COMM 470 Agenda - Week 10
• MBTI Profiles
• LC2 – Due in 2 Weeks (April 25)
• LC2 – on MBTI
• Listening Exercise for Week 11
• ITE 9
MBTI Profiles
Basic Intro to Understanding Your MBTI
Profile
• Preferences on the Four Functions
Please Read
• Your 3-4 page “Profile” (Now)
• Examine the Chart of the 16 Types (Now)
• By Next Week – Your “Temperament” Profile
In-Class Team Exercise # 9a
Discuss:
• How did you do with CHARTING Your
Interactions this week?
• Count how many times; share 2 examples
• Was it easy? Difficult?
Deliverable - Summarize in a table how many conversations
you each had where you:
1) charted that same day
2) charted before class today, but not the same day
3) didn’t chart at all
4) ADDED: estimate your TOTAL # of conversations last week
•
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• How did you do on “Speaking into the Listening of Others”
this week?
Conversation “Timeframes”
Pair Up:
•
•
•
Pick an A and a B (A has a longer last name)
A talk to B for 1-2 minutes about the difference
between his/her conversations based in past events
vs. conversations based in the present, future
B’s job is to occasionally reflect As ideas back to A
and let A lead the discussion
Reverse Roles
•
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•
Now as a team – What are the fundamental differences
between “past” vs. “present”/”future” conversations?
Deliverable: List the 2-3 most important differences the
team discussed
Conversation “ Topics”
Pair Up:
•
•
•
Pick a different A and a B (A has a longer first name)
A talk to B for 1-2 minutes about the difference
between his/her conversations – when talking about
himself/herself or the other interactant vs. talking
about other people who were not present
B’s job is to occasionally reflect As ideas back to A
and let A lead the discussion
Reverse Roles
•
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•
Now as a team – What are the basic differences between
talk about ‘people there’ vs. ‘people not there’?
Deliverable: List the 2-3 most important differences the
team discussed
The Cast
Carl G. Jung
INTP
Katherine Briggs
INFJ
Isabel Briggs Myers
INFP
© Otto Kroeger Associates 2005
“Much seemingly chance
variation in human behavior
is not due to chance; it is in
fact the logical result of a
few basic, observable
preferences.”
C. G. Jung
© Otto Kroeger Associates 2005
What is the Myers Briggs
Type Indicator (MBTI®)?
•
A tool designed to implement the theories of C. G. Jung, a Swiss
psychiatrist, who developed one of the most comprehensive theories
explaining human personality.
•
An instrument popularized by Katherine Briggs and Isabel Briggs Myers to
make C. G. Jung’s theory of personality types practical and useful in
people’s lives.
•
Currently it is the most widely utilized personality preference
instrument in the world.
•
A tool that reflects an individual’s preferences, does not measure
abilities, likelihood of success, intelligence, skills, maturity or mental health.
•
An extremely useful and practical tool for achieving an understanding of
oneself and the differences of others.
© Otto Kroeger Associates 2005
MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc., Palo Alto, CA 94303
Individual Benefits of the MBTI®
• The MBTI offers individuals an affirmative way to look at themselves and
to evaluate strengths and needed areas for development.
• The MBTI helps individuals to understand personality differences in
others and to use them constructively.
• The MBTI can offer individuals a way to build communication patterns
that will meet their needs as well as the needs of others, helping them to
achieve a higher level of influence.
• The MBTI helps people value their strengths and become aware of the
strengths of other types.
• Isabel Briggs Myers said there are 16 paths to excellence. Finding a
rewarding pathway leads to motivated behavior.
• The MBTI supports our learning about how to be more effective leaders,
managers, teachers, learners, team members and partners.
© Otto Kroeger Associates 2005
MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc., Palo Alto, CA 94303
Organizational Benefits
of the MBTI®
• The MBTI helps people become aware of their differences and can
reduce conflict through appreciation of differences.
• The MBTI supports decision making and problem solving
processes.
• The MBTI facilitates team building by identifying strengths,
weaknesses and blind spots for organizational units and helps in
establishing effective ad hoc teams.
• The MBTI builds understanding regarding an organization’s norms
and cultures.
• The MBTI acts as a lens through which to diagnose
organizational issues and to organize people and processes to
develop strategies and solutions.
© Otto Kroeger Associates 2005
MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc., Palo Alto, CA 94303
Functions of the Personality
TO PERCEIVE
• Gather data
• Take in information
• Observe the world around you
TO JUDGE
• Evaluate the data
• Make decisions on the information
• Critique your observations
© Otto Kroeger Associates 2005
ENERGY FLOW
E
ATTITUDE
I
S
N
DECISION MAKING
JUDGING FUNCTION
T
J
© Otto Kroeger Associates 2005
F
ORIENTATION
TO THE OUTER
WORLD
ATTITUDE
P
THE FOUR FUNCTIONS
THE FOUR FUNCTIONS
DATA GATHERING
PERCEIVING FUNCTION
Perceiving Function
Sensing
• FACTS
• DETAILS
• LITERAL
• PRESENT ORIENTED
• DATA THROUGH 5 SENSES
© Otto Kroeger Associates 2005
iNtuition
• THEORETICAL
• ABSTRACT
• FIGURATIVE
• FUTURE ORIENTED
• DATA THROUGH 6TH SENSE
Good S/N Words
Sensors (S)
vs.
iNtuitives (N)
• Present Focus
• Future Focus
• Facts
• Possibilities
• Specifics
• Generalizations
• Perspiration
• Inspiration
• Details
• Patterns
• Literal
• Figurative
• Concrete
• Symbolic
• 5 Senses
• 6th Sense
© Otto Kroeger Associates 2005
Judging Function
Feeling
Thinking
• OBJECTIVE
• SUBJECTIVE
• ANALYTICAL
• EXPERIENTIAL
• NON-PERSONAL
• INTERPERSONAL
• CLARITY
• HARMONY
• JUST
• MERCIFUL
S
© Otto Kroeger Associates 2005
PERCEIVING FUNCTION
N
Good T/F Words
Thinkers (T)
• Objective
• Cause-Effect
Logic
• Clarity
• Analytical
• Problem 1st
People 2nd
• Critique
• Justice
© Otto Kroeger Associates 2005
vs.
