. Since it is hard to switch their thinking from ideas to details of daily living, they lead their outer lives mainly with their preferred perceptive process, S or N. They are quiet, reserved, detachedly curious and quite adaptabletill one of their ruling principles is violated, at which point they stop adapting. If (repeat, if) they do not develop their perception, they will have too little knowledge or experience of the world. Their thinking will have no real relationship to the problems of their time, and not very much will cone of it. In the fields of ideas they are decisive, though socially they may be rather shy except with their best friends. Their special problem is to make their ideas understood. Wanting to state the exact truth, they tend to state it in a way too complicated for most people to follow. If they will use simple statements, even if they think the point is too obvious to be worth making, their ideas will be much more widely understood and accepted. Feeling is their least developed process. They are not apt to know, unless told, what matters are emotionally to another person. They should recognize that most people do care about having their merits appreciated and their point of view respectfully considered. And they should act accordingly. Both their working life and personal life will go better if they take the trouble to do two simple things- say an appreciative word when praise is honestly due, and mention the points where they agree with another person before they bring up the points where they disagree. ISTP With sensing as auxiliary See the realities. Great capacity for facts and details. Good at applied science and at mechanics and the properties of materials and things. With nontechnical Interests, can use general principles to bring order out of unorganized facts. May be analysts of markets, sales, securities or statistics of any kind. Likely to be patient, accurate, good with their hands, fond of sports and outdoors, and have a gift of fun. Great believers in economy of effort, INTP With intuition as auxiliary See the possibilities. Value facts mainly in relation to theory. Good at pure science, research, math, and the more complicated engineering problems. With nontechnical interests, make scholars, teachers, abstract thinkers in economics, philosophy, psychology, etc. Apt to have insight, ingenuity, quick understanding, intellectual curiosity, fertility of ideas about problems. More interested in reaching solutions than in putting them into practice, which 36 which is an asset if they judge accurately how much effort is needed, and do efficiently what the situation demands. If not, economy of effort can be mere laziness and little will get done. others can do as well. Need to check out even the most attractive intuitive projects against the facts and the limitations they impose. Otherwise may squander their energies in pursuing impossibilities. INTROVERTED FEELING TYPES ISFP and INFP 37 Introverted feeling types have a wealth of warmth and enthusiasm, but may not show it till they know you well. Reliance on feeling leads them to judge everything by personal values; being introverts, they choose these values without reference to the judgment of others. They know what is most important to them and protect it at all costs. Loyalties and ideals govern their lives. Their deepest feelings are seldom expressed, since their tenderness and passionate conviction are masked by their quiet reserve. Their feeling being introverted they conduct to their outer lives mainly with their preferred perceptive process, either sensing or intuition. This makes them open-minded, flexible and adaptable-until one of the things they value most deeply seems in danger-at which point they stop adapting. Except for the sake of their work they have little wish to impress or dominate. The friends who mean most to them are the people who understand their values and the goals they are working toward. They are twice as good when working at a job they believe in; their feeling puts added energy behind their efforts. They want their work to contribute to something that matters to them- human understanding or happiness or health, or perhaps to the perfecting of some project or undertaking. They want to have a purpose beyond their paycheck, no matter how big the check. They are perfectionists wherever their feeling is engaged and are usually happiest at some individual work involving their personal values. Being idealists, they measure their accomplishments against an inner standard of perfection, instead of what is actually possible. They may suffer from too great self-demand, feeling that the contrast between their inner ideal and outer reality is somehow their fault. They need to find something they really care about, and then work to achieve it. With an ideal to work for, and good development of perception to help them recognize realistic difficulties and possible solutions, they can achieve a high degree of self-confident drive. 38