Feelers (F)
• Subjective
• Person-Centered
Values
• Harmony
• Circumstantial
• People 1st
Problem 2nd
• Appreciate
• Mercy
Energy Source
Extraversion
• OUTWARD FOCUS
Introversion
• INWARD FOCUS
— People
— Thought
— Things
— Ideas
— Activity
— Contemplation
• SPEAKS TO THINK
• THINKS TO SPEAK
• DISCLOSES FREELY
• DISCLOSES CAUTIOUSLY
S
T
© Otto Kroeger Associates 2005
PERCEIVING FUNCTION
JUDGING FUNCTION
N
F
Good E/I Words
Extraverts (E)
• Externally Directed
- People
- Places
- Things
vs.
Introverts (I)
• Internally Directed
- Ideas
- Thoughts
- Concepts
• Active
• Gregarious
• Breadth
• Expressive
• Reflective
• Reserved
• Depth
• Contained
• Publicly Disclosing
• Publicly Guarded
• Speak-to-think
• Think-to-speak
© Otto Kroeger Associates 2005
Outer World Orientation
ENERGY SOURCE
E
S
T
JUDGING FUNCTION
Judging
N
F
Which Do You Use
In the Outer World?
• DECISIVE
• STRUCTURED
• PLANNED
• SEEKS CLOSURE
• MAKE LISTS & USES THEM
© Otto Kroeger Associates 2005
PERCEIVING FUNCTION
I
Perceiving
• OPEN-MINDED
• FLEXIBLE
• SPONTANEOUS
• SEEKS OPTIONS
• MAKES LISTS & LOSES THEM
Good J/P Words
Judgers (J)
vs. Perceivers (P)
• Closure
• Options
• Structured
• Open-ended
• Planned
• Go-with-the-flow
• Decisive
• Tentative
• Scheduled
• Flexible
• Control
• Adapt
• Directive
• Facilitative
© Otto Kroeger Associates 2005
Extraversion
ENERGY SOURCE
Introversion
PERCEIVING FUNCTION
Sensing
Thinking
Judging
iNtuition
JUDGING FUNCTION
Feeling
LIFE STYLE ORIENTATION
Perceiving
Your four-letter type represents a preference from each of the above
four dichotomies. Here are the sixteen possible combinations:
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
© Otto Kroeger Associates 2005
The Temperaments: A Summary
David Keirsey’s 2 letter Temperament combinations (NF, NT, SJ, SP)
give the widest behavioral prediction with the highest accuracy.
4 TYPES
TEMPERAMENT
QUEST
STYLE
ACHILLES HEEL
ENFJ
INFJ
ENFP
INFP
NF
Identity
Catalyst
Guilt
ENTJ
INTJ
ENTP
INTP
NT
Competency
Visionary
Incompetence
SJ
Belonging to
Stabilizer or
Meaningful
Traditionalist
Institutions
SP
Trouble
Shooter
or Negotiator
ESTJ
ISTJ
ESFJ
ISFJ
ESTP
ISTP
ESFP
ISFP
© Otto Kroeger Associates 2005
Action
Disarray or
Disorganization
Routine or
Inactivity
Temperament
PATHWAYS
PITFALLS
N
F
•
•
•
•
•
Powerful people motivators
Empathic
Aware of others’ feelings
Powerful persuaders
Authority in the person(s)
•
•
•
•
•
N
T
•
•
•
•
•
Powerful conceptualizers
System planners
Competent and consistent
Firm minded and fair
Authority in being competent
• Mental gymnastics/game players
• Can miss immediate
• Complex and theoretical – cannot give a
simple answer
• Impersonal and aloof
• They determine and define “competency”
S
J
•
•
•
•
S
P
Carry/rescue everybody
Guilt ridden
Avoid conflict, “bullet biting”
Grudge carriers
Flounder when person(s) fails
Powerful administrators
Precise
Take charge
Hold subordinates/system accountable
- Don’t reward what’s expected
• Authority is in organization/system
•
•
•
•
•
Nit pickers
Rigid
Do the wrong thing
See the negative, not the positive
Upward accountability-“The boss or the
system made me do it”
•
•
•
•
•
•
•
•
•
•
Can create problems when none to solve
Low interest beyond practical
Get bored easily
Low follow through
Vague definition of authority
Powerful problem solvers
Immediate/resourceful
Grounded/hands-on
Quick starters
Authority is in the moment
© Otto Kroeger Associates 2005
The Ten Commandments of TypeWatching
1. Life tends to support our preferences, making us even more
distrustful of our non-preferences.
2. Your strength maximized becomes a liability.
3. TypeWatching is only a theory; it takes real life to validate it.
4. TypeWatching is only an explanation; never an excuse.
5. The whole is greater than the sum of its parts.
6. TypeWatching is only one lens through which to view human
personality.
7. To be effective, TypeWatching must begin with yourself before you
can apply it to others.
8. TypeWatching is easier said (or thought about) than done.
9. Don't blame everything on your opposite type.
10. TypeWatching can't solve everything.
© Otto Kroeger Associates 2005